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Transcript of Conceptualising Management
Envy, R. and Walters, R. (2013)Becoming a Practitioner in the Early Years. London: Sage
Hill, C. and Jones, G. (1995) Strategic Management: An Integrated Approach (3rd edition)Boston: Houghton Mifflin.
Lawler, J. and Bilson, A (2010) Social Work Management and Leadership. London: Routledge.
Lawler, J., and Bilson, A. (2013) 'Social Work Management and Leadership: Managing Complexity with Creativity'. Administration in Social Work. Volume 37, Issue 4.
Thomas, M. (2001) The Leadership Trust. Available at www.leadership.org.uk
You were asked to reflect upon the terms leadership and management. What is your understanding of them? Write down a few words which you associate with them?
Notion of Management
Managers focus on the operational issues of an organisation, that is structures, policies, procedures, finance and resources within an organisation.
Leadership is more abstract and is often linked to the creation of organisational culture.
How do leaders use personal power in the organisation?
Take a few minutes to discuss this.
How do we do this?
We do this by giving them a clear understanding of what they have to do and why it is important to do it.
Thomas (2001) suggests, it is about using our personal power to win the hearts and minds of people to achieve a common purpose.
to create ownership
to inspire involvement
to generate feelings of commitment
If management is concerned with tasks associated with the operational aspects of early years practice and leadership is concerned with creating an environment where practitioners are motivated and inspired to work cooperatively to ensure that children and young people receive the best care and education they deserve, can early years settings operate efficiently and effectively when either management or leadership is absent?
Think about an early years setting with:
good management but little leadership
poor management but strong leadership.
For each scenario think about how the staff would feel.
financial systems and procedures would be in place
policies would be regularly reviewed
no long-term vision
practitioners may feel demotivated
practitioners would have a clear vision for the future, but...
there would be little or no concern as to how the vision would be realised.
the setting may be under-resourced and disorganised.
Good leadership...poor management
"The term 'organisational culture' is used to refer to factors such as beliefs, behaviour, values and practices, which together establish the environment for professional practice and service delivery."
(Lawler and Bilson, 2010:146)
'Impose a Culture'
"Organisational culture is created by the strategic leadership provided by an organisation's founder and top managers. The organisation's founder is particularly important in determining the culture because the founder 'imprints' his or her values and management style on the organisation".
(Hill and Jones, 1995: 366)
Discuss what is meant by the culture of an organisation?
How would you describe the culture of your organisation?
"Difficulties arise in trying to institute change if culture is seen to be founded on beliefs and values...[i]f culture is seen to represent what the organisation is then any change initiative must perforce by radical. At best, an organic process may be more important here: planting the seeds of a new culture and helping that growth, rather than assuming a new culture can simply replace the old."
(Lawler and Bilson, 2010:147).
Culture / Climate
"Culture refers to the deep structures of organisations, which is rooted in the values and beliefs, and assumptions held by organisational members. Meaning is established through socialisation to a variety of identity groups that converge in the workplace...Climate, in contrast, portrays organisational environments as being rooted in the organisation's value system....climate is considered as relatively temporary".
(Lawlerand Bilson, 2010: 147).
Use a SWOT analytical tool to illustrate your answers
Readers this week...
Marcus and Susan
CRC reception 5th floor - the main library
4.30pm - 4.45pm
"Over 15 years ago Beare(1989) stated that 'outstanding leadership has invariably emerged as a key characteristic of outstanding schools [settings]. This view of leadership continues to be supported by the research today, with the contribution of educational leadership clearly and 'unequivocally' indicating the importance of leadership for 'improving organisational performance and raising achievement'" (Muijis, 2004)