Universidad de Guayaquil

School of Administration

Portfolio

English Module ___

---Student´s name –

--Teacher´s name—

CI 2019-2020
 Management
Section 1: Management
1.1. Definition of Management
1.2. Management Elements
1.3. Basic Management Skills
1.3.1. Skill #1: Plan
1.3.2. Skill #2: Organize
1.3.3. Skill #3: Direct
1.3.4. Skill #4: Monitor
1.4. Activities

Section 2: Leadership
2.1. Definition of Leadership
2.2. Leadership Styles
2.3. Factors in Leadership
2.4. Management Vs. Leadership
2.5. Key Activities
2.6. Reflection
 Section 1: MANAGEMENT
1.4. Definition of Management

Management in all business and organizational activities is the act of getting people
together to accomplish desired goals and objectives using available resources
efficiently and effectively. Management comprises planning, organizing, staffing,
leading or directing, and controlling an organization (a group of one or more people or
entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses
the deployment and manipulation of human resources, financial resources,
technological resources and natural resources.

Since organizations can be viewed as systems, management can also be defined as

human action, including design, to facilitate the production of useful outcomes from a
system. This view opens the opportunity to 'manage' oneself, a pre-requisite to
attempting to manage others

Activities:

a. Find three more definitions of Management.

Definition 1: The management definition is a single or group of individuals who

challenges and _oversees a person or collective group of people in efforts to
accomplish desired goals and objectives. Furthermore, the definition of management
includes the ability to plan, organize, monitor and direct individuals. The
management definition is also a person or collective abilities to lead a group through
hardships, aspirinf to meet an organization´s purpose and visions

Definition 2:__Management characterizes the process of leading and directing all or

part of an organization, often a business, through the deployment and manipulation
of resources (human, financial, material, intellectual or
intangible)______________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

Definition 3:__Management is a purposive activity. It is something that directs group

efforts towards the attainment of certain predetermined goals. It is the process of
working with and through others to effectively achieve the goals of the organization,
by efficiently using limited resources in the changing world. Of course, these goals
may vary from one enterprise to
another_________________________________________________________________________
_________________________________________________________________________________

b. Write down your own definition of Management.

Is the process of getting activities completed efficiently with and through other
people, is the process of setting and achieving goals through the execution of five
basic management functions: planning, organizing, staffing, directing and
controlling that utilize human, financial and material
resources______________________________________________________________________
c. Look up the following terms in the dictionary:

Organization:__ An organized group of people with a particular purpose, such

as a business or government department
_____________________________________________________________

Coordination:__ The organization of the different elements of a complex body

or activity so as to enable them to work together effectively
_____________________________________________________________

Enterprise: an organization, especially a business, or

a difficult and important plan, especially one that will earn money
_______________________________________________________________

Policies:__ a set of
ideas or a plan of what to do inparticular situations that has
been agreed toofficially by a group of people, a businessorganization,
a government, or
a political party________________________________________________

Achievement:_
something very good and difficult that you have succeeded in
doing_______________________________________________________

Objectives:__A thing aimed at or sought; a

goal.______________________________________________________________

d. Use the graphic below to describe what Management involves.

 _ A manager’s primary challenge is to solve problems creatively. While
drawing from a variety of academic disciplines, and to help managers respond
to the challenge of creative problem solving, principles of management have
long been categorized into the seven major functions of vision that is
an idea or mental image of something in the future, strategy a long-
range plan for reaching a goal, planning that is the function of management
that involves setting objectives and determining a course of action for
achieving those objectives, communication, implementation with a plan into
action, reporting giving an official report, and results
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

e. Make a graphic organizer to express the definition of Management.

1.5. Management Elements

Planning: Deciding what needs to happen in the future (today, next week, next month, next
year, over the next 5 years, etc.) and generating plans for action.

Organizing: (Implementation) making optimum use of the resources required to enable the
successful carrying out of plans.

Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs.

Leading/Directing: Determining what needs to be done in a situation and getting people to

do it.

Controlling/Monitoring: Checking progress against plans.

Motivation : Motivation is also a kind of basic function of management, because without

motivation, employees cannot work effectively. If motivation doesn't take place in an
organization, then employees may not contribute to the other functions (which are usually
set by top level management).
Activities:

a. Circle the synonym

Plan: make project prepare

Organize: arrange put insert

Staff: people boss personnel

Lead: direct mess up find out

Control: visit monitor come

b. Complete the puzzle.

Put the answer beside the Question and highlight

Across
4. Rearrange the activities in a plan.
Down
1. A design of the activities that will be done.
2. Monitor or supervise the activities.
3. Direct the project that has been planned.

1.6. Basic Management Skills

1.3.1. Skill #1: Plan

Management starts with planning. Good management starts with good planning. And
proper prior planning prevents… well, you know the rest of that one.

Without a plan you will never succeed. If you happen to make it to the goal, it will have
been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an
overnight sensation, but you will never have the track record of accomplishments of
which success is made.

Figure out what your goal is (or listen when your boss tells you). Then figure out the best
way to get there. What resources do you have? What can you get? Compare strengths
and weaknesses of individuals and other resources. Will putting four workers on a task
that takes 14 hours cost less than renting a machine that can do the same task with one
worker in 6 hours? If you change the first shift from an 8 AM start to a 10 AM start, can
they handle the early evening rush so you don't have to hire an extra person for the
second shift?
 Look at all the probable scenarios. Plan for them. Figure out the worst possible scenario
and plan for that too. Evaluate your different plans and develop what, in your best
judgment, will work the best and what you will do if it doesn't.

TIP: One of the most often overlooked management planning tools is the most effective.
Ask the people doing the work for their input.

1.3.2. Skill #2: Organize

Now that you have a plan, you have to make it happen. Is everything ready ahead of your
group so the right stuff will get to your group at the right time? Is your group prepared to do
its part of the plan? Is the downstream organization ready for what your group will deliver
and when it will arrive?

Are the workers trained? Are they motivated? Do they have the equipment they need? Are
there spare parts available for the equipment? Has purchasing ordered the material? Is it
the right stuff? Will it get here on the appropriate schedule?

Do the legwork to make sure everything needed to execute the plan is ready to go, or will be
when it is needed. Check back to make sure that everyone understands their role and the
importance of their role to the overall success.

1.3.3. Skill #3: Direct

Now flip the "ON" switch. Tell people what they need to do. I like to think of this part like
conducting an orchestra. Everyone in the orchestra has the music in front of them. They
know which section is playing which piece and when. They know when to come in, what to
play, and when to stop again. The conductor cues each section to make the music happen.
That's your job here. You've given all your musicians (workers) the sheet music (the plan).
You have the right number of musicians (workers) in each section (department), and you've
arranged the sections on stage so the music will sound best (you have organized the work).
Now you need only to tap the podium lightly with your baton to get their attention and give
the downbeat.

1.3.4. Skill #4: Monitor

Now that you have everything moving, you have to keep an eye on things. Make sure
everything is going according to the plan. When it isn't going according to plan, you need to
step in and adjust the plan, just as the orchestra conductor will adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A key
customer will go bankrupt. That is why you developed a contingency plan in the first place.
You, as the manager, have to be always aware of what's going on so you can make the
adjustments required.
This is an iterative process. When something is out of sync, you need to Plan a fix, Organize
the resources to make it work, Direct the people who will make it happen, and continue to
Monitor the effect of the change.

1.7. Activities

a. Write the definition of these words: business, accomplish, goal, plan, organize,
direct, lead, hire, staff (v), hire, control, monitor, direct, scenario, available,
legwork, conductor, customer, bankrupt.

b. Find the Elements of Management in the Word Search

C Q O C U O T T H U B H R B P
G O J B S K B X L L Q O S G I
C N N N S H Q H P E S C N Y H
X D I T F B Q D Y Z W I R U S
F X M Z R W O G O N N C L X R
E P A I I O N Z X N V W J R E
A W W Q S N L I A F Q Y J C D
H G U C S Z A L U T C D U W A
U E O D O J P G Q Y D E C J E
W Y C S X V L V R K D Q D W L
P T Q G E D F Q B O S F S S G
J G M C S V E Z C U F G O T N
E J T H Q Z K M Z H O X G J W
G K H D V E S T A F F I N G B
A X T Z H Z C L W W E L J A T

Section 2: LEADERSHIP
2.1. Definition of Leadership

Leadership is the ability to motivate a group of people toward a common goal.

 Other definitions:

Leadership is a process by which a person influences

others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent.

Leadership is a process whereby an individual

influences a group of individuals to achieve a common
goal.

2.2. Leadership Style

Leadership is less about your needs, and more about the needs of the people and the
organization you are leading. Leadership styles are not something to be tried on like so many
suits, to see which fits. Rather, they should be adapted to the particular demands of the
situation, the particular requirements of the people involved and the particular challenges
facing the organization.

In the book “Primal Leadership,” Daniel Goleman, who popularized the notion of “Emotional
Intelligence,” describes six different styles of leadership. The most effective leaders can
move among these styles, adopting the one that meets the needs of the moment. They can
all become part of the leader’s repertoire.

Visionary. This style is most appropriate when an organization needs a new direction.
Its goal is to move people towards a new set of shared dreams. “Visionary leaders articulate
where a group is going, but not how it will get there – setting people free to innovate,
experiment, take calculated risks,” write Mr. Goleman and his coauthors.

Coaching. This one-on-one style focuses on developing individuals, showing them how
to improve their performance, and helping to connect their goals to the goals of the
organization. Coaching works best, Mr. Goleman writes, “with employees who show
initiative and want more professional development.” But it can backfire if it’s perceived as
“micromanaging” an employee, and undermines his or her self-confidence.

Affiliative. This style emphasizes the importance of team work, and creates harmony
in a group by connecting people to each other. Mr. Goleman argues this approach is
particularly valuable “when trying to heighten team harmony, increase morale, improve
communication or repair broken trust in an organization.” But he warns against using it
alone, since its emphasis on group praise can allow poor performance to go uncorrected.
“Employees may perceive,” he writes, “that mediocrity is tolerated.”

Democratic. This style draws on people’s knowledge and skills, and creates a group
commitment to the resulting goals. It works best when the direction the organization should
take is unclear, and the leader needs to tap the collective wisdom of the group. Mr. Goleman
warns that this consensus-building approach can be disastrous in times of crisis, when
urgent events demand quick decisions.

Pacesetting. In this style, the leader sets high standards for performance. He or she
is “obsessive about doing things better and faster, and asks the same of everyone.” But Mr.
Goleman warns this style should be used sparingly, because it can undercut morale and
make people feel as if they are failing. “Our data shows that, more often than not, pacesetting
poisons the climate,” he writes.

Commanding. This is classic model of “military” style leadership – probably the most
often used, but the least often effective. Because it rarely involves praise and frequently
employs criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only
effective in a crisis, when an urgent turnaround is needed. Even the modern military has
come to recognize its limited usefulness.

Activities

Use the reading above and answer the following questions.

A. What is leadership?

B. List the leadership styles and write a brief definition.

C. What is the meaning of leadership style?

2.3. Factors in Leadership

There are four major factors in leadership:

Leader

You must have an honest understanding of who you are, what you know, and what you can
do. Also, note that it is the followers, not the leader or someone else who determines if the
leader is successful. If they do not trust or lack confidence in their leader, then they will be
uninspired. To be successful you have to convince your followers, not yourself or your
superiors, that you are worthy of being followed.

Followers

Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must know your people!
The fundamental starting point is having a good understanding of human nature, such as
needs, emotions, and motivation. You must come to know your employees’ be, know, and do
attributes.

Communication

You lead through two-way communication. Much of it is nonverbal. For instance, when you
“set the example,” that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds
or harms the relationship between you and your employees.

Situation

All situations are different. What you do in one situation will not always work in another. You
must use your judgment to decide the best course of action and the leadership style needed
for each situation. For example, you may need to confront an employee for inappropriate
behavior, but if the confrontation is too late or too early, too harsh or too weak, then the
results may prove ineffective.

Also note that the situation normally has a greater effect on a leader’s action than his or her
traits. This is because while traits may have an impressive stability over a period of time,
they have little consistency across situations (Mischel, 1968). This is why a number of
leadership scholars think the Process Theory of Leadership is a more accurate than the Trait
Theory of Leadership.

Various forces will affect these four factors. Examples of forces are your relationship with
your seniors, the skill of your followers, the informal leaders within your organization, and
how your organization is organized.

Activities

a. Make a concept map about “Factors in Leadership”

b. Define these terms:

Leadership:__________________________________________________________________

Leader:______________________________________________________________________

Attribute:_____________________________________________________________________

Factor:_______________________________________________________________________

Follower:_____________________________________________________________________

Communication:______________________________________________________________

Situation:_____________________________________________________________________

Theory:______________________________________________________________________

Accurate:____________________________________________________________________

Employee:____________________________________________________________________

2.4. Management vs. Leadership

What is the difference between management and leadership? It is a question that has been
asked more than once and also answered in different ways. The biggest difference
between managers and leaders is the way they motivate the people who work or follow
them, and this sets the tone for most other aspects of what they do.
Many people, by the way, are both. They have management jobs, but they realize that you
cannot buy hearts, especially to follow them down a difficult path, and so act as leaders
too.

Managers have subordinates

By definition, managers have subordinates – unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their power over others is other
than formal authority.

Authoritarian, transactional style

Managers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. Management style is
transactional, in that the manager tells the subordinate what to do, and the subordinate
does this not because they are a blind robot, but because they have been promised a
reward (at minimum their salary) for doing so.

Work focus

Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.

Seek comfort

An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where possible. In terms of
people, they generally like to run a ‘happy ship’.

Leaders have followers

Leaders do not have subordinates – at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are also managers. But when they
want to lead, they have to give up formal authoritarian control, because to lead is to have
followers, and following is always a voluntary activity.

Charismatic, transformational style

Telling people what to do does not inspire them to follow you. You have to appeal to them,
showing how following them will lead to their hearts’ desire. They must want to follow you
enough to stop what they are doing and perhaps walk into danger and situations that they
would not normally consider risking.

Leaders with a stronger charisma find it easier to attract people to their cause. As a part
of their persuasion they typically promise transformational benefits, such that their
followers will not just receive extrinsic rewards but will somehow become better people.
People focus

Although many leaders have a charismatic style to some extent, this does not require a
loud personality. They are always good with people, and quiet styles that give credit to
others (and takes blame on themselves) are very effective at creating the loyalty that great
leaders engender.

Although leaders are good with people, this does not mean they are friendly with them. In
order to keep the mystique of leadership, they often retain a degree of separation and
aloofness.

This does not mean that leaders do not pay attention to tasks – in fact they are often very
achievement-focused. What they do realize, however, is the importance of enthusing
others to work towards their vision.

Seek risk

In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,
although they are not blind thrill-seekers. When pursuing their vision, they consider it
natural to encounter problems and hurdles that must be overcome along the way. They are
thus comfortable with risk and will see routes that others avoid as potential opportunities
for advantage and will happily break rules in order to get things done.

A surprising number of these leaders had some form of handicap in their lives which they
had to overcome. Some had traumatic childhoods, some had problems such as dyslexia,
others were shorter than average. This perhaps taught them the independence of mind
that is needed to go out on a limb and not worry about what others are thinking about you.

In summary

This table summarizes the above (and more) and gives a sense of the differences between
being a leader and being a manager. This is, of course, an illustrative characterization, and
there is a whole spectrum between either ends of these scales along which each role can
range. And many people lead and manage at the same time, and so may display a
combination of behaviors.

Subject Leader Manager

Essence Change Stability

Focus Leading people Managing work

Have Followers Subordinates

Horizon Long-term Short-term

 Seeks Vision Objectives

Approach Sets direction Plans detail

Decision Facilitates Makes

Power Personal charisma Formal authority

Appeal to Heart Head

Energy Passion Control

Culture Shapes Enacts

Dynamic Proactive Reactive

Persuasion Sell Tell

Style Transformational Transactional

Exchange Excitement for work Money for work

Likes Striving Action

Wants Achievement Results

Risk Takes Minimizes

Rules Breaks Makes

Conflict Uses Avoids

Direction New roads Existing roads

Truth Seeks Establishes

Concern What is right Being right

Credit Gives Takes

Blame Takes Blames

Activities

a. Prepare a video discussing Management and Leadership. Make Comparisons.

(minimum 2 minutes).

 You will be graded on fluency, pronunciation, comprehension and

clarity.
 Do not read from a worksheet, book or piece of paper or anything.
 You must upload the video to YouTube and include the link.
 If I can not open the video, you will not receive any marks for the video.
b. Write sentences using these two pair of words in each one:
Use the summary chart above to help.
Example: change/stability
The essence of a leader is to change while a manager’s is stability.

followers /subordinates
_____________________________________________________________
________
 vision / objectives
_____________________________________________________________
________
 Facilitates /makes
_____________________________________________________________
________
 personal charisma /formal authority
_____________________________________________________________
________
 proactive /reactive
_____________________________________________________________
________
c. Prepare an argument for a “Debate”. Be clear in your position. Which
posture you defend, Management or Leadership? Explain and say why.
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
D. LISTENING GAP FILL: https://youtu.be/cPcXMpjyZiI

Steve Jobs was the _________________ of Apple Inc. and former CEO of Pixar Animation
Studios. He was the _______________ shareholder in Walt Disney. Jobs’ name is associated
with innovative products like the iPod, iPhone, iTunes and iPad. He was a much-respected
_______________ whose management style is studied worldwide. His attention to design,
function _______________ millions of fans.

Jobs was born in San Francisco in 1955. He became interested in computers when he was a
teenager and _______________ after school at Hewlett Packard. In 1974, Jobs got a job
_______________ the video game maker Atari. He _______________ money to
_______________ India and then returned to Atari, where he met Apple co-founder Steve
Wozniak.

Jobs and Wozniak founded Apple in 1976. Jobs persuaded Wozniak to make a computer and
sell it. Together, they _______________. It was the first small computer with a
_______________ to be commercially successful. Jobs also built the computer on which the
World Wide Web was created. He _________________ for style and functional perfection,
which became _______________.

Jobs guided Apple to be _______________ in the digital revolution. The introduction of the
iMac and other __________________ made Apple a powerful brand with a
_______________. Jobs also enjoyed considerable success at Pixar. He created Oscar-
winning movies such as ‘Toy Story’ and ‘Finding Nemo’. Jobs’ _________________ is:
“You’ve got to find what you love." He died in October 2011, aged 56.

Reflection Section
Answer the following questions: (2/3 sentences per question)
 1. What did I learn?

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

2. What went well in the completion of this project?

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

3. What could I have done better?

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________