Managerial Versus Leaderdership

Managerial Vesus Leadership
-Planning and budgeting <> Setting a direction
#Leader:produce change
#Manager:manage complexity

Direction setting --> produce visions and strategy, describe: business, technology and corporate culture

-Organizing and Staffing <> aligning people
-Controlling and problem solving <> motivating and inspiring

Aligning People Vs Organizing and Staffing
-->interdependence? no one complete autonomy, tied to their work, technology, managemnet system, and hirarchy

-->Manager:"Organize" , create human system that can implement plans as precisely and efficiently as possible
--> requires potencially complex decisions:
1. choose a structure of jobs and repoting relationships
2. staff it with individual suited to the job
3. communicate plans to the workforce
4. decide how much authority to delegate and to whom
5. construct economic incentives to accomplish the plans
6. construct as well as system to monitor its implementation
--> all of these like architectural decisions

-->Leader:"Aligning"
1. more of communication challenge than a design problem
- talkong more to many more individuals than organizing does
- target population not only a manager's subordinates,
- but also bosses, peers, staff in other part of organization, suppliers, government officials and customers
- anyone who can help implement the vision and strategies and who can block implementation.
- trying to get people to comprehend a visions
2. credibility, getting people to believe the message
- track record of teh person delivering the message
- the content of the message itself
- the communicator's reputation for integrity and trustworthiness
- consistency between words and deeds
--> aligning leads to empowerment in a way that orginizing rarely does.

The Fact: many people feel relatively powerless
- Alignment helps overcome this problem by empowering people in at least two ways:
1. lower-level can initiate actions and superior can't reprimanding them because already in the right direction with vision
2. probability is less that one's person initiative will be stalled

Aligning People: Chuck Trowbridge and Bob Crandall at Eastman Kodak
Vision for Engineering and Manufacturing:
- to become a world-class manufacturing operation
- to create a less bureaucratic and more decentralized organization

The dozens of vehicles:
1. weekly meetings with his own 12 direct reports;
2. monthly “copy product forums” in which a different employee from each of his departments would meet with him as a group;
3. discussions of recent improvements and new projects to achieve still better results
4. quarterly “State of the Department” meetings,where his managers met with everybody in their own departments
-->The goal: to get all of his 1,500 employees in at least one of these focused business meetings each year.
5. Trowbridge and Crandall also enlisted written communication in their cause.
- A four - to eight-page “Copy Products Journal”was sent to employees once a month.
- A program called “Dialog Letters”
- gave employees the opportunity to anonymously ask questions of Crandall and his top managers and be guaranteed a reply
Results :
- Between 1984 and 1988, quality on one of the main product lines increased nearly 100-fold
- Defects per unit went from 30 to 0.3.
- Over a three-year period, costs on another product line went down nearly 24%
- Deliveries on schedule increased from 82% in 1985 to 95% in 1987
- Inventory levels dropped by over 50% between 1984 and 1988, even though the volume of products was increasing.
- productivity,measured in units per manufacturing employee,more than doubled between 1985 and 1988.