COURSE : CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT AND

ADMINISTRATION

COURSE CODE : CFLM2

COURSE CREDIT : 3 Units

MODULE 3

Topic : CHARACTER FORMATION WITH ADMINISTRATION

Time Frame :

Intended Learning Outcome : After reading this Module, students will be able to

1. Define correctly what administration is.

2. Distinguish administration from management
3. Enumerate and discuss the basic functions of administration.
4. Know and demonstrate the principles of administration by Henry Fayol.
5. Discribe the qualities of an administrator and tell what makes a good administrator.
6. Articulate the skills of an effective administrator.
7. Know and understand the administrative theory by Henry Fayol.
8. Correctly identify the types of administration.
9. Identify and distinguish the three different types of management styles.
10. Know and Understand the guide to administrative decision making and the guide for
quick or fast decision making.

Pre Test :

Context :

WHAT IS THE CONCEPT OF ADMINISTRATION?

The theory and practice of administration is analysed and major concepts of
formal organization, motivation, authority, leadership, decision making, conflict in organization,
and organizational change are analysed. Administration refers to the process of running an
organization, office or business. This includes creating rules & regulations, making decisions,
management of operations, creating organization of staff/employees/people to direct activities
towards achieving a common goal or objective.

WHAT IS ADMINISTRATION?
Administration refers to actions which are concerned with coordinating and
managing an organization or organization's work. There is also administration of government,
charities, and many other forms of organizations.

“Administration” is the performance of tasks needed to operate an agency for

general purposes. It can have a function of course, or of policy. For example, as companies
change their plan,it is the duty of administrative personnel to make the appropriate
communication adjustments to end the previous policy and begin enforcing the new direction.

Typically, the administration is defined by the person representing the

organization appointed or elected to an position and is responsible for the administrative
functions and policy decisions of the organization they are appointed or elected to manage.

Administration is essential to ensure that all departments within the

organization work effectively,It is the link between the managers and the workers. This provides
the workforce with inspiration and helps them understand the organization's goals.

 Administer originated from Latin word-“ministiare" meaning to serve.

 Administer means to look after or manage the affairs of people the organization and
direction of human and material resources to achieved desire ends.
 Administration generally refers to the day-to-day management of activities to achieve a
goal.
 Administration is to care for or look after people, to manage affairs.
 Administration is a type of cooperative if it has effects that would be absent if the
cooperation did not take place. The significance of high degree of rationality lies in the
fact that human cooperation varies in effectiveness of goal attainment whether we think
in attainment, terms of formal goals, the goals of leaders, leaders or of all who
cooperate.
 Administration is a planned approach to the solving of all kinds of problems in almost
every individual or group activity, both public and private.

WHAT WORD IS SIMILAR TO ADMINISTRATION?

  Agency - an organization, company, or bureau that provides some service for another.
 Organization - the state or manner of being organized.
 Government - control exercised over the actions of the members, citizens, or
inhabitants of communities, societies and states; direction of the affairs of a state,
community,etc.
 Management - the act or manner of managing; handling, direction or control.
 Department - a distinct of anything arranged in divisions; a division of complex whole or
organized system.

Management is differ from Administration

One should be able to distinguish between management and administration as
the concepts are interchangeably used in the world of business today. While management is
more "executive" in nature the concept of administration denotes the art of “decision making"
at the top and "evolving policies" of the business undertakings either by the governments of
various countries or the respective promoters of such business enterprises. Management is all
about plans and actions, but the administration is concerned with framing policies and setting
objectives. The manager looks after the management of the organization, whereas
administrator is responsible for the administration of the organization. Management focuses on
managing people and their work.
THE BASIC FUNCTIONS OF ADMINISTRATION
A. Planning

 This is necessary to set goals and to develop strategies for organizing activities.
 Planning means to decide in advance what is to be done.lt charts a course of actions for
the future.
 It is an intellectual process and it aims to achieve a coordinated and consistent set of
operations aimed at desired objectives.

B. Organizing

 It assists in deciding the tasks to be performed, how to do them, how to organize the
tasks and where to make decisions.
 Once the objectives have been established through planning, management concern
must turn to developing an organization that is capable of carrying them out.The
management function of organizing can be defined as,relating people and things to each
other in such a way that they are all combined and interrelated into a unit capable of
being directed toward the organizational objectives

C. Directing

 This requires that subordinates be given instructions and motivated to achieve their
goals.
 Directing means the issue of orders,assignments and instructions that permit the
subordinate to understand what is expected of him,and the guidance and overseeing of
the subordinate so that he can contribute effectively and efficiently to the attainment of
organizational objectives.

D. Controlling

 This is monitoring practices to ensure that the workers perform the tasks as
scheduled,and to correct any major deviations.
 By verifying whether everything is going according to plan, the organization knows
exactly whether the activities are carried out in conformity with the plan.
Control takes place in a four-step process:

1. Establish performance standards based on organizational objectives.

2. Measure and report on actual performance.
3. Compare results with performance and standards
4. Take corrective or preventive measures as needed

PRINCIPLES OF ADMINISTRATION
1. Planning
2. Organizing
3. Unity of Command
 means that each subordinate reports to one and only one superior
4. Hierarchical transmission of orders (Chain of Command)
 The order in which authority and power in an organization is wielded and delegated
from top management to every employee at every level of the organization.
Instructions flow downward along the chain of command and accountability flows
upward.
 According to its proponent Henri Fayol (1841-1925), the more clear cut the chain of
command, the more effective the decision making process and greater the
efficiency. Military forces are an example of straight chain of command that extends
in unbroken line from the top brass to ranks. Also called line of command.
 The chain of command or the scalar chain, is the formal line of authority,
communication, and responsibility within an organization
5. Separation of powers, authority, subordination, responsibility and control
6. Centralization
 refers to the extent to which authority is concentrated or dispersed in an entity. The
degree to which authority is concentrated towards Senior Management depends on
the circumstances and type of organisation the manager is working in.

7. Discipline and Order

 means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise".This principle applies that subordinate should respect
their superiors and obey their order. It is an important requisite for smooth running
of the enterprise.
8. Meetings and reports
9. Accounting
WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure an organization is running at
full capacity. Their particular roles depend on the form of company, organization, or agency
they operate in. An administrator may be someone assigned to oversee an organization for its
affairs.

An Administrator as an Organizer

Administrators formulate short-and long-term strategies that set specific

priorities and objectives.To put it another way,they strive to get the organization where it
needs to go.To ensure that these plans work, the planner must above all understand
how,where,and who of the program as a whole. The functions of the administrators are
essential to the organization they operate. Their roles usually involve a wide variety of duties
including filing and administration.

Clerical Level Administrator

An administrator may be someone in charge of the smooth and effective

operation of a single office. Their responsibilities include handling all the paperwork and will
typically report inside the office to all individuals. Their role is likely to depend upon what the
duties of the other colleagues are.

It is the responsibility of most ofice administrators to manage or distribute all

posts within an office.Mail duties can include opening all letters that come in,and ensuring that
they meet the people concerned. In addition,they are responsible for alÎ of the outgoing post.
They are also going to plan and arrange filing for the court.Filing requires not only fetching the
correct documents but also returning them after they have been used by citizens.

For some organizations the administrator is the first, port-of-call for office
communications,They then send the emails to the appropriate people in the same way they do
with the message.

WHAT MAKES A GOOD ADMINISTRATOR?

To be a good administrator,a person must be:

a. deadline-driven and possess a high level of organization.

b. capable ofbalancingmultipletaskssimultaneously and delegate when appropriate.

c. capable of planning and have the ability to think strategically.

d. an excellent communicator,both in person and in writing.

e. always looking, for opportunities to improve productivity in the organization.

SKILLS OF AN EFFECTIVE ADMINISTRATOR

Ability implies a capacity that can be created,not inherently inborn,and that is expressed in
output,not mere potential.Therefore,the main ability requirement must be successful action
under various circumstances.

Although good administrators are widely recognized for their selection and training,there is
surprisingly little agreement among executives or educators on what makes a good
administrator.This subject indicates what could be a more useful approach to manager
selection and growth.This is not based on what good executives are but on what they do.

Three Basic Developable Skills of Administrators

It is assumed here that an administrator is one who:

a. directs the activities of other persons and

b. undertakes the responsibility for achieving certain objectives through these efforts.

Within this definition,successful administration appears to rest on three basic skills,which we

will call:

1. Technical
2. Human and
3. Conceptual

Asserting that these skills are not interrelated may be impractical,but there may
be real value in evaluating each person separately and improving them independently.

Technical Skill
Technical skills require an understanding and expertise of a particular form of
operation,particularly one involving methods, processes, procedures,,or techniques.It requires
advanced expertise,analytical skill within that field,and facility in the use of the particular
discipline's methods and techniques.
 Technical skills are perhaps the most common of the three skills mentioned in
this topic because they are the most practical and because they are the skills needed by thé
largest number of people in our age of specialization. Most of our on- the-job and vocational
training programs focus largely on developing this specialized technical skill.

Human Skill
The person with highly developed human ability is aware of his own emotions,
opinions and perceptions about other individuals and groups; he can see the importance and
weaknesses of those feelings.Through acknowledging the presence of various perspectives,
apinions,and values than his own,he is able to consider what other people actually mean
through their language and actions. He is similardy slilful at expressing what he means by his
actions to others in their own ways.

Human skill is the ability of the executive to function efficiently as a member of

the community and create cooperative effort within the team which leads. Since technical
ability is primarily about working with things,processes or physical objects,human ability is
primarily about working with people. This ability is reflected in the manner in which the person
perceives and understands the views of his superiors, equals and subordinates,and the manner
in which he subsequently acts.

Conceptual Skill
This competence is the unifying, organizing component of the administrative
process, and of overwhelming ultimate significance because the overall performance of an
organization depends on the strategic capacity ofits executives to formulate and execute policy
decisions.

Conceptual competence requires the ability to see the organization as a whole; it

includes understanding how the organization's different functions depend on one another, and
how all the others are influenced by changes in any component. The administrator will then be
able to behave in a way that promotes the general interest of the entire organization,
understanding these relationships and perceiving the significant elements of each case.
Consequently, the effectiveness of any decision depends on the analytical ability of the
decision- makers and those who bring it into effect.

Not only does the successful coordination of the various parts of the operation
depend on the analytical abilities of the concerned managers, but the entire future course and
tone of the organization also depends.The attitudes of a top executive color the entire
character of the response of the organization,and decide the “personality” that distinguishes
the ways one organization does its services from the ways of another. Those attitudes reflect
the analytical capacity of the administrator.

RELATIVE IMPORTANCE OF TECHNICAL, HUMAN AND CONCEPTUAL SKILLS

We may recognize that analytical ability represents understanding of the

organization's technological as well as human aspects in a very real sense. However, the
definition of skill as the ability to turn information into practice will allow one to differentiate
between the three skills of conducting the technical tasks(technical skills), knowing and
motivating individuals and groups (human skills), and organizing and combining all of the
organization's tasks and objectives towards a commonpurpose (conceptual skills).

The separation of effective administration into three core competencies is mainly

useful for theoretical purposes. Both skills are so closely interrelated in practice that it is hard to
decide where one ends and where another starts. Nevertheless, just because the skills are
interrelated does not mean that looking at them separately or varying their importance does
notgive us any benefit.

At Lower Levels

Technical expertise is responsible for many of modern organizations and

enterprise's great advances. Effective activity is indispensable. Even at the lower levels of
government it is of utmost importance. When the administrator ventures farther away from
the actual physical activity, this need for technological expertise is less important, given that he
has professional subordinates and can help them solve their own problems.

At the top, technological abilities may be almost non-existent, and if his,

interpersonal and analytical abilities are highly established the executive will still be able to
work effectively.

At Every Level

Human skill, the skill to collaborate with others, is important for successfiul
management at all levels. A current research study has shown that human capacity at the
supervisory level is of greatest importance, finding out that the supervisor's chief role as an
administrator is to attain thé cooperation of people in the working group.

Another study supports this finding and applies it to the middle-management

community, adding that the main concern of tihe administrator 'is to promote cooperation
within the organization. And yet another report, specifically dealing with top management,
highlights the need for executives at that stage to be self-aware and sensitive to human
relationships.These results may appear to suggest that human ability at any stage is of great
importance, but note the difference in focus.

Human ability appears to be the most important at lower levels, where there is
the largest number of direct communicationis between administrators and subordinates. When
we go higher and higher in the administrative echelons,the number and duration of such
personal encounters decreases, and the need for human skills decreases in comparison, but not
necessarily absolute. Around the same time, conceptual skill becomes even more relevant with
the need for strategic decisions and wide-ranging action.The human capacity to interact with
individuals then is inferior to the mental ability to incorporate group desires and behaviors into
an overall perspective.

At the Top Level

As demonstrated in the preceding article, analytical capacity is increasingly

important in more accountable executive roles where its effects are maximized and easiest to
observe. Nevertheless, recent research results lead to the conclusion that this analytical
capacity is the most essential attribute of all at the highest level of administration.As the
president of Bridgeport Brass Company Herman W.Steinkraus said: “One of the most important
lessons which I learned on this job (the presidency)is the importance of coordinating the
various departments into an effective team, and, secondly, to recognize the shifting emphasis
from time to time of the relative importance of various departments to the business. "

It would seem, then, that the greatest need for technological and human skills
is at the lower levels of administrative responsibility. Technical skills at higher levels are
becoming increasingly less important as the need for analytical skills is rapidly growing.
Conceptual skills are the most essential skill for effective management at the highest level of an
organization. A chief executive can lack technological or human skills, and be successful if he
has subordinates with strong, skills in those areas. But if its conceptual skill is poor, it may
jeopardize the performance of the entire organization. This three-skill approach makes it
possible to test trait gun and replaces if with procedures that evaluate the capacity of a man to
deal with the real problems and circumstances that he wil face on his job. These procedures
are the same for selection and for measuring, growth, indicating what a man can do in specific
situations.

POLICE MANAGEMENT
 includes the administrative activities of coordinating, controlling and directing police
resources, activities and personnel.Simply put,it's the everyday act of running the police
department.
MANAGING ORGANIZATIONAL RESOURCES

 is the ability to understand and effectively manage organizational resources

(e.g.,people, materials, assets, budgets). This is demonstrated through measurement,
planning and control of resources to maximize results
 It requires an evaluation of qualitative (e.g.,client satisfaction) and quantitative
(e.g.,service costs) needs.

Administrative Theory (Henri Fayol)

Henri Fayol's developed the administrative philosophy is also known as 14
management principles. Henri Fayol was born into a French family in the year 1841. He was a
prolific writer on technological, science, and management matters. The' Financial and General
Management' was his most excellent writing. He named to a Mining firm as an engineer. By
1888 he had risen to the company's position of Managing Director. He retired from the
Executive position in 1918. He was the company's managing director until his death. Henri Fayol
was an accomplished management practicioner.

THE FOURTEEN MANAGERIAL CONCEPTS :

1. Division of Work
 is based on the theory that if workers are given a specialized task to do, they will
become skillful and more efficient in it than if they had a broader range of tasks.

2. Authority and responsibility

 the power or right to give orders, make decisions, and enforce obedience and to
be accountable to any consequences. This to ensure that managerial commands
are carried out.
 Manager must be able to give the order. Authority gives this right.
 Authority - the right to give orders and power to exact obedience
 Responsibility - a corollary (result) of authority. It is its natural consequence and
essential counterpart, and wherever authority is exercised responsibility arises
 There should be a balance between authority (power) and responsibility
(duties)

3. Discipline
 is about obedience lt is often a part of the core values of a mission statement
and vision in the form of good conduct and respectful interactions.This
 management principle is essential and is seen as the oil to make the engine of an
organization run smoothly.
 Employees must obey and respect the rules and regulations which governs the
organization.
4. Unity of command
 means that each police officer is only accountable to one superior officer at any
one given time. Simply put, it means one mission,one boss.
 every employee should receive order or direction from one immediate superior.
5. Unity of direction
 Work should be organized in a way that means employees are working in
harmony toward a shared objective or goal using a shared method or procedure.
 each group of the organization should be direct by one manager using one plan.
6. Subordination of individual interests to the General Interest
 The interests of the organization as a whole should take precedence over the
interests of any individual employee or group of employees. This encourages a
team spirit and collective mentality of all for one and one for all.
 the management must see that the aims of businesses are always supreme.
7. Remuneration
 In order to motivate and be fair to employees, they should be paid a reasonable
rate for the work they carty out. An.organization that underpays will struggle to
attract quality workers who are motivated.
 the labours must be paid a reasonable salary for their work .
8. Centralization
 implies the concentration of decision making authority at the top management
(executive board). Sharing of authorities for the.decision-making process with
lower levels (middle and lower management)..is referred to as decentralization
 the process of transforming, assigning decision making authority to a higher level
of an organizational hierarchy, it is centralization that should follow this.
9. Scalar chain
 This relates to the principle of a clear chain of communication existing between
employees and superiors.
 line of authority from top to management to the lower ranks represents the
hierarchy or scalar chain.
10. Order
 This relates to the proper use of resources and their effective deployment in a
structured fashion.
 people amd materials should be in the right place at the right time.
11. Equity
  refers to kind and equal treatment among employees
 in running a business, a combination of kindness and justice is need.
12. Stability of tenure
 minimization of employee turnover and to have the right staff in the right place.
It is seen as desirable within an organization to have a low staff turn over rate.
 staffs work is well if job safety and career improvement are guarantees to the
team.
13. Initiative
 refers to the creation of new ideas. This encourages interest and involvement
and creates added value for the organization.
 Allowing all personnel to show their initiative in some way is a source of stretch
for the organization.
14. Esprit de corps
 the common spirit existing in the members of a group and inspiring enthusiasm,
devotion, and strong regard for the honor of the group. A feeling of loyalty and
pride that is shared by the members of a group.
 Promoting team spirit will build unity and harmony within the organization.

TYPES OF ADMINISTRATION
Generally, there are three types of administration in organization, company, school,

government and every public administration; which are discussed as under:

1. Authoritative Administration

 style which resembles with dictatorship.

 Administrator imposes his opinion and is rigid.
 Subordinates are suppressed and frightened.
 Feeling and sentiments of other are not cared
 Focus is on control and discipline.
 Principle is that boss is always right, no sharing consultation.
 Subordinates cannot question the opinion of administrator.
 Subordinates are bound to follow the orders.
 There is no sympathy or relaxation subordinates
 Decision are mode and imposed by administrator.

Advantages:
  Institution reflected order, discipline compliance of rules and regulations.
 Work is completed without delay.
 Only the opinion of the experts is implied
 All the assignments are carried rapidly.
 It encourages working relationship.
 It is result oriented.

Disadvantages:

 It discourages free thought, article creativity.

 It damages human esteem and ego.
 It creates negative culture of flattering
 It hinders the way to experiments innovation.
 Subordinates face great loss for non-compliance
 It reduces commitment and enthusiasm.
 Staff is divided and is vitimized by conspiracies.
 There is trust deficit between boss and lt promotes'yes sir' cultural professionalism.

2. Democratic Administration

Advantages:

 It is opposite to authoritative style and cooperation.

 Administrator is sympathetic and shows flexibility
 Respect and importance is given to subordinates.
 Feeling and sentiments of other are cared
 There is freedom of expression and thought
 All Members participate in decision-making.
 The responsibility of achieving the task is collective
 All members feel responsible for achieving targets.
 Decision is collectively made and members work hard to achieve objectives.
 It paves the way for alternative leadership by delegating powers.
 It promotes creative environment which leads progress, self-control.

Disadvantages

 Every person gives more importance to his ideas and ignores the opinion of experts
 It promotes negative criticism.
 Every person does not possess sound thinking judgment
 Members of staff incline towards opinions serve their own interests
 There is need to suppress' Vice strictly
3. Laissez-faire - literally means, "let people do what they wish."

 Administrators do not interfere the matters. They show lack of interest and sense of
responsibility
 Subordinates enjoy limitless freedom
 Subordinates do not follow the rules guidelines
 Focus is on status quo
 Decisions are made without the involves leadership.
 Staff members work according to their wil.

Advantages:

 Laissez-faire style of administration favor institutions or organizations with

professionalmembers who are responsible, expert and experienced.
 It is Useful for organization having business partnership

Disadvantages:

 Institution reflect chaos,disorder, anarchy and lack of discipline.

 Quality is declined
 There is decline in norms,standards and professionalism
 Members do not follow the guidelines. It promotes pressure group which negatively
influence the head of administration

Administrative processes are the office tasks that are rəquired to keep a
company humming along. It includes human resources, marketing, and accounting. Basically,
anything that entails managing the information that supports a business is an administrative
process.

“THREE DIFFERENT TYPES OF MANAGEMENT STYLES"

There are three broad categories of management styles:Autocratic,democratic and laissez-

faire. Within these categories,there are specific subtypes of management styles,each with its
own pros and cons.

1. Autocratic Management Styles

This type of management follows a top-down approach, with one-way

communication from bosses to employees.This is the most controlling of the different
management styles, with the management making all workplace decisions and holding all of the
power. Employees are treated as drones,to be monitored closely as they perform within clearly
defined perimeters. Employees are not encouraged to ask questions, submit ideas, or share
their thoughts on improving processes, and are in some cases actively discouraged from doing
so.

The subtypes of autocratic management style are authoritative, persuasive, and

paternalistic.

A. Authoritative Management Style

In this style,managers dictate exactly what they require their subordinates to do

and punish those who do not conply. Employees are expected to follow orders,not question the
authority of management,and perform their tasks the same way each time. Managers monitor
the employees closely, micromanaging their performance without placing trust or confidence
that their employees can achieve their goals without direct and constant supervision. These
types of managers believe that without this supervision, employees will not operate
successfully.

Pros: This management style allows quick decision making,and creates clearly defined roles and
expectations.With unskilled workers or large teams,setting clear and solid expectations can
allow workers to operate without uncertainty. Productivity will increase, but only when the
manager is present

Cons: The negatives of authoritative management style include an increase in the

dissatisfaction of employees,which leads to higher turnover,resentment, a lack of professional
development and employee engagement,and the formation of an 'us' versus them'mentality
between employees and management.Innovation is stifled and inefficient processes will remain
in place.

When to use this style: If decisions need to be made and executed quickly,f or example, in a
time of organizational crisis,this management style can be used successfully.It should otherwise
be avoided.

B. Persuasive Management Style

In this style, managers use their persuasive skils to cpnvince employees that the
unilateral decisions that the manager implements are for the good of the team, department, or
organization. Rather than simply ordering employees to perform tasks,managers employing this
style would invite questions and would explain the decision-making process and rationale
behind policies. This can help employees feel as though they are a more trusted and valued part
of the staff and are involved in key business decisions,leading to lower levels of resentment or
tension between management and staff.
Pros: Management can establish a higher level of trust between themselves and employees,
and employees will accept top-down decisions more easily. Employees respond more positively
to reason and logic than they do the threat of punishment, and may feel less constricted than
those managed with an authoritative style.

Cons: Employees will still chafe under the restrictions they are plaoed under, and become
frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way.

When to use this style: This style can be used when you have more experience on the subject
than the team you are leading.In those cases,you are the expert. While it is helpful to explain
your thought process,ultimately,you know best.It can also be helpful when managing upwards.

C. Paternalistic Management Style

In this style, the manager acts with the best interests of their subordinates at
heart. Usually,the organization will refer to staff as 'family' and ask for loyalty and trust from
employees. Management using this style will use unilateral decision making but will explain to
employees that the decision-makers are working from a place of expertise,and thus, legitimacy.
Decisions are explained to employees, but there is no room for collaboration or questioning.

Pros: A paternalistic manager is focused on the welfare of their employees, and wil base their
decisions on what is best for their staff. Upskiling and employee education are valued, leading
to happier, more skilled, more productive employees.

Cons: Employees can become too dependent on management, leading to a lack of innovation
and problem-solving. There is a high chance of this style breeding resentment among
employees who do not believe in the 'organization as family concept. Employees might find this
style condescending and infantilizing.

When to use this style: The use of this style is heavily culture-dependent. In Western
countries, there is less reliance on hierarchical structures, and employees will be less accepting
of the idea of a benevolent leader. Smaller companies may find success in this type of
leadership, but it should be avoided by larger organizations.

2. Democratic Management Styles

In this style,managers encourage employees to give input during the decision-

making process, but are ultimately responsible for the final decision. Communication goes both
ways, top-down and bottom-up, and team cohesiveness is increased. This process allows for
diverse opinions,skills and ideas to inform decisions.

A. Consultative Management Style

 In this style, managers ask for the opinions and thoughts of their team, consulting
the viewpoints of every member of their team. The manager will make the final decision,but
they will consider all of the information given by team members before they do so.

This style is often used in specialized fields,where staff are experts and their input
is needed for the management to make informed decisions.

Pros: This style promotes a deeper bond between staff and management,and builds trust
within teams.Management grows with the team,as they learn from the ideas, opinions and
experience of the employees that they lead.Innovaion and voicing opinions are encouraged,
leading to better problem-solving.

Cons: The process of consulting staff can be labor and time-intensive.If a manager is not skilled
in the time management aspect of this process,they can easily get bogged down. If there is an
appearance of favoritism or bosses not listening to opinions, employees may become resentful
and distrustful of the manager. Excessive reliance on this style can lead to staff losing trust in
their boss,as they will start to wonder why they are always called on to help solve problems
instead of management handling it as part of their job.

When to use this style: This style should be used when managing teams with specialized skills
or when the manager does not have as much experience with the subject as the team does.For
example,a manager assigned to run a team of developers who are creating a new SaaS would
want to consult with their team often, to gain the benefit of their experience.

B. Participative Management Style

In this style, managers and staff are all active members of the decision
process.Staff are given access to more infomation about the company and its goals, and are
encouraged to innovate solutions. Management seeks the thoughts, ideas and opinions of staff,
works together with staff to make decisions and then the company acts on them.

Pros: Employees feel as though they are valued by their management team and the
organization as a whole,and will respond with increased motivation and productivity. The more
they understand and connect with the organization's goals,the higher their engagement will
be.Innovation is increased.

Cons: This process can be a slbw one,and there is a risk of staff with bigger personalities
steamroling less assertive staff members, leading to conficts and resentment. In industries with
trade secrets, letting staff have access to sensitive information can be risky. If employees do not
want to be involved in this type of decision making, they can grow to resent managers who
employ this style.
When to use this style: When implementing large changes in an organization, especially one
where employees are resistant to new concepts or strategies, encouraging participation from
staff wil result in a more positive outcome and less resistance to new policies. Organizations
that want to drive innovation,such as tech companies, will find this style useful.

C. Collaborative Management Style

In this style,management creates an open forum for ideas to be discussed

extensively before making decisions based on majority rule. Staff is empowered to take
ownership of outcomes, which can lead to increased engagement, innovation and creativity.

Pros: Staff feels trusted, valued and heard by all levels of their management team.They are
inspired to put forth their best work, find collaborative solutions to problems, and engage
completely with the process.Open communication means that workplace conflicts are often
solved before real issues arise. Turnover is decreased when employees are engaged,and diverse
voices often lead to better solutions and outcomes.

Cons: As with other democratic management styes,this process can be time- consuming.
Majority rule can also not always be the best choice for an organization, and if there is a
decision that is not in the best interests of the business, management will need to step in and
change it, which can breed resentment and mistrust.

When to use this style: When a business wants to foster innovation, drive collaboration, and
engage employees, this style should be used. Any organization that wants to increase
engagement and trust, especially in the face of large changes within the organization or
industry, should consider this style.

D. Transformational Management Style

This style of management is agile and growth-focused. Managers focus their

efforts on pushing their staff to ever greater accomplishments through encouragement,
pushing them past their comfort zones regularly, and consistently motivating their teams to
raise their bar for achievements.

Managers work alongside with their employees, inspiring their team lo ever
grater efforts by demonstrating their own work ethic.

Pros: Innovation is inreased, and employees will more easily adapt to change, disruptions, or
challenging projects. Creative thinking is encouraged, and problem- solving and product
development will benefit from the increased lexibility of the staff.
Cons: If not used carefully, this style will cause staff to burn out. Staff may end up spread too
thin, worn out from constantly pushing themselves, and unable to keep up with the pace.

When to use this style: This style is best used in companies that are in fast-paced industries, or
are anticipating a period of changes within the industry,organization,or department.This style
wil help teams become more agile,fexible,and innovative while responding to the outside or
inside forces.

E. Coaching Management Style

In this style, managers see themselves as the coach and their employees as
the valued members of their team.

The manager's job is to develop and guide their team,putting their team's
professional development at the forefront of their priorities.Long-term development is valued
above short-term failures in this style,and the manager wants to promote learning,upskilling
and growing in the workplace.

Pros: Employees feel valued, they know that they will learn and develop within their roles, and
are more likely to be engaged. Managers build a strong bond with their employees, who will in
turn be more likely to put forth their best work for their'coach'.

Cons: This style can lead to toxic environments, as staff jockey for favored roles and
development tasks. Too much focus on long-term development can leave short-term projects
without proper support.

When to use this style: This style is useful when organizations want to promote and develop
talent from within.Industries with comDetitive job markets would benefit from this style, as it
can cost time and money to recruit the right candidates.

3. Laissez-Faire Management Styles

In this style,management takes a hands-off approach to leadership. Staff is

trusted to do their work without supervision,and they are left to control their decision making
and problem- solving Management is present at the delegation and delivery stages of work,but
othernwise steps back and gives staff the freedom to control their workflow and
outcomes .Management is only involved during the process if the staff requests their
assistance.

A. Delegative Management Style

 In this style, the manager is only present to assign tasks,although they still are
responsible for tasks being completed successfully. Once the task is assigned,then the
employees are empowered to do their work as they see fit.

After the task is complete, the manager steps back in to review the work and give
advice about how to improve future projects.

Pros: Innovation and creativity are fostered by this system, especially in organizations with
highly skilled workers. Problem solving and teamwork are strengthened, as staff are given space
to handle their own issues and will work together to solve them. Job satisfaction may be
increased in those who crave autonomy in their workplace.

Cons: Without leadership,productivity may suffer. Teams can experience a lack of direction,
focus or uniformity. Poorty managed conflicts may flare up and breed resentment. Some staff
may feel that the management is not contributing anything towards the team's success and
become resentful.

When to use this style: This style is best used in organizations with more decentralized

leadership and where the team is much more skilled than the manager in the tasks. If the
manager has no real experience in producing new cloud management software, for example,
they can step back, allow ther team the freedom to innovate, and offer support if needed.

B. Visionary Management Style

In this style, managers lead through inspiring their staff. Leaders explain their
goals and the reasons behind them, convincing their team to work towards executing their
vision. Team members are motivated by their manager, then allowed the freedom to achieve
their tasks with minimal interference.Managers will check in from time to time, but they trust
that their shared vision will keep employees on track and produce good results. Managers offer
a lot of constructive feedback duringand after the process to assist their employees, and make
sure to give praise liberally.

Pros: Engagement is heightened because staff believes in what they are creating and are driven
to complete tasks to the best of their ability.Employees are more satisfied; motivation is higher
and turnover will be lowered.Innovation is higher,and problem- solving can happen quickly
within teams.

Cons: Not all managers can be legitimately inspiring.It depends on the job,the industry, the
product, and the person. This is not a style that can be faked, employees must actually be
inspired, or they will not perform as well.
When to use this style: This can be a great style in tech companies who are looking to disrupt
industries, nonprofits trying to innovate creative solutions to problems,or companies who have
a very strong sense of purpose.An organization that wants to drive innovation can turn to this
style to galvanize their staff into action.

GUIDE TO ADMINISTRATIVE DECISION MAKING

What is the purpose of the guide?

This is a guide to the issues that administrative decision makers need to consider
when making decisions. Its goal is to help decision makers make better decisions that have
proper regard to people's rights and interests and are less likely to be challenged in a court or
tribunal. This guide should be used in combination with detailed training in administrative law.

Where does the power to make the decision come from?

You need to find the section(s) of legislation that gives you the power to make
your decision, so you know exactly what decision you are empowered to make. There may also
be subordinate legislation, such as regulations or instruments made under the primary
legislation, that you need to check.

Are you authorized to make the decision?

It will not always be possible for the people given decision making power under
legislation to make all those decisions.For example,ministers are often given powers to make
decisions under legislation but are too busy to make all those decisions personally. In these
circumstances the minister may be able to authorize someone else to make the decisions for
them. If the legislation does not give you direct power to make the decision, you will need to be
authorized as an authorized officer or delegate of the decision maker who is identified in the
legislation. Make sure you have up-to-date documentation of this authorization (for example, a
document signed by the minister authorizing you to make the decision) and that the decision
you want to make falls within the scope of your authorization.

Remember - if you are a delegate, you will make the decision in your own name. If you are an
authorized officer, you will make the decision in the name of the person who authorized you.

Have you acted fairly in making your decision?

Procedural fairness (sometimes called 'natural justice') requires a decision maker

to provide a fair hearing and be free of bias. To provide a fair hearing,you must provide a
person affected by your decision with an opportunity to respond to all issues or factual
allegations that have come up during the decision-making process. You should make sure there
are no grounds for anyone to think you are biased or have a foreseeable conflict of interest. A
decision maker is bound by these requirements unless the legislation governing the decision
excludes or modifies them (which is rare).The legislation may also impose additional procedural
fairness requirements, such as holding a formal hearing or issuing a notice.

Are there requirements that need to be meet before you can take action?

There may be requirements (preconditions) that you need to satisfy before you
can decide, For example, that you serve the affected person with a notice before you can take
further action. There may be requirements that a person subject to your decision needs to
satisfy before you can decide in their favor, for example, a requirement that they be of good
character before you can grant them a license. If you are unsure about what the requirements
mean or how to apply them to a case, you should seek legal advice.

Have you considered all releyant matters in making your decision?

When exercising discretion, you must consider any relevant matters that the
legislation requires you to consider (whether expressly or implied).

Have you only relied on relevant matters when exercising discretion?

When exercising discretion,you must not consider anything that the legislation
forbids you from considering(whether expressly or impliedly)

What evidence is your decision based on?

Decisions should be based on persuasive evidence that you have obtained fairly.
Consider whether you require evidence to support the information provided by the person
affected- for example, if the information is inconsistent with known facts or if you have a
concern about whether they are telling the truth(and you have put that concern to them for
comment).

Have you considered any relevant policies?

You need to inform the affected person of any criteria or policy that you will
consider in making your decision so they can access and respond to the policy. Policies must be
applied to consider the individual circumstances of the case before you. If this is not done,a
court or tribunal could rule that your decision is invalid.

Have you decided recorded your reasons, and fully informed the person affected?
 Make sure the decision is made within the legislation's timeframe (or a reasonable
timeframe if the legislation does not state a specific timeframe). You should record the
decision, including:

 your name;
 the person the decision was about;
 The date the decision was made;
 Your reasons for making the decision;
 the evidence you relied on;
 findings on material facts;and
 signing the decision.

Make sure your file is complete,and store relevant material separately from
irrelevant material. Consider confidentiality and privacy obligations when recording the
decision and filing the material.When communicating your decision to the person
affected,make sure you advise the person of any internal or external review rights. Also
consider whether you are required to tell anyone else about the decision.

Do you need legal advice?

Before making your decision,obtain legal advice if you are unclear about the correct
interpretation or purpose of the legislation or you have any other concerns about the
lawfulness of your decision.

GUIDES FOR QUICK OR FAST DECISION MAKING

1. Know your problem: You must have clarity on the problem before

deciding on how best to address it.

2. Lots of small decisions are better than fewer large decisions : Too many of the decisions we
make are unnecessarily large or require too much evidence for us to proceed quickly. Large
decisions are risky, break them down into a set of smaller decisions or actionable experiments.

3. Make a decision as early as possible and use the decision-making process to iterate and
improve on that decision..

4.Continuously review your assumptions and find your blind spots. Rapid learning and course
correction is a key part of an agile decision-making process.
PROBLEM SOLVING VS DECISION MAKING
Problem solving - is an analytical process used to identify the possible solutions to the situation
at hand. It is a complex process, and judgement calls -or decisions -will have to be made on the
way. It is a process.

Decision making - is a choice made by using one's judgment. It is a part of problem solving. It is
an action based on insights derived during the problem-solving process.

Why is decision making an important skill?

Decision making is the key skill in the workplace and very important for leaders.
It is a critical skill for effective management and leadership.Some people are just not suited to
leadership roles because of their lack of ability to make decisions. Here are some steps you can
take to improve your decision-making skills in the workplace:

 First, narrow down your options.

 Second, determine how important a decision is and how much time it deserves.
 Then, be as informed as possible.
 Next, avoid making decisions based on emotions
 Finally, consider the pros and cons.


GROUP DECISION MAKING TECHNIQUES

1. Brainstorming - this offers a free-flowing structure to the discussion and allows the whole
team an opportunity to share their ideas on how to approach a particular situation. The main
goal of brainstorming is to come up with as many suggestions as possible and to then decipher
which idea may be the best approach.

2. The Delphi Method - this group decision-making process takes all of the ideas generated by
your team and compiles them for the leader of the group to break down into a smaller list of
possible approaches. Those fewer options are then taken back to the group for further
discussion and collective consideration. Essentially, the choices are condensed until a majority
decision can be made.

3. Weighted Scoring - is ideal to use in a situation where your team has many ideas for possible
solutions but have not necessarily considered the implications of each decision thoroughly.It is
founded on the idea that certain ideas or approaches may be riskier than others and therefore
their implications need to be considered.
4. Nominal Group Technique - builds on the brainstorming discussion by including a voting
process at the end.Not only does each group member cast a vote, but each person is given the
opportunity to also give an explanation as to why they voted for whichever decision or opion
and why they feel as if it's the best choice.

5. Possibility Ranking - means determining the best option through a voting system.Everyone is
asked to make a personal list of how they might rank different options or approaches. After you
determine the average of the best option,you can take that approach knowing that the majority
support it and agree with it

6. The Stepladder Technique - similar to the Delphi method. The difference is that this
encourages each team member to give their personal opinion on a matter,before anyone can
be influenced by the rest of the group.

7. Pros and Cons list - is often referred to as Dialectical Inquiry. It is a group decision-making
approach that tries to fight against groupthink. When using this technique, split participants
into two groups:those advocating for an idea and those advocating against it and allows them
to explain it.

8. Didactic Interaction - is similar to your pros and cons list or do dialectical inquiry but unfolds
a little differently. The type of problem should be such that it results in a yes"or
a'no"solution.Using this approach, you can simplify the process of investigation, waste no time
and get straight to the point, without asking for any kind of elaboration.

9. Decision-trees - is great for forecasting outcomes to different decisions. Decision trees are
highly visual an1 operate as a type of non-linear mind map so that you can predict how certain
approaches to a situation may turn out. Because this model of decision-making isn't linear,you
and your team can come up with creative ideas and make multiple potential decisions to
understand which one has the most beneficial outcome.

10. Consensus Mapping - begins with your team generating and developing ideas.It then
attempts to arrive at a decision by pooling these ideas together,which have been generated by
several task sub-groups.The ideas generated by the task sub-groups are further developed
collectively and then narrowed down into a smaller number of ideas, with a stronger focus.

POWER AND AUTHORITY

Power and authority are separate but related concepts. A manager in an organization
has authority if he or she has the right to direct the activities of others and expect them to
respond with appropriate actions to attain organizational purposes. Authority most often
comes from the duties and responsibilities delegated to a position holder in a bureaucratic
structure.

Authority is the legal and formal right to give orders and commands and take
decisions. Power is a personal trait, i.e. an acquired ability, whereas authority is a formal right,
that vest in the hands of high officials or management personnel. The major source of power is
knowledge and expertise. Power is the possession of authority, control, or influence by which a
person influences the actions of others, either by direct authority or by some other, more
intangible means

A prime source of power is the possession of knowledge. A person with knowledge is

oftentimes able to use that knowledge to directly or indirectly influence the actions of others.
The authority of knowledge is often independent of levels or positions. Power can reinforce
authority,and authority is one of the primary sources of power.

WHAT IS POWER?

Many scholars adopt the definition developed by German sociologist Max Weber,
who said that power is the ability to exercise one's will over others (Weber 1922). Power affects
more than personal relationships;it shapes larger dynamics like social groups, professional
organizations,and governments. Similarly,a government's power is not necessarily limited to
control of its own citizens. A dominant nation,for instance, will often use its clout to influence
or support other governments or to seize control of other nation states.

WHAT IS AUTHORITY?

Refers to accepted power that is,power thit people agree to follow. People listen to
authority figures because they feel that these individuals are worthy of respect. Generally
speaking, people perceive the objectives and demands of an authority figure as reasonable and
beneficial ,or true.

A citizen's interaction with a police officer is a good example of how people react to
authority in everyday life.Forinstance,a person who sees the flashing red and blue lights of a
police car in his rearview mirror usually pulls to the side of the road without hesitation. Such a
driver most likely assumes that the police officer behind him serves as a legitimate source of
authority and has the right to pull him over. As part of her official duties, the police officer then
has the power to issue a speeding ticket if the driver was driving too fast. If the same
officer,however, were to command the driver to follow her home and mow her lawn,the driver
would likely protest that the officer does not have the authority to make such a request.

Why is leadership an important skill?

 Leaders inspire others to follow a certain path in life.These leadership skills are
important because human nature requires that certain people need to take charge and help
others.Without leaders, it's very dificult to manage large groups of people, set unified goals,and
make progress.

What should a leader do?

Leaders help their team and organization make progress and act in the right way.
Good leaders should build a vision,set clear goals and directions, and map a dynamic path
forward for their team or group.

What should a leader not do?

Leaders should act a certain way and there are some negative qualities that
leaders should never exhibit. Some of these are:

1. Fail to set clear goals for their teais.

2. Insult or degrade people.
3. Give praise too easily.
4. Act inappropriately or exhibit behavior that you wouldn't expect from team members.
5. Not hold regular meetings with their subordinates.
6. Fail to take decisive actions.
7. Act tough or lack empathy.

TYPES OF LEADERS
1. Managerial Leader - is the least effective of the five types of leaders. They have the
least influence. People only follow them because they have to.Their desire is to be
served by others because they are in the position. They see others as tools to use to
complete the objective for the day. They prefer to make decisions. Their weakness is
character development.
2. Relational Leader - builds relationships in order to influence others. People want to
follow them because of who they are not what they know. They develop mutual respect
with others and work well with them. Although people want to follow them, they have
not developed specialized knowledge.Their weakness is not making the necessary
sacrifices to develop their competency.
3. Motivational Leader - seeks mutual benefit for themselves, others, and the
organization. People want to follow them because of who they are and what they know.
They influence others from the outside. They are trusted and deliver results for
 themselves, their families, their team, their organization, and their community. Their
weakness is not making the necessary sacrifices to reproduce other motivational
leaders.
4. Inspirational Leader - inspires managerial and relational leaders to become motivational
leaders. Their focus is on growing themselves in order to inspire others to grow. They
influence others on the inside. They are people-focused not process-focused. They focus
heavily on character development. True inspirational leaders are followed because of
how much they care and who they are on the inside. They are inspired by the growth of
those following them.
5. Transformational Leader - are the most infiuential of the five types of leaders and are
highly respected. Their reputation precedes them. They are well known for developing
leaders. Their influence touches people in all industries and across multiple generations.
Their influence is continuously being transferred through many other leaders at many
dlifferent times in multiple locations.