Unit 2: Introduction to Management

Topic Outline:

I. Warren Bennis – Leader or Manager

A. Who is Warren Bennis?
B. Who is a leader?
- As defined by different authors.
C. Who is a manager?
- As defined by different authors.
D. Difference between a leader and a manager according to Warren
Bennis on his book “On Becoming a Leader”.

II. Edward de Bono – Lateral Thinking

A. Who is Edward de Bono?
B. What is Lateral Thinking?
1. Four principles of Lateral Thinking
2. Techniques of Lateral Thinking
3. Edward de Bono’s Six Thinking Hats
III. Peter Drucker – Primary Task for Effective Managers
A. Who is Peter Drucker?
B. Primary Task for Effective Managers

Contents:
I. Warren Bennis – Leader or Manager
- The discussion on the difference between a leader and a manager
emerged when one of the Management guru, Dr. Warren Bennis,
published one of his promising books, “On Becoming a Leader” on
1989.
A. Getting to know Warren Bennis.
1. Personal Life & Education
Warren G. Bennis was born on March 8, 1925 in New York City and grew up in
Westwood, New Jersey then his family moved to Los Angeles. He joined the U.S.
Army in 1943 during the outbreak of the World War II where he served as one of the
youngest platoon leaders and was awarded both the Purple Heart and Bronze Star.
After that he earned his bachelor’s degree in psychology and business at Antioch
College in Ohio in 1951. Later on, he became an honorary member of the Antioch
College Board of Trustees.
Bennis then pursued post-graduate studies at Massachusetts Institute of
Technology completing his doctorate in Economics and Social Science under the
guidance of Paul Samuelson, Franco Modigliani and Robert M. Solow.
Warren Bennis died on July 31, 2014 due to pneumonia.
 2. Career
After Bennis got his doctorate degree in 1955, he proceed to teaching at MIT,
Harvard University, Boston University, Indian Institute of Management Calcutta (IIMC),
INSEAD, and the Institute for Management Development (IMD) in Lausanne,
Switzerland. In 1967, Bennis worked at the State University of New York (SUNY) at
Buffalo for four years. This is when his experiences at Buffalo led inspired him to write
the book “The Leaning Ivory Tower” in 1973.
Bennis then left SUNY Buffalo to serve as the 22nd President of the University
of Cincinnati from 1971 to 1977. Through his leadership, the university successfully
transitioned from a municipal university to a major research-oriented comprehensive
university and a member of the University System of Ohio. While President at
University of Cincinnati, he wrote two books on the academic world and
leadership: “The Leaning Ivory Tower” (1973) and “The Unconscious Conspiracy:
Why Leaders Can’t Lead” (1976). Over several decades, Bennis was a consultant to
U.S. Presidents John F. Kennedy, Lyndon B. Johnson, Gerald R. Ford, and Ronald
Reagan, and was sought out by generations of business leaders.

The next 35 years of Bennis life was spent teaching and writing books at
University of Southern California (USC). 30 of his books were published during his
stay at USC including his seminal book “On Becoming a Leader” that was published
in 1989 and was translated to 21 languages already. In 1991, Bennis was founding
chairman of the USC Leadership Institute at the now Marshall School of Business at
USC. The institute was the first of its kind at an American university and became a
model for more than 15 other centers around the country, including one at Harvard. In
the following years, Bennis published books and articles with various co-authors, like
“An Invented Life” (1993) which earned him a Pulitzer nomination and “Still Surprised:
A Memoir of a Life in Leadership”.

“Bennis’ work is based on the notion that truly inspiring and powerful leadership lies in
promoting openness and discussion, and allowing room for others to shine. The
foundation of his work is the importance he placed on valuing people, and the
cornerstone of his legacy is his focus on creating a more human and humane business
world.”

B. Who is a Leader?
There are a lot of definitions of leadership or who a leader is. But Peter
Drucker noted that "The only definition of a leader is someone who has followers. To
gain followers requires influence but doesn't exclude the lack of integrity in achieving
this” (Yukl, 1989). According to Stephen Robbins and Mary Coulter leader is
someone who can influence others and who has managerial authority.
According to John Sculley, as quoted by Warren Bennis on his book “On
Becoming a Leader (1989), “leadership revolves around vision, ideas, direction, and
has more to do with inspiring people as to direction and goals than with day-to-day
implementation. A leader must be able to leverage more than his own capabilities. He
must be capable of inspiring other people to do things without actually sitting on top of
them with a checklist.”
 Stephen Robbins and Mary Coulter even gave traits that are associated with
leadership. These are desire, desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, and extraversion.

C. Who is a manager?

A definition from Stephen Robbins and Mary Coulter says, ‘a manager is

someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished’.
And using the definition of management as defined by James A. F. Stoner, cited
by Griffin (1984), ‘a manager is someone who plan, organize, lead and control the
work to an organization’s human, financial, physical and information resources to
achieve organizational goals in an efficient and effective manner.’ Thus leading to the
four main functions of a manager. These are planning, organizing, leading and
controlling.
Other definitions include, “Managers are the people to whom this management
task is assigned, and it is generally thought that they achieve the desired goals through
the key functions of planning and budgeting, organizing and staffing, problem solving
and controlling. (Kotter, 2001)

D. Quick Summary on Warren Bennis’ 1989 Book “On Becoming a Leader”

Below is an excerpt from his famous book ‘On Becoming a Leader’ (1989).
The manager administers;
the leader innovates.

The manager maintains;

the leader develops.

The manager focuses on systems and structure;

the leader focuses on people.

The manager relies on control;

the leader inspires trust.

The manager has a short-range view;

the leader has a long-range perspective.

The manager asks how and when;

the leader asks what and why.

Managers have their eyes on the bottom line;

leaders have their eyes on the horizon.

The manager imitates;

the leader originates.

The manager accepts the status quo;

the leader challenges it.

The manager is the classic good soldier;

the leader is his own person.

The manager does things right;

the leader does the right thing.
 To become a leader, one must have (1) self-knowledge and (2) world-
knowledge. Leaders must know theirselves first before they can lead others. Then,
they must know the world as thoroughly as they know themselves. Self-knowledge
can come through awareness of your inner self or listening to your inner voice,
accepting responsibility for who you are, learning in greater depth than the average
person and reflecting on the unique experiences you have had throughout your life
including your mistakes. That is because, genuine leaders know who they are; they
recognize and exercise their strengths and acknowledge and compensate for their
weakness. They also know what they want, why and how communicate those wants
to others in a fashion that elicits cooperation and support. On the other hand, world
knowledge comes through experiences including extensive travel, key associations
with mentors and groups and continuing education. Throughout your experiences,
change and adversity is constant. By which, a leader must resign his/herself to work
within an environment that’s forever evolving, adapting and adjusting to serendipity in
order to become a good leader. It is of great importance as well that one must
understand the dynamics of the changing world in order to become a good leader.
A manager can become a leader using the inventory of raw materials he
possesses like experiences, observations, vision, and a variety of other factors. He
should be able to mold them and turn them to your advantage.
Leadership comes by evolution rather than a series of individual lessons. The
process has no beginning, middle or end, but it has several recurring and overlapping
themes – the need for formal and informal education, the need to unlearn erroneous
lessons, the need to reflect on what you have learned, the need to take risks and make
mistakes, and the need to master the tasks at hand.
Five Basic Characteristics of a Leader, acc. to Bennis:
1. Guiding Vision. Effective leaders have a clear idea of what they want to do in
both their professional and personal lives. They also possess the strength to
pursue this vision despite the inevitable setbacks and failures.
2. Passion. Leaders love what they do, love to do it, and communicate their
passion to inspire others.
3. Integrity. This has three levels: self-knowledge, candor and maturity. Self-
knowledge is when leaders know their strengths and weaknesses. Candor is
when leaders are dedicated to honest thoughts and actions. Then maturity is
rather than showing the way or giving orders, leaders learn by following. They
earn their status through dedication, observation and working with and through
others successfully and honestly.
4. Trust. Earned not acquired.
5. Curiosity and daring. Leaders want to learn as they can, and they’re willing to
take risks, experiment, and innovate in the process. They wring knowledge and
wisdom from every mistake and learn from adversity.
Four Lessons of Self-knowledge:

1. Lesson 1: Listen to your inner self. Astute managers realize when they have
fallen short of their own potential. They know, too, that learning is a way out of
the trap and a step toward self-expression. Major stumbling blocks on this path
to self-knowledge are denial and blame.
2. Lesson 2: Accept responsibility for what you are. Blame no one. Taking
charge of your life also means that you accept responsibility for your own
success or failure. Your own inherent abilities, learning experiences, viewpoints
and personal qualities are your unique inventory of constants in an ever-
changin world.
3. Lesson 3: Learn at a deeper level than most people. This aspect of self-
knowledge deals with more than just absorbing information or mastering a
discipline. It’s seeing the world both as it could be, understanding what you see,
and acting on that understanding. You embrace the information, absorb it, and
acquire, in the process, a level of understanding more profound than that of the
average person.
4. Lesson 4: True understanding comes from reflecting on your experience.
Understanding occurs at three levels: first, you learn a subject. Second, you
teach it. Last, you write about it. Understanding grows with each step, and each
step demands that you reflect on the one before it. Reflection enhances and
adds value to your experience.

KNOWING THE WORLD:

Universities are not always the best place to expand your worldly horizons. Too
many schools produce throngs of narrow-minded specialists who, although
wizards at making money, are unfinished as people.

One reason why so few corporate executives have successfully made

the leap from capable manager to genuine leader is that corporate cultures, like
society as a whole, recognize and reward quantifiable, bottom-line, left-brain
achievements. People with these achievements get the promotions.
Qualitative, innovative, right-brain accomplishments tend to be discounted, and
these potentially great leaders are passed over in the promotion process.

After you’ve mastered the context of leadership, gotten to know yourself

and the world, and become comfortable heeding your instincts when
appropriate, you must express yourself as a leader by letting your true self
emerge and take charge.

Steps to Self-Expression:
Emerging leaders must set tangible, focused goals for themselves.
Vague goals are virtually worthless. Overly specific goals are equally worthless,
however, because they’re so precise that they exclude many alternatives and
lack flexibility.
1. Identify what you want and what you are capable of doing, and recognize the
difference.
2. Identify the things that drive you and experiences that give you satisfaction,
and know the difference between the two.
3. Clarify your personal values and priorities and those of your organization,
and measure the difference between the two.
4. Having taken the first three steps, ask yourself if you are able and willing to
tackle the obstacles that stand in your way.

Getting people on your side:

Charisma isn’t an essential leadership quality. Some leaders, too, place
a high value on empathy. Although many leaders may lack it and still succeed,
those who possess it tend to engender more support from their people. In
addition, effective leaders make others believe that the leaders’ vision is
worthwhile for subordinates to follow and those subordinates will be better off
by following.
Luck Stores’ Don Ritchey said “A real essential for effective leadership
is that you can’t force people to do very much. They have to want to, and most
times I think they want to if they respect the individual who is out in front, and if
they have confidence that the person has some sort of vision for the company.”

Generating trust:
As a leader, you will earn the trust of those beneath you by consistently
employing four qualities:
1. Constancy: Stay on course and remain dedicated to your vision.
2. Congruity: Display and confirm your values, theories, and beliefs in
everything you say and do.
3. Reliability: Support your co-workers in moments that matter. Be there for
them and with them when it counts.
4. Integrity: Honour your commitments and promises. Let your word be your
bond.
Ultimately, your ability to gather the support and respect of your co-workers
depends on how well you know yourself, how well you understand the needs of
your people, and the degree to which you earn their trust by employing those
four qualities.

Leaders must ensure that their organizations offer employees the kinds
of experience that will enable them to learn and, finally, to lead. Because
managers become leaders through experience, workers must have the
opportunity to learn through their work in an environment that permits growth
and change and tolerates the inevitable mistakes that will happen as people
stretch their personal boundaries in the process of learning and growing.
Becoming a leader is a lifelong adventure of discovery. To become a
genuine leader you must master the context of the leadership environment,
learn and employ the basic ingredients of leadership, become intimate with your
true self, reflect on and resolve significant life experiences, and chart the
 boundaries of the world in which you live. Making the transition from manager
to leader is a profound experience. You must allow your true self to emerge by
knowing your wants, capabilities, ambitions, satisfying experiences, and
personal and organizational values and priorities.

E. Difference between a manager and a leader.

In connection with the definition given above, the differences between a
manager and a leader would be summed up thru the table below.

Manager Leader

-develops process steps and sets
timeline
-displays impersonal attitude about the
vision and goals
-organizes and staffs
-maintains structure
-delegate responsibility
-delegates authority
-implements the vision
-establishes policy and procedures to
implement vision
-displays low emotion
-limits employee choices
-controls processes
-identifies problem
-sets direction and develop the vision
-develops strategic plans and achieve
the vision
-displays very passionate attitude about
the vision and goals
-align organization
-communicates the vision, mission and
direction
-influences creation of coalitions, teams
and partnerships that understand and
accept the vision
-displays driven, high emotion
-increases choices
-motivates and inspires
-energizes employees to overcome
barriers to change

-solves problems -satisfies basic human needs

-monitor results -takes high risk approach to problem

solving
-takes low risk approach to problem
solving

Table I: Difference between a manager and a leader (Kotterman, 2006)

 ‘In On Becoming a Leader, Bennis wrote that experiencing struggle and hardship molds
leaders. The journey to becoming a leader, Bennis wrote, comes as a result of going through a process
of self-discovery: "Before people can learn to lead, they must learn something about this strange new
world." Leadership is like beauty. Even though he dispensed leadership lessons, Bennis never
pretended he knew everything. Pinning down a pearl of wisdom on leadership, he admitted, could be
elusive: "To an extent, leadership is like beauty: It's hard to define, but you know it when you see Bennis
(1989) in his book, "On Becoming a Leader" presented again the differences between leaders and
managers and this time there are additional characteristics of a leader and these were not identified in
his book co -authored with Nanus (1985). According to Bennis (1989), as a manager, one should have
the capability to plan, organize and control.’

II. Edward de Bono – Lateral Thinking

A. Getting to know Dr. Edward de Bono
Edward De Bono was born into a Maltese aristocratic family. His father was a
renowned physician and his mother was an intellectual journalist. Edward studied at
St. Edward’s College in Malta and was nicknamed ‘genius’ wherein he graduated at
the age of 15. Then, he obtained a medical degree from the University of Malta.
He was a Rhodes Scholar at Christ Church, Oxford where he obtained a
Master’s Degree in psychology and physiology. He also holds a Ph.D. degree and a
D. Phil degree in medicine from Trinity College, Cambridge a D. Des degree (Doctor
of Design) of the Royal Melbourne Institute of Technology (RMIT), and an LL.D.
degree from the University of Dundee.
Edward De Bono is a member of the Medical Research Society and the
exclusive Athenaeum Club. He has held faculty positions at the universities of Oxford,
Cambridge, London and Harvard. He is professor at Malta, Pretoria, Central England
and Dublin City University. Edward De Bono holds the Da Vinci Professor of Thinking
Chair at the University of Advancing Technology in Phoenix in the USA.
He was one of the 27 ambassadors for the European Year of Creativity and
Innovations 2009. He was nominated for the Nobel Prize for Economics in 2005.
Edward De Bono established the Cognitive Research Trust (CoRT). He has written 82
books that have been translated into 41 languages.
In 1995, Edward De Bono created the futuristic documentary film ’2040-
Possibilities by Edward De Bono’, a lecture designed to prepare an audience of
viewers released from a cryogenic freeze for contemporary society (2040).

B. What is Lateral Thinking?

Dr. Edward de Bono coined the word ‘lateral thinking’ in 1967. To define lateral
thinking, Dr. Edward de Bono compared the term to vertical thinking or the traditional
way of thinking. ‘Vertical thinking is concerned with digging the same hole deeper.
Lateral thinking is concerned with digging the hole somewhere else.’ (Lateral Thinking:
Creativity Step by Step, 1967) This is how the author differentiates between the two
types of thinking- vertical thinking and lateral thinking.
 Education, according to the author, only teaches vertical thinking because
lateral thinking has always seemed impossible to teach. It is sequential, based on the
idea that one must not be wrong, works on the most promising approach, only moves
in a planned direction, only considers the relevant, and tends to build up large
established patterns. To describe the lateral thinking process the author poses a
number of problems discussing their solution and the difficulties which people normally
encounter in solving these problems.
According to Edward de Bono, lateral thinking is solving problems through an
indirect and creative approach. Unlike the vertical thinking, which is the direct way of
thinking i.e. logical and systematic thinking following a concept pattern, lateral thinking
is more focused on restructuring or creating new concepts. It is in a way associated to
the idea of ‘thinking outside the box’.
Lateral thinking is closely related to creativity, insight and humour. The idea is
concerned with the generation of new ideas. It is also concerned wth breaking out of
the concept prisons of old ideas. Lateral thinking is concerned with restructuring
concept patterns (insight) and provoking new ones (creativity).
FOUR PRINCIPLES OF LATERAL THINKING:
1. Recognize the dominant ideas that polarize the perception of a problem.
2. Search for different ways of looking at things.
3. Relax the strict control applied to the rational-logical (vertical) thinking.
4. Use chance to encourage other ideas.

TECHNIQUES OF LATERAL THINKING:

1. Random Stimulation or Random Entry Idea Generating Tool
- In vertical thinking, one deals only with what is relevant. In lateral thinking, with
random stimulation, one uses any information whatsoever. No matter how unrelated it
may be no information is rejected as useless. The more irrelevant the information the
more useful it may be. This may be through exposure and random generation. But
stimulation only works because the mind functions as a self-maximizing memory
system where there is a limited and coherent attention span. This means that any two
inputs cannot remain separate no matter how unconnected they are.
2. Provocation and Movement
- Provocation is about generating provoking thoughts and using them to build new
ideas. It is a process that enables you to think outside the box in order to get a
compelling list of innovative ideas to consider.
3. Challenge Idea Generating Tool
- Challenge technique is about breaking free from the limits of traditional thinking and
the acepted ways of doing things. It is based on the assumption that there may be a
different and better way to do something even if there is no apparent problem with the
current way.
4. Alternatives
- This is about using concepts as a breeding ground for new ideas. Concepts are
general theories or ways of doing things. By thinking of a variety of ways to implement
a concept is one way to generate ideas. You can then further assess each specfic idea
to generate additional concepts. Establishing a new concept creates a whole new way
for generating more ideas.

LATERAL THINKING AND PROBLEM SOLVING:

Problem solving: the objective is to get the situation to where it should be.
Creative Problem Solving: Using creativity, one must solve a problem in an indirect
and unconventional manner.

EDWARD DE BONO’S SIX THINKING HATS:

1. White Hat: With this thinking hat, you focus on the data available. Look at the
information you have and see what you can learn from it.
2. Red Hat: Wearing the red hat, you look at problems using intuition, gut reaction and
emotion. Also, you try to think how other people will react emotionally.
3. Black Hat: Using this thinking hat, you look at all the bad points of the decision.
You look at it cautiously and defensively. This is important because it highlights the
weak points in a plan. Black hat thinking helps to make your plans ‘tougher’ and more
resilient.
4. Yellow Hat: The yellow hat helps you to think positively. The yellow hat helps you
to keep going when everything looks gloomy and difficult.
5. Green Hat: The Green Hat stands for creativity. This is where you can develop
creative solutions to a problem. It is a freewheeling way of thinking, in which there is
little criticism of ideas.
6. Blue Hat: The Blue hat stands for process control. This is the hat worn by people
chairing meetings. When running into difficulties because ideas are running dry they
may direct activity into green hat thinking.

III. Peter Drucker - Primary Task for Effective Managers

A. Who is Peter Drucker?
Peter F. Drucker, in full Peter Ferdinand Drucker, (born November 19, 1909,
Vienna, Austria—died November 11, 2005, Claremont, California, U.S.), Austrian-born
American management consultant, educator, and author, whose writings contributed
to the philosophical and practical foundations of the modern business corporation. He
was a prolific author, and among the first (after Taylor and Fayol) to depict
management as a distinct function and being a manager as a distinct responsibility.
His writing showed real understanding of and sympathy for the difficulties and
demands faced by managers. With 39 books published over seven decades (and
translated into at least 30 languages) and many books written about him since his
death, Drucker was, by common consent, the founding father of modern management
studies.
While still a student in Frankfurt he worked on the city's General Anzeiger
newspaper and rose to the posts of foreign and financial editor. Recognised as a
talented writer, he was offered a job in the Ministry of Information. Observing the Nazis'
rise to power with abhorrence, he wrote a philosophical essay condemning Nazism;
this was probably instrumental in hastening his departure to England in 1933. It was
in 1937 that he left for the USA to become an investment adviser to British industry
and correspondent for several British newspapers, including the Financial Times, then
called the Financial News.
His first book, The end of economic man, appeared in 1939. The Vice-
President of General Motors (GM) invited him to investigate what constitutes the
modern organisation and to examine what the managers running it actually do by
which his analysis led to the publication, in 1946, of The concept of the corporation
- published as Big business in Britain.
Peter Drucker gave five basic tasks of a manager in order to be effective.
1) Sets objectives. The manager sets goals for the group, and decides what work
needs to be done to meet those goals.
2) Organizes. The manager divides the work into manageable activities, and selects
people to accomplish the tasks that need to be done.
3) Motivates and communicates. The manager creates a team out of his people,
through decisions on pay, placement, promotion, and through his communications
with the team. Drucker also referred to this as the “integrating” function of the
manager.
4) Measures. The manager establishes appropriate targets and yardsticks, and
analyzes, appraises and interprets performance.
5) Develops people. With the rise of the knowledge worker, this task has taken on
added importance. In a knowledge economy, people are the company’s most
important asset, and it is up to the manager to develop that asset.
These basic tasks of a manager are founded or patterned into the principles of
management according to the management guru Dr. Peter Drucker.
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Videos:
https://www.youtube.com/watch?v=IryOQYWcBps
https://www.slideshare.net/zilshah72/lateral-thinking-47530107