Management and Leadership: Military Essay

IntroductionThough usual consensus is that concern and leadinghip atomic number 18 interchangeable terms with the same exercising of goods and services and meaning nothing could be further from the truth. prudence fundament be defined as influencing one or much persons actions and activities with planning, organizing, leading, dogmatic and guiding to state of ward accomplishing circuit goals or objectives. lead goat be defined as effectively influencing and directing others in a manner that en courageousnesss obedience, confidence and loyal group support in accomplishing organisational goals.From these two definitions one might have a subtle current of air as to how management and leadership disaccord. The purpose of this paper is to differentiate amidst chooseorial and leadership positions within phalanx organizations, describe the roles that soldiery managers and leaders play in creating and saying a red-blooded organisational last, and explain how the qua rtette functions of management support the creation and maintenance of a healthy organizational civilization within array organizations. The final discussion will hold two recommendations to create and maintain a healthyorganizational culture.Leadership and ManagementJust as the definitions suggest a distinct abidance between management and leadership exclusively told military organizations have characteristic positions for management and leadership purposes. Military organizations affair a designated ranking body coordinate for the purpose of immediate distinction between management and leadership. Leadership effect hold the title of officer in all branches of military service. Management personnel hold the title of noncom legationed officer (NCO). While officers be immediately recruited and appointed into the leadership position NCOs have to assimilate their title and managerial position in the course of progression through the ranks from private to NCO. Though these two positions differ on many levels severally is equally important to military organizational culture.A leader is anyone who by virtue of assumed role or depute responsibility inspires and influences slew to accomplish organizational goals (FM 6-22, 2006). Therefore, an officers (leaders) main counseling is to propel soldiers two inside and outside of their immediate chain of command to quest after actions, revolve about thinking, and shape decisions for the greater good of the organization (FM 6-22, 2006). Officers influence military personnel by setting a personal example (leading by example) on and off duty hours.Officers actions have a direct correlation to the amount of influence they will have in vexing purpose and vision, providing direction and motivating others. Being able to convey purpose and vision is important for officers to give subordinates the reason to take the inevitable steps needed to accomplish missions. Open communication is essential in providing clear direction on how subordinates will go about accomplishing the mission.In order to provide clear direction officers are responsible for prioritizing mission confinements, assigning responsibilities and confirming that subordinates understand all directives habituated. Motivation is the key to back up subordinates to do whatever is obligatory to accomplish the mission. An officers role in pauperism is to understand or get to know as much aspossible about the take, capabilities or limitations of his or her subordinates to determine what motivates who and personally flattery or encourage when necessary. The process of getting subordinates to do whatever is necessary to accomplish the mission falls to the NCO (managers).According to multitude Regulation 5-1 (2002) management is linked with leadership, in effect(p) as doctrine, systems, processes, facilities and equipment are connected with the people who use them. Therefore, NCOs have the sanction to make decisions foun d on the unavoidably of set missions in accordance with organizational policies. The NCOs main focus is on daily operations, and immediate subordinates actions toward accomplishing set parturiencys in order to fulfill missions.The NCOs mission is to provide instruction and charge oer subordinates to ensure tasks are being performed effectively, efficiently and in a timely manner. NCOs implement the four functions of management in both mission presented. Planning is used to determine a working schema to accomplish each mission assigned to the division. NCOs will use organizing to determine how to break d have got missions into smaller tasks that can be performed everyplace time. Once tasks and timelines have been determined human resources (available manpower) is evaluated according to knowledge and contract to determine who will be most effective on which task then tasks are assigned to individuals or groups.Once teams are assigned work commences and leading begins. NCOs are responsible for overseeing each teams daily progress, making on the touch sensation corrections, giving superfluous instruction, motivating and directing each team to ensure that all projects are going according to schedule and all workers are performing effectively and efficiently toward achieving set goals. When issues arise NCOs are responsible for controlling situations through risk management, bringing subordinates back on track, on the spot training, enforcing organizational rules and regulations and so forth. Types of controls that are used in any given situation will vary depending on an individuals leadership or management style.Though leadership and management styles vary depending on individualpreference triple specific styles stand out with both officers and NCOs in military organizations (1) autocratic, (2) participative and (3) delegating. Bateman and Snell (2007) describe each of these strategies as exacting leaders and or managers make decisions about what needs to be through with(p) at their own discretion then tell subordinates what to do and how they indispensableness it done.Participative leaders and or managers will involve one or more subordinates in the decision making process on specific task planning and organizing.Delegating leaders or managers will delegate authority to capable subordinates allowing them to make decisions for specific tasks slice the leader or manager will still take full responsibility for any decision that was made through delegation. for each one style is effective in its own right and in specific circumstances. Officers and NCOs who use all three styles at different times are more effective than those who just stick to one.Organizational CultureOrganizational culture is the basic nature or overall actions and cover of an organization based on shared out values and goals. In order to have a fuller soul of military organizational culture one would need to grasp military organizational expression. Milita ry organizations use a hierarchical divisional organizational structure. Bateman and Snell (2007) describe a divisional organization structure as departmentalization that groups units nigh products, customers, or geographic regions. Military divisional organizational structure is based around geographic regions. See Chart 1 for a optical break down of basic military organizational structure.DIVISIONAL constitution BASIC MILITARY ORGANIZATIONAL STRUCTUREChart 1 divisional Organization Basic Military Organizational Structure.Notice that the basic structure consists of Officers NCOs and subordinates (enlisted soldiers). From the battalion level down to platoons each leader is tended to(p) by a manager. Information goes down the chain of command while requests go up the chain of command.Military culture is based on strict adherence to the chain of command and company policies i.e. subordinates would have to go through the squad leader and the platoon sergeant-at-law to speak to the first sergeant and so forth up the chain. Basic military organizational structure and culture is check outed in _basic training_ (boot camp) where young recruits, both officers and enlisted personnel, undergo hard-and-fast physical, mental and emotional training to establish military values and team building experience. Graduates are then illuminated and sent to _advance individual training_ (AIT) schools to learn specific trade skills. Through shared experiences from basic training new team building experiences develop. Again, graduates are separated and assigned to units based on their field of training. Shared experiences are the foundation for unit cohesiveness among all military personnel.While common experiences may vary they open the lane for shared ideas, values, responsibility and perceptions of military uniformity to military organizational culture that guides all military personnel toward achieving common personal and organizational goals passim their career. Though troops and their families are uprooted and moved from post to post at the needs of the military, sometimes at a moments notice, shared experiences and personal and nonrecreational commitment to military values and mission preserve the military organizational culture. Military organizational culture is more than a commitment. Military organizational culture is a way of life for all who dedicate their lives to prize and defend this nation against all enemies, foreign and domestic.RecommendationsMilitary organizational culture is a culture that has stood the test of time decade after decade. Retired war heroes and new recruits all have one thingin common. Each has a _common bond_ through shared experiences, dedication to military values, mission, ethics, code of bearing and so forth. Young or old, each has dedicated themselves to something bigger than themselves and move their lives to honor and defend this nations freedom at all cost. While military culture has been mocked and sco rned by many over the years, much can be learned from such a inviolate organizational culture. Many failing organizations in todays ambitious business environment would do well to incorporate some of the standards of military organizational culture into their own business.Having _ fast(a) core values_ in place is the backside for creating and maintaining a healthy organizational culture. Military organizational culture consists of strong core values such as loyalty, duty, respect, selfless service, honor, integrity and courage (U.S. Army web site, 2008). While some of these values could be considered purely military oriented all organizations could agree that loyalty, duty, honor and integrity could be considered universal. More companies could and should integrate these types of core values into their mission and values statements to second create and maintain a more healthy organizational culture.Having a _code of conduct_ in place establishes guidelines for acceptable emplo yee behavior which helps create and maintain a healthy organizational culture. Military organizations have established a strong code of conduct which describes separate and military distinctive areas of specific conduct becoming of service members. While the truth is that the military code of conduct is not applicable to civilian organizations all organizations could agree that specific behaviors do exist that are expected of all people within narrow down organizations.Therefore, organizations could and should come up with a written policy explaining specific behaviors and actions that are acceptable and expected of all employees. Organizations may even have separate codes of conduct expectations for managers versus employees. The point here is to have an established and acceptable normal of behavior for all employees to follow in order help maintain an overall healthy organizational culture.ConclusionFrom the research presented one can conclude that distinct differences between l eaders and managers do exist. Leaders in the main focus on inspiring and motivating individuals toward accomplishing set goals. Managers mainly focus on motivating individuals through planning, organizing, leading and controlling functions of management. Based on these descriptions the main difference between management and leadership would be the mode used to motivate individuals to accomplish goals.Though organizational structures may differ from one organization to the next organizational structure does help set the foundation for organizational culture. Organizational culture sets the tone for organizational supremacy through shared experiences, values, beliefs and behaviors. Though many theories exist for creating and maintaining a healthy organizational culture each organization must come up with standards i.e. core values, code of ethics and so on that are uncomparable and attainable to that particular organization based on specific needs i.e. values, mission and purpose. ReferencesArmy Regulation 5-1. (2002). Management Total Army feature Management. Retrieved July 11, 2008, from http//www.hqda.army.mil/leadingchange/Army%20Policies/r5-1.pdfBateman T., and Snell S., (2007), Management Leading & Collaborating in a Competitive realism (7th Ed.), McGraw-Hill/Irwin, New York, NY.FM 6-22. (2006). Army Leadership Competent, Confident, and Agile. Retrieved July 10, 2008 http//usacac.army.mil/cac/cal/FM6_22.pdfU.S. Army web site. (2008). U.S. Army Training and Doctrine Command. Retrieved July 15, 2008, from http//www.tradoc.army.mil/