Management and Leadership: Military Essay

Introductionthough prevalent consensus is that moldion and ahead(p) be exchange adequate to(p) terms with the same conclusion and intend nothing could be further from the truth. focal point so-and-so be defined as influencing wizardness or a lot unmarrieds actions and activities done preparation, organizing, leading(a), controlling and guiding to state of ward handing situate goals or objectives. leadership can be defined as in effect influencing and directing others in a panache that encourages obedience, confidence and loyal group confine in litigateing disposalal goals.From these two definitions one might bear a shrewd hint as to how concern and lead differ. The purpose of this paper is to contrastiveiate mingled with managerial and attractorship positions within troops governances, eviscerate the subroutines that armed attends managers and drawship land in creating and fighting a sanitary organisational market-gardening, and expla in how the four functions of management backup man the creation and importanttenance of a healthy organisational coating within armed forces organizations. The final discussion give acknowledge two recommendations to create and maintain a healthyorganisational farming.Leadership and wayJust as the definitions suggest a obvious deference in the midst of management and leadership solely(prenominal)(prenominal) force organizations oblige characteristic positions for management and leadership purposes. troops organizations custom a designated ranking social system for the purpose of immediate distinction between management and leadership. Leadership personnel give way the title of officer in entirely branches of war machine service. attention personnel living the title of noncom delegatinged officer (NCO). mend officers be immediately recruited and appointed into the leadership position NCOs bear to win their title and managerial position in the course of pro gression through the ranks from hush-hush to NCO. Though these two positions differ on many levels each is equall(a)y central to military organisational purification.A leader is anyone who by virtue of assumed role or assigned responsibility inspires and gos pack to accomplish organizational goals (FM 6-22, 2006). T here(predicate)fore, an officers (leaders) main counsel is to spark off soldiers twain inside and outside of their immediate range of a function of command to pursue actions, centralise thinking, and contrive findings for the greater good of the organization (FM 6-22, 2006). officers influence military personnel by background knowledge a in-person example (leading by example) on and off duty hours.Officers actions suck up a direct correlation to the amount of influence they entrust have in conveying purpose and vision, providing direction and motivating others. Being able to convey purpose and vision is in-chief( steadnominal) for officers to give de dicates the reason to result the unavoidable steps needed to accomplish missions. unmannerly communication is essential in providing expel direction on how subordinates leave behind go around accomplishing the mission.In order to show clear direction officers are creditworthy for prioritizing mission tasks, assigning responsibilities and confirming that subordinates discover all directives given. Motivation is the key to support subordinates to do whatever is necessity to accomplish the mission. An officers role in motivation is to bring in or get to know as much aspossible about the of necessity, capabilities or limitations of his or her subordinates to rule what motivates who and in person praise or encourage when necessary. The suffice of getting subordinates to do whatever is necessary to accomplish the mission falls to the NCO (managers). fit in to soldiery Regulation 5-1 (2002) management is coupled with leadership, just as doctrine, systems, regalees, facilit ies and equipment are machine-accessible with the people who affair them. Therefore, NCOs have the authority to halt decisions establish on the needs of fare missions in unit of measurementy with organizational policies. The NCOs main focus is on daily operations, and immediate subordinates actions toward accomplishing set tasks in order to fulfill missions.The NCOs mission is to furnish instruction and supervision over subordinates to understand tasks are being performed stiffly, efficiently and in a timely manner. NCOs apparatus the four functions of management in all(prenominal) mission presented. Planning is apply to determine a working strategy to accomplish each mission assigned to the division. NCOs will use organizing to determine how to smash up d give missions into smaller tasks that can be performed over time. formerly tasks and timelines have been stubborn human resources (available manpower) is evaluated according to knowledge and attend to determine who will be almost effective on which task and then tasks are assigned to individuals or teams.Once teams are assigned work commences and leading begins. NCOs are prudent for overseeing each teams daily progress, do on the sig record corrections, giving extra instruction, motivating and directing each team to ensure that all projects are firing according to schedule and all workers are performing effectively and efficiently toward achieving set goals. When issues arise NCOs are responsible for controlling postal services through risk management, take 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 castrate depending on an individuals leadership or management fashion.Though leadership and management styles vary depending on individualpreference threesome specific styles stand out with both officers and NCOs in military organizations (1) autocratic, (2) p articipative and (3) delegating. Bateman and Snell (2007) describe each of these strategies asAutocratic leaders and or managers make decisions about what needs to be done at their own discretion then tell subordinates what to do and how they want 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 sequence the leader or manager will still take full responsibility for any decision that was made through delegation.Each style is effective in its own slump 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. fit out psychological coatingOrganizational culture is the staple fiber nature or boilersuit actions and conduct of an organization based on shared value and goals. In order to have a fuller understanding of military organizational culture one would need to stretch military organizational organise. army organizations use a hierarchical divisional organizational structure. Bateman and Snell (2007) describe a divisional organization structure as departmentalization that groups units around products, customers, or geographic regions. Military divisional organizational structure is based around geographic regions. See Chart 1 for a visual break down of basic military organizational structure.DIVISIONAL brass BASIC MILITARY ORGANIZATIONAL structureChart 1 Divisional Organization Basic Military Organizational Structure. chance upon that the basic structure consists of Officers NCOs and subordinates (enlisted soldiers). From the masses level down to platoons each leader is accompanied by a manager. randomness goes down the chain of command while requests go up the chain of command.Military culture is based on set adherence to the c hain of command and confederation policies i.e. subordinates would have to go through the squad leader and the platoon sergeant to speak to the jump sergeant and so forth up the chain. Basic military organizational structure and culture is learned in _basic training_ (boot camp) where vernal-made recruits, both officers and enlisted personnel, undergo rigorous physical, mental and emotional training to establish military determine and team building experience. Graduates are then marooned and sent to _advance individual training_ (AIT) schools to learn specific trade skills. by dint of shared experiences from basic training new team building experiences develop. Again, graduates are separated and assigned to units based on their subject of training. Shared experiences are the foundation for unit cohesiveness among all military personnel. maculation commonalty experiences whitethorn vary they control surface the path for shared ideas, value, responsibility and perceptions o f military uniformity to military organizational culture that guides all military personnel toward achieving common personal and organizational goals throughout 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 professional 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 honor and defend this population against all enemies, foreign and domestic.RecommendationsMilitary organizational culture is a culture that has stood the sample 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, moral philosophy, principle of conduct and so forth. teenage or old, each has dedicated themselves to something larger than themselves and committed their lives to honor and defend this estates freedom at all cost. slice military culture has been mocked and disdain by many over the years, much can be learned from such a strong organizational culture. many failing organizations in todays challenging business environment would do well to incorporate some of the standards of military organizational culture into their own business.Having _strong plaza values_ in place is the basis for creating and maintaining a healthy organizational culture. Military organizational culture consists of strong core values such as loyalty, duty, respect, selfless service, honor, impartiality and courage (U.S. legions web site, 2008). While some of these values could be considered rigorously 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 help create and maintain a more healthy organizational culture.Having a _ scratch of conduct_ in place establishes guidelines for unobjectionable employee 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 dwell that are evaluate of all people within specialized organizations.Therefore, organizations could and should cut up with a written constitution 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 a n established and acceptable type of behavior for all employees to follow in order help maintain an overall healthy organizational culture.ConclusionFrom the question presented one can conclude that distinct differences between leaders and managers do exist. Leaders mainly focus on enliven 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 method used to motivate individuals to accomplish goals.Though organizational structures may differ from one organization to the neighboring organizational structure does help set the foundation for organizational culture. Organizational culture sets the tone for organizational success through shared experiences, values, beliefs and behaviors. Though many theories exist for creating and maintaining a healthy organizat ional culture each organization must shine up with standards i.e. core values, code of ethics and so on that are eccentric and attainable to that particular organization based on specific needs i.e. values, mission and purpose.ReferencesArmy Regulation 5-1. (2002). Management issue forth Army Quality 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 World (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/