Les 3 - Hoërskool Hans Moore

SAKESTUDIES/BUSINESS
STUDIES. GR 12
SAKEROLLE/BUSINESS ROLES
LES 3/LECTURE 3
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
1. Leierskap versus
bestuur.
• Leierskappe is baie
belangrik, aangesien
dit ander mense
beïnvloed om sekere
doelwitte te bereik.
• As dit nie plaasvind
nie, het leierskap nie
plaasgevind nie.
1. Leadership versus
management.
• Leadership is very
important because it
influences others to
achieve certain
objectives.
• If the influencing did
not happen,
leadership did not take
place.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
• Verskille tussen:
– Leierskap: is die een
komponent van bestuur –
dit werk deur en met
individue en groepe om
besigheidsdoelwitte te
bereik. Leierskap fokus op
interpersoonlike aspekte –
leierskap word beskou as
die krag wat mense
inspireer en motiveer, en
verandering meebring.
• The differences between:
– Leadership is one
component of
management, working
with and through
individuals and groups to
accomplish business goals.
Leadership focuses on
interpersonal aspects –
leadership is regarded as a
force that inspires and
energises people and
brings about change.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
– Bestuur: sluit belangrike
aktiwiteite in, soos bep
lanning, organisering,
beheer en leiding. Die
spekte van ‘n bestuurder
se werk wat nie leierskap
behels nie, staan bekand
as administratiewe werk.
Middelbestuur is dikwels
verantwoordelik vir
hierdie vier
bestuurstake.
– Management: includes
the major activities of
planning, organising,
controlling and leading.
The non-leadership
aspects of a manager’s
job is sometimes
referred to as
administrative work.
Middle management is
mostly responsible for
these four management
tasks.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
– Toesighouding: is
grondvlakbestuur.
Toesighouding is op die
laaste trappie van die
bestuursleer. Hulle hou
meestal toesig of
kontroleer die werk wat
deur hul ondergeskiktes
gedoen word. Hulle
spandeer meer tyd in
interpersoonlike
leierskapaktiwiteite as wat
bestuurders op hoër vlakke
doen.
– Supervision: is first-line
management. Supervisors
are at the lowest rung of
the management ladder.
They mostly supervise or
check the work done by
the workers that are their
subordinates. Supervisors
spend more time in faceto-face
leadership activities
than higher-level managers
do.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
2. Tradisionele standpunte
oor leierskap- en
bestuurstyle.
• Leierskapstyl verwys na
‘n leier se kenmerkende
manier van optrede in
die meeste situasies.
• Daar is drie basiese
leierskapstyle – ‘n leier
of bestuurder kan enige
hiervan kombineer.
2. Traditional views on
leadership and
management styles.
• A leadership style is a
leader’s characterise
way of behaving in most
situations.
• There are three basic
styles of leadership – a
leader or manager may
combine any of these.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
a. Outokratiese leierskap
(Baasgesentreerde
styl)
• Hierdie leiers het
absolute gesag oor alle
sake.
• Hulle besluit wat om
te doen, hoe om dit te
doen en neem nei
ander mense se idees
in ag nie.
a. Autocratic leadership
(Boss-centred style)
• These leaders are the
absolute authority on
all matters.
• They decide what to
do and how to do is
and do not take into
account what others
may think.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
• Die outokratiese styl is
geskik vir krisissituasies,
soos leiers wat daarin
spesialiseer om
organisasies van
ondergang te red, of
situasies wat
krisisbestuur benodig.
• The autocratic style
itself to crisis situations
– leaders who specialise
in turning around failing
organisations or
situations calling for
crisis management.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
b. Deelnemende Styl.
• Hierdie leiers glo in
magsdeling en wil hê dat
hul ondergeskiktes
betrokke raak in
besluitneming,
beleidsformulering en
probleemoplossing.
• Die leier raadpleeg
diegene wat mees
waarskynlik deur die
besluit beïnvloed sal word,
maar die leier behou die
reg om nie op te tree nie.
b. Participative style.
• These leaders believe in
power-sharing and want
their subordinates to be
involved in decisionmaking,
policy formulation
and problem-solving.
• The leader will consult
with those likely to be
affected before making a
decision, but the leader
will have the right not to
act.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
i. Raadplegende leiers.
• Hierdie soort leier
konsulteer met die
groep voordat ‘n besluit
geneem word, maar sal
nie noodwendig die
groep se denkwyse volg
nie.
• Hulle maak dit duidelik
dat hulle alleen die
gesag het om die finale
belsuite te neem.
i. Consultative leaders.
• This type of leader
consults with the group
before making a
decision, but will not
necessarily accept the
group’s thinking.
• These leaders make it
clear that they alone
have authority to make
the final decisions.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
ii. Konsensusstyl-leiers.
• Die konsensusstyl-leier
moedig groepbesprekings
aan en neem dan ‘n
besluit wat die konsensus
van die groeplede
weerspieël.
• Hulle dra meer gesag oor
aan die groep as wat
raadplegende leiers doen.
• Hierdie styl kan egter lei
tot lang vertragins
aangesien alle partye
moet saamstem.
ii. Consensus-style leaders.
• The consensus-style
leader encourages group
discussion and then
makes a decision that
reflects the consensus of
the group members.
• They transfer more
authority to the group
than consultative leaders.
• However, this style can
result in long delays
because every party has
to agree.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
iii. Demokratiese leiers.
• Die demokratiese leier dra
die finale gesag vir
besluitneming aan die groep
oor.
• Hierdie leiers funksioneer as
versamelaars van menings
en laar mense stem voordat
‘n demokratiese leier aam
die stuur van sake is.
• Hierdie leiers funksioneer
beter in
gemeenskapsaktiwiteite as
in die werkplek.
iii. Democratic leaders.
• The democratic leader
transfers final authority for
decision-making to the
group.
• These leaders function as
collectors of opinion and
take a vote before making a
decision.
• These leaders function
better in community
activities than in the
workplace.
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BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
c. Leierskap sonder
inmenging
(Ondergeskikte
gesentreerde
styl)(laissez-faire)
• Hierdie leiers gee feitlik
al hul gesag aan die
groep oor.
• Hierdie leiers is baie
informeel en sal slegs
algemene doelwitte en
riglyne aan die groep
gee.
c. Free-reign leadership
(Subordinates-centred
style )(laissez-faire)
• These leaders turn
almost all authority over
to the group.
• These leaders are very
casual and will only give
general goals and
guidelines to the group.
BESTUURS- EN LEIERSKAPSTYLE/MANAGEMENT
AND LEADERSHIP STYLES.
d. Nuwe benaderings tot
leierskap.
• Sien bl 110 – 112 in
handboek.
d. New approaches to
leadership.
• See pg 110 – 112 in
text book.
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