Comprehensive Report on Management Principles and Strategic Leadership

This report provides a comprehensive overview of key management principles. It begins by exploring the different levels of management within an organization, including top-level, middle-level, and first-level managers, and their respective roles and responsibilities. The report then delves into organizational structure, contrasting mechanistic and organic structures and their suitability for different environments. The next section focuses on transformational leadership, outlining the characteristics of effective transformational leaders. Finally, the report examines the strategic management process, including strategic planning, plan development, and execution. The report uses examples and references to support the concepts discussed, offering valuable insights for students studying leadership and management.

Management Principles

Table of Contents
Task 1......................................................................................................................................3
TASK 2.....................................................................................................................................5
TASK 3.....................................................................................................................................7
TASK 4.....................................................................................................................................8
Conclusion.............................................................................................................................10
References.............................................................................................................................11

Task 1
Managers are organizational members who are in charge of the work performance of other
organizational members. In organizations, there are regularly three levels of management: top-
level, center level, and first-level. Each of these management levels is portrayed underneath as
far as their conceivable employment titles and their essential obligations and the ways taken to
hold these positions. Moreover, there are differences over the management levels in the matter of
what sorts of management undertakings each does and the parts that they take in their
occupations.
TOP-LEVEL MANAGERS
Top-level managers hold a couple levels in an organization, and hold titles, for example, Chief
Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO),
Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate
head.
Top-level managers settle on decisions affecting the aggregate of the firm. Top managers in
many organizations have a lot of managerial experience and have climbed through the ranks of
management within the company or in another firm. A special case to this is a top manager who
is also a business visionary; such an individual may begin a little company and manage it until it
develops enough to support a few levels of management. Many top managers have an advanced
degree, for example, a Masters in Business Administration, yet such an extent is not required.
A few CEOs are procured in from other top management positions in other companies. On the
other hand, they might be advanced from within and prepared for top management with
management development exercises, coaching, and mentoring. They might be labeled for
advancement through progression planning, which recognizes high potential managers.
Center LEVEL MANAGERS
Center level managers, or center managers, are those in the levels beneath top managers. Their
employment titles include: General manager, Plant manager, Regional manager, and Divisional
manager. Center level managers are in charge of carrying out the objectives set by top
management. They may also convey upward, by offering recommendations and input to top
managers. Since center managers are more involved in the everyday workings of a company,
they may give significant information to top managers to enhance the organization's bottom line.

FIRST-LEVEL MANAGERS
First-level managers have work titles, for example, Office manager, Shift supervisor, Department
manager, Foreperson, Crew pioneer, Store manager. They are in charge of the day by day
management of line workers. Albeit first-level managers ordinarily do not set objectives for the
organization, they affect the company. Before, most first-line managers were workers who were
advanced from line positions, (for example, creation or administrative employments). Rarely did
these representatives have formal training past the secondary school level. However, many first-
line managers are currently alumni of an exchange school, or have a two-year partners or a four-
year bachelor's degree from school.
MANAGEMENT LEVELS AND THE FOUR
MANAGERIAL FUNCTIONS
Managers at different levels of the organization take part in different measures of time on the
four managerial elements of planning, organizing, leading, and controlling. Planning is choosing
suitable organizational objectives and the correct headings to accomplish those objectives.
Organizing involves determining the undertakings and the connections that permit
representatives to work together to accomplish the planned objectives. With leading, managers
propel and coordinate representatives to work together to accomplish organizational objectives.
While controlling, managers monitor and measure the extent to which the organization has
achieved its objectives. The extent to which top, center, and supervisory managers perform each
of these capacities is displayed in Exhibit 1.
TASK 2
Organizational Structure
The organizational structure alludes to the kind of framework a company uses to distinguish
force and authority, parts and obligations, and the manner in which information moves through
the organization. An organization must pick a structure that is proper for its individual needs and
takes into account the company to respond and adjust to uncertainties and changes in the internal
and outer situations. Having a reasonable organizational structure will permit a company to
actualize appropriate operating techniques and decision-making processes that will help the
organization in accomplishing its goals.
Mechanistic Structure

A mechanistic structure, also known as a bureaucratic structure, portrays an organizational
structure that depends on a formal, incorporated network. The mechanistic structure is most
appropriate for companies that work in a steady and certain environment.
In mechanistic organizations, authority mirrors a very much defined chain of importance where
top-level managers settle on the majority of the decisions. In mechanistic organizations, it is run
of the mill for every individual to be appointed one assignment that is moderately steady and
simple to control.
Think of a mechanistic structure as an all around oiled machine that, once functioning
appropriately, continues to work proficiently with little need for maintenance. Examples of
mechanistic structures include healthcare, colleges, and legislative organizations.
Organic Structure
Organic structures are utilized as a part of organizations that face temperamental and dynamic
situations and need to rapidly adjust to change. At the point when a domain changes, an
organization must have the capacity to gather, process, and disseminate information rapidly.
Inability to do so can specifically influence an organization's capacity to maintain its upper hand.
Correspondence is sidelong and quick in these mind boggling situations. To accomplish this,
organizations that utilization an organic structure will integrate practical areas and divisions
together with the goal that information can stream flawlessly between them. This quick
distribution of information results in an increased capacity to react to changes in the internal and
outside situations.
Needs can change rapidly in an organic organization, making it important to continually redefine
assignments that permit every individual to be in charge of different undertakings at once.
TASK 3
Transformational leadership
The leader enhances the morale, performance, and inspiration of representatives, inspires change
driven by a solid reason, and is ready to make a society of trust and innovation within the
organization. Transformational leaders are more effective than transnational leaders. The
following are a percentage of the characteristics of transformation leaders.

1. Hold their ego in check: In transformation leadership, it is important for the leader to hold
their ego under control and not give it a chance to interfere with the best interest of their group or
the organization. By keeping their ego in check, the transformation leader is ready to put the
organization before their very own gain and also evoke the best performance from others.
2. Self-management: Transformation leaders commonly don't need much bearing from others,
and are ready to manage themselves well. They are also profoundly internally roused, and they
utilize this inspiration to guide the organization to the right way. These leaders do what they
cherish, and the qualities are adjusted to those of the organization that they lead.
3. Capacity to take the right risks: The capacity to take figured risks is a key characteristic of a
transformational leader. They believe their instinct, and utilize the intelligence gathered by
colleagues to settle on informed decisions. A transformational leader's group is right behind them
and is always willing to do the examination that is important to assess the circumstance fittingly.
The leader looks for inputs from the group to settle on risky decisions that encourage
development.
4. Settle on difficult decisions: Being a leader is not generally smooth sailing, you often need to
settle on tough decisions. Transformational leaders do not modest far from difficult decisions.
They settle on their decisions with an unmistakable spotlight on the qualities, vision,
destinations, and objectives of the organization.
5. Share collective organizational consciousness: A transformational leader shares and
understands the collective consciousness of the whole organization. This makes them especially
sensitive to the feelings of their colleagues, and gives them an unmistakable thought of what
moves to make to evoke wanted activities from the representatives. Since they're taken advantage
of the organizational consciousness, they are ready to settle on decisions that goad development,
and also make a shared vision for the organization that all workers feel a part of.
6. Inspirational: Individuals look to be inspired and transformational leaders are maybe the most
inspiring of all. They can inspire others to rise to the event. Their style of inspiration is not
simply constrained to formal affirmation of an occupation well done, rather they regard every
worker as an esteemed individual and take an ideal opportunity to understand what persuades
them.

7. Entertain new ideas: Transformation can rarely be accomplished if the leader is not open or
responsive to new ideas. Transformational leaders understand reality that achievement is reliant
on the effort of the whole group, and development happens just in an organization with a society
of openness to new ideas from all levels. A transformational leader endeavors conscious efforts
to request new ideas from colleagues, and also utilize their insights in making decisions
TASK 4
Strategic management process
What is Strategic Planning?
Strategic planning is an organizational management movement that is utilized to set priorities,
center vitality and assets, strengthen operations, guarantee that representatives and other
stakeholders are working toward shared objectives, establish understanding around intended
results/comes about, and survey and alter the organization's bearing because of a changing
situation. It is a disciplined effort that produces essential decisions and activities that shape and
guide what an organization is, who it serves, what it does, and why it does it, with an attention on
what's to come. Effective strategic planning expresses not just where an organization is going
and the activities needed to gain ground, additionally how it will know whether it is fruitful. See
more at the Strategy Management Group site.
What is a Strategic Plan?
A strategic plan is a document used to speak with the organization the organizations objectives,
the activities needed to accomplish those objectives and the majority of the other basic
components developed during the planning exercise.
What is Strategic Management? What is Strategy Execution?
Strategic management is the exhaustive gathering of ongoing exercises and processes that
organizations use to deliberately coordinate and adjust assets and activities to mission, vision and
procedure all through an organization. It exercises transform the static plan into a framework that
gives strategic performance input to decision making and empowers the plan to develop and
develop as necessities and other circumstances change.

What Are the Steps in Strategic Planning and Management?
There are many different frameworks and methodologies for strategic planning and management.
While there are no total guidelines regarding the right framework, most take after a comparative
example and have regular qualities. Many frameworks burn through some minor departure from
some exceptionally fundamental stages: 1) analysis or appraisal, where an understanding of the
current internal and outside situations is developed, 2) system formulation, where abnormal state
methodology is developed and an essential organization level strategic plan is documented 3)
technique execution, where the abnormal state plan is translated into more operational planning
and activity things, and 4) assessment or sustainment/management stage, where ongoing
refinement and assessment of performance, society, correspondences, information reporting, and
other strategic management issues happens.
Conclusion
Various stages like planning, organizing, leading and controlling – have a great impact. There
are more than a few changes which might be happening in many corporations which are
changing the administration pecking orders in them, for instance, the growing utilization of
corporations, the predominance of outsourcing, and the knocking down of organizational
constructions.

References
Advameg Management levels - strategy, organization, examples, manager, school, type, company,
hierarchy, workplace, business. Available at:
http://www.referenceforbusiness.com/management/Log-Mar/Management-Levels.html
(Accessed: 26 April 2016).
Mechanistic & organic organizational business structures - video & lesson transcript (2003) Available at:
http://study.com/academy/lesson/bureaucratic-organizations-mechanic-organic-bureacracies.html
(Accessed: 26 April 2016). In-line Citation: (Mechanistic & organic organizational business
structures - video & lesson transcript, 2003)
Yscouts Transformational leadership characteristics, attributes and traits. Available at:
http://yscouts.com/10-transformational-leadership-characteristics/ (Accessed: 26 April 2016).
Institute, B.S. (2016) The basics of strategic planning, strategic management and strategy execution.
Available at: http://balancedscorecard.org/Resources/Strategic-Planning-Basics (Accessed: 26
April 2016).