Theoretical Foundations and Management

¶ … leading and managing together, or mixing them into a "super-person" profile? According to Hewitt (2015), there is a delicate balance between management and politics, and that the two are intertwined to succeed. The author points out that management and leadership must be intertwined and balanced if there is to be hope for success, innovation, opportunity and growth. There are various approaches to the issues relating to management and leadership.

According to Hewitt, there is a fresh working world in which competition; changing landscape and innovation are the order of the day; there is a need to change strategy and a different way of acting. There need to constantly balance leadership and is illustrated best in a scenario where managers run administration while leaders innovate. The manager is meant to maintain as the leader keeps their eye and focus on people. While the manger looks to control matters, the leader is interested in trust.

While the manager has his eye focused on the bottom-line the leader sets their eyes on the horizon. The contrasts continue to intrigue including the fact that while the manager wants to maintain the status quo, the leader seeks to challenge it and seek new ways of doing things.

Further while the manager is more of a one-man army when leader is a team player and seeks to do things right and seeks to do the right thing What do the articles recommend about shifting focus? According to Hewittt (2015), staff expect managers not only to direct them in business functions but also to make them understand why are doing such business. Knowledge of people is increasingly becoming the source of the value quotient in the modern-day economy.

It is a situation in which workers are no longer seen as undifferentiated entities. This is where leadership and management coincide. According to Reuther and Jetton (2013), stories have been the basis of a powerful instrument to align religions, tribes and groups. In the olden days, culture was transferred through stories. Project management tools used to manage and measure analytics are now out of date. They are rigid and fail to capture the fundamentals that influence the success of creative projects.

The new model of leadership based on stories is being applied by visionary leaders, game changers and innovators to manage and lead teams in a more effective manner. According to Spoehr (2016) AMF is not immutable or absolute. It is argued that the Army Management system will definitely change as the knowledge of the requirements for success evolves. It still, nevertheless a concept model that relays the best Army Management approaches which when used alongside good leadership have continuously resulted in success.

With what level of certainty do the authors speak about the most needed behaviours? It is clear that the three authors know what they are talking about since they derived their contexts from both theoretical foundations are real life experiences and settings that have been seen to demonstrate success. Hewittt (2015) highlights the former manager of Manchester United Foot Club, Sir Alex Ferguson. The manager won 49 trophies in his 38-year service. He assisted Manchester United to become a major commercial brand in the world.

A In their writing, Reuther & Jetton point out the reality that stories have been used for centuries to align various groups, religions and tribes. Indeed, it was a strategy that was quite successfully used to manage people. Since there are emerging challenges in project management environments, there is need for a fresh kind and level of creativity to figure out appropriate solutions for managing the current products and services. According to Spoehr (2016) highlights the army and the strategies that have been used successfully to manage the army.

In this setting, leaders are exposed to training on the primary management functions required to operate at the battalion level. This may include designing a training program or handling a maintenance program for a unit. However, even after going through such procedures in their careers, the army leadership hardly gets more educational skills in the area of management. That is why Spoehr (2016) writes about management needs in the army. What recommendations could you use in your clinical or work setting? i.

There should be meticulous balancing between leadership and management through inspiring and directing. Such a blend facilitates the ideal environment for opportunity, innovation and growth. ii. Make use of stories as a management instrument because they penetrate beyond the surface function of merely.