Managers v.s Leaders

Managers

Anyone who uses management skills or holds the organizational title of "manager"
A manager of a department in an organization
A manager of a division (business)[read more?]

Leaders

has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".
Other in-depth definitions of leadership have also emerged.[read more?]

For my own point of view I will be a manager at the same time as a leader. First of all our daily task including the work place have a manager and each subordinate as leader to each co-teacher.We know that a leader is always seek a accomplishment of a common task and manager manage a task.Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units.Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Strategic planning is different from long-term planning. Long-range planning builds on current goals and practices and proposes modifications for the future. Strategic planning, however, considers changes or anticipated changes in the environment that suggest more radical moves away from current practices.
-Organization mission statement - What
· Strategic analysis - Why
· Strategic formulation - Where
· Long-term objectives implementation - When and How
· Operational plans - When and How
Managers are usually faced with a less certain environment. They may, however, know the probabilities and possible outcomes of their decisions, even though they cannot guarantee which particular outcome will actually occur. In such cases, there is a risk associated with the decision and there is a possibility of an adverse outcome. Most managerial decisions involve varying degrees of uncertainty. This is a key part of a manager's activities. They must decide what goals or opportunities will be pursued, what resources are available, and who will perform designated tasks.Managers have to vary their approach to decision making, depending on the particular situation and person or people involved. The above steps are not a fixed procedure, however; they are more a process, a system, or an approach. They force one to realize that there are usually alternatives and that one should not be pressured into making a quick decision without looking at the implications.For example, if one is involved in planning a workshop, one of the most crucial decisions is the time, format, and location of the workshop. In this case, one's experience as well as one's understanding of the clientele group greatly influence the selecting of alternatives. Often decision trees can help a manager make a series of decisions involving uncertain events. A decision tree is a device that displays graphically the various actions that a manager can take and shows how those actions will relate to the attainment of future events.The organizing process involves five steps: determining the tasks to be accomplished, subdividing major tasks into individual activities, assigning specific activities to individuals, providing necessary resources, and designing the organizational relationships needed. Managers must decide what to do, when, where, how, and by or with whom. Time management is the process of monitoring, analysing, and revising your plan until it works. In complex organizations, there may be bridges from one level to another and there will be complex procedures for maintaining the chain of command.The survival and prosperity of an organization depend on effective adaptation to the environment, which means identifying a good strategy for marketing its outputs (products and services), obtaining necessary resources, and dealing with external threats.To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority.