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understanding operations management: 2.3 the role of the operations manager

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Operations management is one of the central functions of all organisations. This free course, Understanding operations management, will provide you with a basic framework for understanding this...

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In Information Management, we been thought about the relation between data, information, knowledge and wisdom, most of us, maybe who doesn't familiar with the information management courses or principle, they can't differentiate between data, information, knowledge and wisdom. Even these four components relate to each other's, but it barely has lots of differences between them. In this article, we will go through each one of the component that finally will eventually make up together as wisdom that been use by us in our daily basis. There are widely research and philosophy around the concept of relationship between data, information, knowledge and wisdom. These components are the basis in our human mind when we learn, asking and do things. Gradually it will help us in doing our daily experiences. According to Dr. Russel L. Ackoff, an American theorist, adviser, and Anheuser-Busch Professor Emeritus of Management Science at the Wharton School, University of Pennsylvania, he also was a pioneer in the field of processes research, systems philosophy and management science stated that the content of human mind can be categorized into four parts, they are:

Data: it can be described or been given example such as symbols.

Information: data that are processed to be useful.

Knowledge: application of data and information.

Wisdom: the better understanding about thing that been created with the knowledge that we obtained.

Ackoff also specifies that the first three parts is related to the past; it deals with what has been or what is known. Only the fourth part, wisdom, contributes with the future since it includes vision and design. With wisdom, people can create the prospect, fairly than just hold the present and past. But obtaining wisdom not easy; people must go through the three parts. As an example, we doing a mathematical solving, the data that been represent by number such as 1, then the next is information, it can be describes in a simple equation like 1+1. This is information that we get, one plus one is the information that we know now, then the addition of one plus one will become two, like in this example 1+1=2, so two is the knowledge that we get from the addition of 1+1, thus wisdom is the better understanding of knowledge that we get, something that normal people will quickly know, the answer for 1+1 is 2, these will be wisdom for all the learner that learn these simple equation example.

This is where we will deeply go on brief explanation about each of the four components. The first component is Data. In Oxford Dictionaries, data is philosophy things known or assumed as facts, making the basis of reasoning or calculation. The word data is from the Latin word of Datum, in the mid-17th century (as a term in philosophy). From the explanation that been derived from experts, data is a sequences of symbols that we can interpreted as a message. Data also is a collection of facts on something that we know, such as in term of numbers, sound, symbols and others it also can be said as facts, statistics used for reference or analysis. We can obtain data with every mean of events such as via surveys, from the objects, symbols, and also from hearing about something that related to the things that we know. These are data without we even noticed it. In information studies data is raw. It simply exists and has no significance beyond its existence (in and of itself). It can exist in any form, usable or not. It does not have meaning of itself.

The next component is the information, as we all know from what we learn from information studies (information management), information is the collection of data that can make up into something that we can understand better or more deeply from data. According to Dr. Russel L. Achoff, information is data that has been given sense by way of interpersonal linking. This "meaning" can be useful, but does not have to be. In computer dialect, a interpersonal database makes information from the data stowed within it. If we can make easy example as to make people understand better, the alphabets or data is H.O.U.S.E, when we have all the data in term of those alphabets and combined them into one word, we will get the word 'house' from those five alphabets or in other terms the five data. So, when our mind had been connected between data and information, we will get the information from those alphabets. And we will imagine a house, simple house like usually we seen all days.

The third component is knowledge; knowledge is the right collection of information, it is in the other term, the collection of data that we conclude together as information, then from the better understanding of those information it will become knowledge, an upgrade version of information, with knowledge we can know the thing that we do regularly in our daily basis, such as in the first introduction example about the simple equation 1+1=2, we with the logic thinking will know that 1+1 will make and become 2 and there will be no other answer from 2. This is the knowledge we get from the information and data that we produce and combined together, 1 is the data and 1+1 is the information then the answer 2 is the knowledge that we get from learning the equation logic and adding ratio.

The last component in the relationship between data, information, and knowledge is the wisdom. Wisdom can be said as not only understand the information, it is the higher degree of knowledge and its mean the understanding about the concept of those knowledge, its mean is wisdom is the better knowing about the subject that had been research by anyone that have knowledge about the things they already know. Example is raining, raining is the knowledge that we know by the looks of water that pour down from the sky, but wisdom is thinking beyond it, we know when raining if we go through the rain, we can get fever, our cloths will get wet, this is the wisdom that we get from the deep knowledge about the rain based on our former experiences. This is the wisdom, the once that beyond the knowledge can offer to us. That is higher degree of understanding of particular subject and having more degree of knowledge about them that will gradually become wisdom.

As a conclusion, these four components are the phase in the degree of information principle. They relate with each other's and without one of them, the information that are good to use can be created. Thus this is the phase that is differentiating the general information into more specific information that can be said as wisdom. They are related with each other's, so when try to understand the phase, and even missing one phase or stage can't be ignored by the researchers. From data, it will become information, gradually it will become knowledge to us and then finally it will become wisdom once that fully understand the subject and then those wisdom will be use by us in our daily basis.

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The Relationship Between Data Information Knowledge Philosophy Essay

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"There are two distinctive types of leadership. One is power and the other is influence. These two styles are often considered synonymous, as if you have one, it's assumed you probably have the other. But a closer look at these two forms of leadership shows they work in widely different ways."

An international religious leader, philosopher, and respected moral authority of our time, Rabbi Lord Jonathan Sacks, former chief rabbi of the UK and the Commonwealth whom I had the honor of interviewing, writes about leadership in many of his books and inspires thousands of people to lead a more moral, purposeful life. He suggests that influence is consistently successful while power wreaks havoc. "Power is a zero-sum game," he says. "The more we give away, the less we have."
Influencer Leaders Share Success, While Power Leadership Fails
If you have influence and share it with nine people, you increase your influence nine-fold as your influence spreads.

Highly effective leaders seek to uncover the greatness in each individual. These influence leaders are more likable than "power" leaders, as they consistently identify a common point of interest with others and compromise whenever possible so both sides leave satisfied. The best leaders also tend to be great negotiators: They seek to understand the other side's perspective so they can offer options that benefit everyone.

Pressure to achieve doesn't override an influence leader's compassion for people when they make a mistake. Actually, influence leaders encourage people to take calculated risks, accept failure and get back in the game with renewed knowledge of the problem. They don't fear failure as much as they fear not trying to find innovative solutions.

Martin Winterkorn, former chairman of Volkswagen, exemplified failed power leadership. He discouraged feedback and refused to hear problems from the ranks, creating a punitive culture that was said to have pushed engineers to cheat out of fear of not reaching their goals.

The excessive emphasis Winterkorn placed on avoiding failure ironically led to his professional failure and to a huge financial loss for Volkswagen. "Plato famously argued in The Republic that a tyrant, however powerful, ultimately suffers in the end by corrupting his own soul," said Stanford psychologist Robert Sutton. "They might win at life but still fail as human beings."

This power-driven style leads to high employee turnover and low motivation and productivity. In Winterkorn's case, he failed in both arenas: He let down customers, authorities and regulators for cheating diesel car emissions tests.

Power leaders seek control and often abuse their influence. Often, they yearn for attention and respect and use their power to wield attention. They lead by intimidation and fear rather than by garnering respect. They see it as their right and privilege to rule over others rather than their responsibility to set a positive example, advise and offer guidance. Because they keep people close to them who are likeminded, their homogenous teams may enjoy comfortable relationships, but they tend to be less innovative.
Influence Leaders Serve As Mentors, Inspire Innovation and Empower Others
Greed, arrogance and a focus on maintaining a position of power undermine a company's culture. Influence leaders do the opposite -- they lead by serving as mentors and inspire others to follow their vision. They're willing to take a back seat if that means helping others with talent get heard. They have high character, keep their promises and regularly share credit with fellow employees for good results.

Influence leaders encourage feedback of all kinds and know their role is to inspire creativity and innovation rather than control and dominate.

Rabbi Sacks told me that the best way for managers to inspire leadership in the ranks is to delegate down and empower people as far as possible, then see how they perform.

"First offer praise, encourage, motivate, then be a little bit critical in a constructive way. Get people to feel they're helping other people's lives, learning new skills, and doing important work. This means you have to learn modesty and self-limitation to create space for other people to lead. One of the most important methods of helping people reach their full potential is highly-focused praise. That creates an enormously positive attitude with individuals and with the group as a whole."

Finally, he advises, be there to mentor and guide those leaders who find particular tasks difficult to develop a first-rate corporate culture.
Influence Leaders Draw Out Greatness In Others
The most confident leaders go so far as to encourage dissension to arrive at more creative solutions to problems. They look for the genius in each employee and come to better solutions, using what Harvard professor and leadership consultant Linda Hill refers to as "collective genius."

Hill writes that great leaders of innovation don't fit the conventional mold of "good" leadership. No matter what industry a business is in, the role of the leader is critical to innovation. Her studies show that almost anything produced by an organization that is new, useful and even slightly complex came from multiple people, not from an individual genius inventor.
Influence Leaders Ensure Employees Feel Safe
Influence leaders recognize that people give their best when they feel safe and cared for.

To encourage openness among employees, good leaders schedule informal walking meetings, others get feedback from anonymous surveys and others try to understand their employees' personal needs, whether it's job enrichment, paid time off for religious holidays or flexible hours and mentorship.

It's up to the leader to discover what matters most to his/her employees and to respect their individual, personal needs.

When people feel safe and protected by an organization, their natural inclination is to trust and cooperate. When asked why they would give their blood, sweat and tears for a person, an influence leader would say, "Because they would have done it for me." Isn't that the organization we would all like to work in?

We need leaders we trust and who use their power to construct an organization on principles of justice, righteousness and compassion. The best leaders recognize that education and guidance should override coercion. Above all, great leaders model right over might and influence over power.

As Rabbi Sacks says, "The use of power diminishes others; the practice of influence enlarges them." Knowledge, inspiration and vision can be shared without loss. When leaders see conflict as an opportunity for collaboration and growth rather than as a threat, the byproduct will inevitably be greater harmony in the ranks and increased innovation.

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Power Vs. Influence: Knowing The Difference Could Make Or Break Your Company

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"There are two distinctive types of leadership. One is power and the other is influence. These two styles are often considered synonymous, as if you have one, it's assumed you probably have the other. But a closer look at these two forms of leadership shows they work in widely different ways."

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Module 8: Controlling performance & operations 

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Module 8: Controlling performance & operations 

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The resources provided will highlight the difference between power and control. Showing us how much customer feedback is important to the company. Depending on the company, they all vary in plans, values, and main objectives. Controlling performance also means coming to the needs of the people. For example, if a product is not functioning correctly it is the organizations job to react and improve their performance for the future.

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Motivation is a word that is tossed around a lot-motivation to lose weight, to accomplish more and to do just about anything!

But what is motivation? Motivation is what drives people to success. Think about people who are motivated to lose weight-the more driven they are, the greater success they have.

Motivation plays a critical role in employee productivity, quality and speed of work. Leaders are typically held accountable to motivate their team, which is quite challenging. In fact, it is difficult for leaders to motivate their employees, because people are already motivated. The question then is not whether someone is motivated, but why they are motivated and what they are motivated to do.

Here are two factors that are greatly affected when employees lack motivation.

Oftentimes leaders focus on extrinsic motivation, which means individuals are focused on an external incentive. This type of motivation occurs when a person is motivated to perform a behavior or activity in order to earn a reward or avoid a punishment. For example, if someone exceeds the sales quota, a bonus may be in store, but if the sales quota is missed by a significant amount, the result might be termination.

On the other hand, intrinsic motivation occurs when people are motivated to perform a behavior or activity because it is personally rewarding. They may engage in an activity for its own sake rather than a desire for some external reward. An example of this is employees who stay late to finalize a deliverable because they find the work fun and interesting. Intrinsic motivation is when individuals want to do something. Extrinsic motivation is when somebody else tries to make them do something.

Leaders today really need to make a mindshift change from focusing solely on extrinsic to creating an environment that is both intrinsically satisfying and extrinsically encouraging. Daniel Pink explains in his book, "Drive: The Surprising Truth About What Motivates Us," that "the secret to performance and satisfaction-at work, at school, and at home-is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world."

Essentially, the drive for success comes from within. This means that leaders must learn how to tap into why their employees are motivated and for what.

Below are four tactics leaders can use to ensure they are applying both types of motivation.
Get to Know Your Employees
Be willing to take the time to meet with and listen to employees, as much as they need or want. Schedule individual meetings to focus on pinpointing what really drives them and the type of recognition they prefer to receive. Spend time observing them and how they interact with the rest of the team. Some people prefer public recognition while others do not.
Focus Conversations on Meaningful Choice, Competence and Progress
Ensure that your conversations with team members are focused on the value of their employee contribution. In the article, "The Four Intrinsic Rewards That Drive Employee Engagement," by Kenneth Thomas, he discusses the importance of encouraging employees to "use their intelligence and experience to direct their work activities to accomplish important organizational purposes." Employees make judgments about their work based on the following:

The meaningfulness of their purpose.

The degree of choice they have for doing things the right way.

The competence of their performance.

The actual progress being made toward fulfilling the purpose.

To foster motivation, leaders should weave these components into conversations with employees to ensure they understand the value they bring to the team.
Align the Intrinsic and Extrinsic Rewards
Each element of a reward system should support the others. For example, employee behavior should be recognized and included when considering raises, bonuses and/or promotions. Employees should feel this connection between the two. It is often helpful to keep written notes on these behaviors so when evaluating annual performance, it is easy to cite specific examples of behaviors that lead to outcomes such as a particular percentage raise.
Foster Collaboration among Your Team
Being part of a team and feeling a sense of belonging provides intrinsic rewards for employees because it fosters a stronger sense of meaning and responsibility. Teamwork can also facilitate getting innovative work done, something that can be rewarded extrinsically. Encourage employees to work together by assigning teams to complete work. Give them the tools and resources they need to effectively collaborate and place emphasis on the work they do together.

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The Why and What of Motivation - Training Industry

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Motivation is a word that is tossed around a lot-motivation to lose weight, to accomplish more and to do just about anything! But what is motivation? Motivation is what drives people to success. Think about people who are motivated to lose weight-the more driven they are, the greater success they have.

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ProjectManager.com

Is leadership good and management bad? Of course not, both are important. Jennifer Bridges, PMP, explains their roles in project management in this short tutorial video.

Here's a screenshot of the whiteboard for your reference!

In Review - Leadership vs. Management, What's the Difference?

Today's video topic is surprisingly controversial, Jennifer noted. There are many who stand on one side or the other of the great divide between leadership and management, demonizing one and praising the other.

You don't have to look far to find examples of either persuasive leaders who have done terrible things or efficient managers who lack the soft skills to lead and inspire. That's why Jennifer wanted to focus on what the differences between the two are and why a combination of both is ideal.

Leadership

What is leadership? It's the action of leading a group towards a common goal. People who lead have three common attributes:

1. They inspire others to share their vision.

2. They motivate others to act on that vision.

3. They encourage others and help them overcome obstacles in pursuit of that vision.

Jennifer quoted President Dwight D. Eisenhower, who said, "Leadership is the art of getting someone else to do something you want done because he wants to do it."

10 Leadership Skills

Jennifer went on to list the skills that make up great leadership, while acknowledging that there are more. But these are some of the core values of a strong leader:

1. Communication: The ability to disseminate information and listen actively.

2. Motivation: Getting people to want to do what you need them to do.

3. Delegation: Knowing that you can't do everything and trusting others to help you carry the load by completing assigned tasks.

4. Positivity: Keeping a positive attitude, regardless of the situation, helps with morale.

5. Trustworthiness: People aren't going to listen to you or do what you ask if you don't first instill a sense of trust.

6. Creativity: There will always be problems that can't be solved by rote; you must think creatively and be open to taking chances.

7. Feedback: Leadership doesn't take place in a vacuum. Listen to your team, stakeholders, advisors, mentors, etc., and take their opinions seriously.

8. Responsibility: You can't expect people to follow you if you're not taking responsibility for the bigger picture and your behavior.

9. Commitment: You also cannot expect to lead others if you are not committed to the project.

10. Flexibility: Things change, and rigidity can ruin a project, so you must be willing to adapt and not hold too tightly to anything.

Management

What is management? It's the process of dealing with or controlling things or people. But the emphasis does tend to be on things rather than people.

Managers are people who plan, organize and coordinate. They are methodical and are always reassessing their process to make sure they're progressing as planned. If not, they tweak to get back to their baseline assessment.

Jennifer quoted management consultant, educator and author Peter F. Druker, who said, "What's measured gets improved." So, you can see a difference in that managers approach things more systematically, seeking metrics and tools to measure their progress and adapt their process accordingly.

Top 10 Management Skills

To further highlight the differences and the complementary nature of leadership and management, Jennifer noted 10 of what she considers the most important skills for any manager to have.

1. Interpersonal Skills: While managers aren't exclusively dealing with people, they still must interface with them, and the better they do so, the smoother the management process.

2. Communications: Being able to manage is being able to communicate what you need to who needs to do it.

3. Motivation: The same is true for motivating people to follow your management lead.

4. Organization: You must be organized. Management is made up of many parts, and they cannot be handled on the fly.

5. Delegation: No one can manage everything themselves, and if they try, they're going to fail. So, share responsibilities and tasks with others.

6. Forward Planning: A manager is a planner who looks towards the future and how to set themselves up for it today.

7. Strategic Thinking: Part of that planning is thinking strategically about the project, the organization and how to align them moving forward.

8. Problem Solving: Managers face issues daily, and they must think creatively to solve them.

9. Commercial Awareness: Managers are not working in a vacuum and need to have a keen sense of the business and commercial environment in which they operate.

10. Mentoring: In order to get things done, sometimes a manager must become a mentor, offering guidance or training where it's needed.

You probably have noticed that many of the skills for leadership and management are the same. Not all of them, but enough to build a Venn diagram where the best leaders and managers meet in the middle.

Pro-Tip: Every leader and manager worth their salt knows that they can always work towards improving their skills. There are many leadership and management programs online and at schools, and there's likely at least one to suit your needs and your schedule.

Thanks for watching!

Transcription

Today we're talking about leadership versus management and what's the difference. Well, I'll tell you. This topic sure can stir up a crowd because you have some people who think leadership is great and management is bad and vice versa.

But the truth is, we probably all know examples of leaders who were very influential, who have really done some really bad things in the world. We can also think of probably some managers who were great and vice versa.

So today I wanna look at both of these and we wanna sort through. We wanna see what the differences are and I think you'll see why we really need a combination of both if we're managing projects or trying to get some kind of initiative done for our company.

So let's talk about first, leadership and look at what leadership is. So leadership is the action of leading a group towards a common goal. If you think about, you've heard that leaders lead people, they inspire, they motivate, and they encourage.

So here's a quote that I love by Dwight D. Eisenhower, it says, "Leadership is the art of getting someone else to do something that you want done because he wants to do it." I think that's a great quote and sums up leadership very well.

So you can look through all kinds of leadership material, but I like the outline of these top 10 leadership skills.

Number one, communication. Being able to communicate effectively with the group.

Number two, motivation. It requires a lot of motivation to get people to do what they don't want to do.

Delegation, being able to delegate things that are best suited for someone else.

Positivity, keeping people positive, probably sometimes in the worst of things.

Trustworthiness, being able for your people you're leading to trust you.

Creativity, there are most times when we're trying to do a project or initiative where things constantly change, so it's important to be creative and think through solutions and roadblocks.

Feedback, being able to receive feedback but also give feedback constructively without offending anyone but being able to help them.

Number eight, responsibility. Taking the responsibility for actions and getting things done.

Also, commitment. Once committing to something, sticking through the thick and thin until the end.

And then ten, flexibility. Again, knowing that any project or initiative things we do likely are going to have changes, so being able to be flexible to look at different angles and consider changing course when we need to.

Okay, now let's look at management. So where leadership was the ability to lead people, this is the process of dealing with or controlling things or people. So where leadership is leading people, management is managing things.

So managers, they plan, they organize and they coordinate.

Here's a quote by Peter Drucker, and you can't really argue with his management. He's one of the leading leadership and management thinkers of our time. It's, "What's measured gets improved."

So again, looking at some of the skills of managers here, just, you know, there are many, but here are some of the top 10 skills.

So number one, interpersonal skills, being able to communicate with people at having great soft skills.

Number two, communication. Again, like leaders, they have to communicate effectively through written, oral and other types of communication.

Number three, motivation. Although managers are trying to get things done, there's also the component of motivating people to get the task and activities done.

Organization, being able to plan out, organize and coordinate things for the plan.

Number five, delegation. Again, it takes a skill to be able to delegate appropriately to the right people.

Number six, forward planning, always thinking ahead where are we going next.

Number seven, strategic thinking, looking at the big picture and then being able to take that through and fill out the details.

Number eight, problem-solving. Again, most anything we do with projects or initiatives, things are always changing, problems always arise. So having the capability to problem solve is essential.

Number nine, commercial awareness. That's really understanding the industry, the market that you're in or that the manager is in and understanding how that impacts how the economy and all kinds of financial situations can change and impact things.

And also ten is mentoring. So a manager getting people to get things done, sometimes they may need additional training or mentoring and they're really good at that.

So as you can see, some of the communication, motivation, delegation, some of these skills are different or the same, but you can see where leadership and management vary.

So if you need a resource for additional information on leadership and management skills, then sign up for our software now at ProjectManager.com.

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Leadership vs. Management, What's the Difference?

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ProjectManager.com Is leadership good and management bad? Of course not, both are important. Jennifer Bridges, PMP, explains their roles in project management in this short tutorial video. Here's a screenshot of the whiteboard for your reference! Today's video topic is surprisingly controversial, Jennifer noted.

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The resources presented will reflect the relationship between leading and management and how the two are completely different but what makes up a good leader for their employees. The articles will also identify and explain the different types of leadership skills. The articles will also highlight the importance of motivating the employees within the work environment to strive for the main goal of the company.