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Sections 4 and 5
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
294
 
Study Guide 
Intellectual level
 
D1 Leadership, management and supervision 
 
 
(a) Define leadership, management and supervision and explain 
the distinction between these terms. 
K 
(b) Explain the nature of management. 
K 
(i) 
Scientific/classical theories of management Fayol, Taylor 
(ii) The human relations school – Mayo 
(iii) The functions of a manager – Mintzberg, Drucker 
(c) Explain the areas of managerial authority and responsibility. 
K 
(d) Explain the situational, functional and contingency approaches 
to leadership with reference to the theories of Adair, Fiedler,
Bennis, Kotter and Heifetz. 
K 
(e) Describe leadership styles and contexts using the models of 
Ashridge, and Blake and Mouton. 
K 
 
1
The purpose and process of management 
Management
is responsible for using the organisation's resources to meet its goals. It is accountable to 
the owners: shareholders in a business, or government in the public sector. 
1.1 Managing organisations 
Management
 
may be defined, most simply, as 'getting things done through other people' (Stewart). 
An organisation has been defined as 'a social arrangement for the controlled performance of collective 
goals.' This definition suggests the need for management.
(a) 
Objectives
have to be set for the organisation. 
(b) 
Somebody has to 
monitor progress and results 
to ensure that objectives are met. 
(c) 
Somebody has to communicate and sustain