Discussion Question: Managed Or Under Led In Many Organizati

Discussion Question 1over Managed Or Under Led1many Organizations A

Many organizations are over-managed and under led. Do you agree with this statement? Discuss. Explain the summary dichotomy: managers versus leaders – as it relates to the organization (from Storey Text, Chapter 1). Provide an example of an organization that has been over-managed or underled. Please respond in two paragraphs or less. Responses must be properly cited and clearly written, with proper spelling, grammar, and APA format. Scholarly sources should be incorporated into your writing.

Paper For Above instruction

The assertion that many organizations are over-managed and under-led highlights a prevalent issue in contemporary organizational structures. Management traditionally focuses on planning, organizing, and controlling resources to achieve specific objectives, emphasizing efficiency and stability (Storey, 2012). Leadership, on the other hand, involves inspiring, influencing, and guiding employees towards a shared vision, fostering innovation and adaptability. When organizations become excessively bureaucratic with numerous layers of management, they often lose sight of the importance of visionary leadership. This over-management can create rigidity, stifle creativity, and diminish employee motivation, leading to a disconnect between management's actions and the organization's strategic needs. Consequently, the organization risks becoming insular and resistant to change, which can be detrimental in dynamic markets (Northouse, 2018).

An example of an organization that has historically been over-managed and under-led is General Motors (GM) during its period of stagnation in the early 2000s. GM's complex hierarchies and focus on bureaucratic procedures slowed decision-making processes and hindered innovation (Thompson & Strickland, 2015). While GM employed extensive managerial oversight, it lacked the effective leadership necessary to inspire transformation and adapt to the rapidly changing automotive industry, especially in the face of emerging competitors and technological shifts. This imbalance contributed to strategic missteps and financial difficulties, illustrating the detrimental effects of over-management coupled with inadequate leadership. Such cases underscore the importance of balancing managerial controls with strong, visionary leadership to ensure organizational resilience and growth.

Research suggests that effective organizations prioritize leadership development as a means to complement management systems, fostering agility and employee engagement (Bass & Bass, 2008). Leaders inspire change, cultivate culture, and motivate teams, which management alone cannot achieve. Therefore, organizations should focus on developing leadership capabilities alongside traditional management practices to navigate complex environments successfully.

References

• Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed.). Free Press.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Storey, J. (2012). Human Resource Management: A Critical Text. Cengage Learning.
• Thompson, A. A., & Strickland, A. J. (2015). Strategic Management: Concepts and Cases (15th ed.). McGraw-Hill Education.