$2025-$ Thapar

Answered: $7/100$

$(1)01$ hour $53$ mins

mprehension

set of processes that can keep a complicated system of people and technology running smoothly. The most central characteristics of management inclu izing, staffing, controlling, and problem$-$solving. Leadership is a set of process that generates organisations in the first place or acclimatizes them to exp ship outlines what the impending should look like, bring into line people with that vision, and inspires them to make it happen despite the obstacles. Th rposes here: Successful transformation is $70$ to $90$ per cent leadership and only $10$ to $30$ per cent management. Yet for historic motives, n$$merous orgar And almost everyone thinks about the problems here as one of managing change. For most of this century, as we created thousands and thousands of la an history, we didn't have enough good managers to keep all those bureaucracies functioning. Thus many companies and academies developed manage busands of people were stimulated to learn managing on the job. And they did. But, people were taught little about leadership. To some degree, manage $r$ to teach than leadership. But even more so$,$ supervision was the chief item on the twentieth$-$century outline because that's what was needed. For every who was a leader, we needed hundreds of managers to run their ever growing enterprises. Regrettably, for us today, this importance on management ha orporate cultures that dishearten workers from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The any cases, goes like this: victory creates some degree of market supremacy, which in turn produces much progress. After a while keeping the ever larger the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a robust importance on supervision but not on heads take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins t ke any renovation struggle much more problematic. Arrogant managers can over evaluate their current performance and competitive position, listen poc employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures an smother those who want to respon adership leaves no fore inside these organizations to break out of the morass.

panies and universities develop programmes to prepare managers in such a large number?