comparative value priorities of chinese and new zealand

complex organizations. The actions described below are taken near verbatim from
Kotter’s article, they are:
One Contextual Issue: The Differences between Management and Leadership
Management Leadership
Companies manage complexity first by Leading an organization to constructive
planning and budgeting, setting goals for change begins by setting a direction,
the future and establishing detailed steps developing a vision of the future, along
for achieving those goals, then allocating with strategies for producing the changes
resources to accomplish those plans. needed to achieve that vision.
Management develops the capacity to
achieve its plan by organizing and
staffing, creating an organizational
structure and set of jobs for accomplishing
requirements, staffing the jobs with
qualified individuals, and communicating
the plan to those people, delegating
responsibility for carrying out the plan,
and devising systems to monitor
implementation.
Finally, management ensures plan
accomplishment by controlling and
problem solving, monitoring results vs. the
plan in some detail, both formally and
informally by means of reports, meetings,
and other tools; identifying deviations
from the plan; and then planning and
organizing to solve the problems.
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The leadership activity at this stage is
aligning people, that is, communicating
the new direction to those who can create
coalitions that understand the vision and
are committed to its achievement.
For leadership, achieving the vision
requires motivating and inspiring,
keeping people moving in the right
direction, despite major obstacles to
change by appealing to basic but often
untapped human needs, values, and
emotions.
The two sets of actions reflect concerns with transactional leadership, which is
concerned with task orientation in managerial leadership, and transformational
leadership, which is more concerned with the actions of leaders related to relationships