Running head: GROUP 3 FORUM 2
Group 3 Forum 2
Adam Russell, David McCready, John Raines, Kevin Leflore
Liberty University
Professor Layton
BMAL 501
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Abstract
The members of this group have read through, researched, collaborated, and determined the three
most important concepts from the assigned readings from week 2. The assigned readings
covered a multitude of topics related to organizational management and leadership, the history of
management and the theories established over time, and the functions of management. The
members of this group have selected management vs leadership, behavioral management theory,
and planning as the three most important concepts discussed. Each of these concepts are related
by understanding your role as a manager vs leader serving as the foundation. The behavioral
management theory and planning were identified as critical tools in developing subordinates and
increasing the success. Lastly the group researched these key concepts in the context of the
Bible and provided supporting arguments for their necessity in strategic leadership.
Keywords: management, leadership, behavioral management theory, planning
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Group 3 Forum 2
The members of this group were tasked to choose the three most important concepts out
of the assigned readings, which included a multitude of topics related to organizational
management and leadership, the history of management, the theories established over time, and
the functions of management. Through deliberation, the group decided upon management vs
leadership, behavioral management theory, and planning as the three most important concepts
discussed amongst the other topics. These chosen concepts will be discussed along with the
strategies for implementing them into organizations along with the integration of Scripture.
Management vs Leadership
It is difficult for many to define the difference or traits that separate a manager from a
leader or vice versa. Without much thought, many would define them as one in the same.
However, there are significant differences between the two that is vital for organizations to
understand. Knowing these differences and needed traits can assist a manager, leader, and
organization to better perform for not only the organization but for those who serve under them.
Managers and leaders perform two completely different and independent roles and tasks
from one another. According to Satterlee (2013), "management includes the functions of
planning, organizing, leading, and controlling" whereas leaders motivate, inspire, and "produce
important, positive change by providing vision, aligning people's efforts with the organization's
direction" (p. 4-5). More simply put by Marker (2010), "a good manager gets others to do what
he/she wants them to do" as "a good leader gets others to want what he/she wants" (p. 2).
Managers and leaders have different roles and different methods to obtain their end goals. These
roles are different but equally important and both are vital for an organization to succeed.
Strategies for implementation
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It is the responsibility of the organization to understand the roles of both managers and
leaders and how each is utilized within the organization. Once these roles are understood an
organization must seek out the most qualified individuals to fulfill the positions. Organizations
have many strategies and tools to guide their decisions in choosing who best will fit each role
and how each role will function in the organization.
In choosing a candidate to fulfill the position of a manager or leader, organizations have a
plethora of personality tests that can be utilized to see who will be the best fit based off the
criteria the organization is looking for. Although these can be an effective tool, they do not
always reflect what was determined on paper within the person once in the role. A more
effective strategy for organizations may be to research the current theories surrounding
management and leadership and choose the theory that best suits the organization. The
organization can then observe potential candidates in real-world situation and choose the one that
best matches the organization's needs.
Biblical application
Furthermore, the Bible provides many examples of the traits needed for a manager or
leader as the Bible is full of leadership. 2 Timothy 3:17 tells us that the Scripture is given to the
men of God to equip them for "every good work" (Holman Christian Standard Bible). One of
the most relevant verses is Philippians 2:3 which states, "do nothing out of rivalry or conceit, but
in humility consider others as more important than yourselves" (Holman Christian Standard
Bible). Managers and leaders must be selfless and place not only the needs of others before
themselves but also the organization's needs. It is this willingness that will allow the
organization as a whole to succeed.
Behavioral management theory
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Behavioral management is a critical tool that leaders and manager must learn and
implement at all levels within an organization. The success of an organization is directly related
to the effectiveness of its parts; specifically, it's human talent. No amount of technology can
completely replace the human factor. The effectiveness of technology largely relies on the
effectiveness of its human operator.
Both manager and leader are critical to the success of an organization (Satterlee, 2013, p.
5). Understanding your unique role as a manager or a leader provides you with clear direction
from which to operate. Satterlee (2013) states behavioral management "focuses on the behaviors
managers use to motivate employees to work effectively and demonstrate a commitment to the
organization's goals (p. 37). Robert Owen pioneered the idea that human talent is a resource to be
managed (Satterlee, 2013, p. 37). Operating under the premise that humans are a resource, one
can conclude that their effectiveness can be increased if properly managed through a set of
controls (Long, Sitkin and Cardinal, 2015, p. 407). The actions of a leader or manager towards
their subordinate’s act as a set of controls that have the potential to encourage desirable outcomes
and prevent undesirable outcomes (Merchant, 1982, p. 43). Stephen Covey (2003) states "often
the problem is in the system, not in the people" (p. 118). Therefore, as leaders and managers it is
imperative that you understand the human factor of our organization and manage appropriately.
Strategies for implementation
One simple way of implementing the behavioral management theory is Type Watching.
Type Watching begins by understanding oneself and then seeking to understand others (Kroeger
et al., 2002, p. 11). By understanding yourself and your subordinates, you are better able to
interact with them in a manner that empowers them to succeed. Another way in which the
behavioral management theory can be implemented is through a reward system. Stephen Covey
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(2003) suggests if you want to achieve the goals and values of your organization, you need to
align your reward system to reflect those goals and values (p. 116). Creating and implementing
such systems should be accomplished through careful planning.
Biblical Integration
The Bible is full of examples of behavioral management at work. As Christians, our
moral truth lies in the Bible and the examples of Christ. Colossians 3:23 tells us, "whatever you
do, work heartily, as for the lord and not for men" (English Standard Version). Ultimately, we
will answer to God for our actions on earth, both as leader and follower. As leaders God
instructs us to "shepherd the flock of God that is among you, exercising oversight, not under
compulsion, but willingly, as God would have you; not for shameful gain, but eagerly; not
domineering over those in your charge, but being examples to the flock" (1 Peter 5:2-3, English
Standard Version). This is an excellent example of managing our behavior for the benefit of our
subordinates. As biblical leaders, you are called to protect and mentor God's people. 1
Thessalonians 5:14 states, "we urge you, brothers, admonish the idle, encourage the fainthearted,
help the weak, be patient with them all" (English Standard Version). As a Manager or leader,
you are responsible for motivating the actions of your subordinates, protecting their interests and
encouraging their growth.
Planning
In terms of understanding those of whom you manage, as well as deliberately cultivating
the type of environment conducive to success in the workplace, the ideas above instill the
mindset and ability to achieve continuous development. This environment is crucial to the
bottom line, but to generate profitability and success in the future, organizations must take
careful consideration into their planning process. According to Arend et al. (2015), "Firms use
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strategic planning to focus activities and to increase efficiency; such planning prioritizes resource
investments and optimizes resource use" (p. 1743). Without this foresight, businesses and
organizations of all sizes can become stuck, observe consistently flat revenue with no additional
employment, and an increased sense of complacency.
Strategies for implementation
A critical first step in planning is to determine what your organization does well, what is
important, and how your organization can position itself going forward. Next, the organization
can utilize the Pareto principle, which states 80% of its value is created from 20% of its efforts.
"The strategy element of planning is to focus on what they're good at, what is their unique
advantage, what matters, which people are most important to you and what you can do for them
It's about positioning, determining your target market and product focus" (Berry, 2011, p. 4). By
narrowing the focus of their effort, organizations can increase the return on their resource
investment.
Biblical Integration
In the context of the scriptures planning is the foundation of stewardship. Mathew 25:14-
30 describes the parable of the talents. The master entrusts three servants with various amounts
of money to hold in trust. Upon returning to collect the money the master was angry at the thirds
servant for failing to use his money wisely. So also, you are called to be good stewards over that
which God has entrusted you. In the context of leadership, this means planning for success.
Proverbs 21:5 says "the plans of the diligent lead surely to abundance, but everyone who is hasty
comes only to poverty" (English standard version).
Conclusion
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Throughout this piece, a multitude of essential characteristics has been highlighted that,
when effectively combined, create lasting success for organizations of all sizes. There has also
been a discussion on the importance of a clear distinction between management and leadership,
and why understanding one's role is necessary to effectively operate a business. This point
continues through the behavioral effects desired upon successful implementation of the theory of
behavioral management were discovered, bringing forward the idea that as systems and
processes become ever more complex, people will always remain the most important resource of
a corporation and additional milestones of success are achieved when one gains the ability to
control that part of their environment. Finally, the notion of thinking ahead, to be aware of the
current climate of the organization, and project various scenarios into the future to achieve the
long-term goals set forth by a corporation's executive leadership team or board of directors was
discussed. While achieving measured success with any of these ideas will result in high levels of
success in the short term, it is the ability to conquer all aspects of the above to propel
organizations to see lasting, generational success.
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References
Arend, R., Zhao, Y., Song, M., & Im, S. (2015). Strategic planning as a complex and enabling
managerial tool. Strategic Management Journal, 38, 1741-1752.
http://dx.doi.org/10.1002/smj.2420
Berry, T. (2011). How business planning leads to better management. Retrieved from
https://www.entrepreneur.com/article/219424
Covey, S. R. (2003). The 7 habits of highly effective people (25th anniversary ed.). New York,
NY: Simon & Schuster.
Marker, D. (2010). Leadership or management? Management Quarterly, 51(2), 31-34.
Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/527842268?accountid=12085
Merchant, K. A. (1982). The control function of management. Sloan Management Review (Pre-
1986), 23(4), 43. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-
proquest-com.ezproxy.liberty.edu/docview/206766218?accountid=12085
Long, C. P., Sitkin, S. B., Cardinal, L. B., & Burton, R. M. (2015). How controls influence
organizational information processing: Insights from a computational modeling
investigation. Computational and Mathematical Organization Theory, 21(4), 406-436.
http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10588-015-9191-z
Satterlee, Anita. Organizational management & leadership: a Christian perspective (2nd ed),
Raleigh, NC, Synergistics international inc., 2013.
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