The Four Pillars: Leadership, Management,

Command, & Control

While there is much agreement nowadays about the need for good leaders and managers, the
need for command and control have come under fire as organizations move away from
hierarchical (vertical) layers to horizontal or flat structures. However, command and control are
just as important as leadership and management if we return to their true meaning. In fact, they
are the four pillars of every organization as they directly drive the organization. Used properly,
the organization will grow; used improperly, it will sink.

These are not distinct processes, but rather concepts that all leaders perform in order to build and
strengthen their organizations.
As the above diagram shows, the four pillars overlap, thus they are not separate processes. This
blending gives the organization the ability to focus on opportunities and deal with threats
(Department of the Army, 1987, 1996):

 Leadership drives the interpersonal aspects of the organization, such as moral and team
spirit.
 Management deals with the conceptual issues of the organization, such as planning,
budgeting, and organizing.
 Command guides the organization with well thought-out visions that make it effective.
 Control provides structure to the organization in order to make it more efficient.
Command and Control

While most people think of command as simply telling others what to do, it goes far beyond that.
Command is the imparting of a vision to the organization in order to achieve a goal. It does this
by formulating a well-thought out vision and then clearly communicating it. Command
emphasizes success and reward. That is, the organization has to be successful to survive and in
turn, reward its members (both intrinsically and extrinsically).

An example would be visioning a process that helps to increase informal learning and make it
more effective. A bad vision would be implementing a social media tool, such as a wiki or
Twitter. This is because social media tools are the means rather than a goal. That is, they are
specific objectives that enable you to achieve your goal (vision).

Now you might implement a social media tool as explained below, but the real goal is to increase
interactions that lead to informal learning, while a supporting process is the tool itself.
Visions do not have to come from the top, but rather anywhere within the organization. Informal
leaders are often good sources of visions; however, if the vision requires resources, then they
normally need the support of a strong formal leader.

In contrast, Control is the process used to establish and provide structure in order to deal with
uncertainties. Visions normally produce change, which in turn produce tension. These
uncertainties cause tensions that leaders must deal with so they do not impede the organization.
This is far different from most peoples' conception in which they think of control as controlling
others.

For example, an organization might implement a new social media tool to enable its worker to
interact with others and aid the process of informal learning more effectively. After
implementing the tool the leader might ask, “Is the tool we provided to increase the effectiveness
of informal learning really working?” Thus, control is also used to measure and evaluate.

Inherent in evaluation is efficiency — the act of examining the new tool often leads to processes
that make it more efficient. This can be good because it can save money and often improve a tool
or process. The danger of this is if the command process is weak and the control process is
strong then it can make efficiency the end-goal. That is, it replaces effectiveness with efficiency.

A good example of this is our recent recession and its effects on our economy that caused many
organizations to perform massive layoffs. Now the very same organizations are complaining that
they cannot find qualified workers. Efficiency overrode effectiveness—they failed to realize that
they would need a trained and skilled workforce in the future.

Leadership and Management

Management's primary focus is on the conceptual side of the business, such as planning,
organizing, and budgeting. It does the leg work to make visions reality. Do NOT equate the term
“management" with “controlling people." Management is more about ensuring that the
organization's resources are allocated wisely, rather than trying to control people. In fact, good
managers know that trying to control others is extremely difficult if not impossible.

Management helps to acquire, integrate, and allocate resources in order to accomplish goals and
task. Going back to the above example of increasing informal learning by implementing a new
social media tool, the managers must look at the real goal, rather than the tool. The real goal is to
increase informal learning and human interactions in order to make them more effective, not to
put into place a social media tool. The tool is simply an objective to help you reach your goal.

If the tool becomes the primary goal, then the wrong polices could be put into place that decrease
its value as an informal learning tool, for example, implementing a policy that no one in the
company can ask a question on Twitter as it might make us look stupid or our competitors will
know what we are trying to do. This policy removes the real purpose of the tool—enabling the
employees to learn informally from each other.
Secondly, if the focus is only on the tool, then other options are omitted, such as tearing down
cubicles and creating open spaces where people can meet with each other.

In contrast, Leadership deals with the interpersonal relations such as being a teacher and coach,
instilling organizational spirit to win, and serving the organization and workers.

The Synergy of the Four Pillars

While all four processes have their place, they are not implemented separately, but rather in
concert. Using the example of implementing a new social media tool for increasing informal
learning:

 Command communicates the vision or goal to the best people who can implement it.
Throughout the process, it adjusts to new knowledge and refines the vision.
 Management allocates the resources and helps to organize the activities that will make it a
reality. This is normally a continuous process, rather than a single activity.
 Leadership helps to guide, coach, and motivate the people to do their best throughout the
entire process.
 Control looks for opportunities to reduce risks, which in turn makes the process more efficient.

The four pillars need to be in harmony with each other. As the diagram below show, when one or
more of them is too strong, the organization falls out of balance:
Likewise, if any of the pillars become too weak, it drives the organization out of balance:
Thus, the four pillars must consistently be weighed against each other to ensure they are in proper
balance so the organization can grow and prosper.
Introduction

A process is a systematic way of executing tasks. It is concerned with the transformation of

inputs into outputs. An analysis of the management process will help us understand the functions
that managers perform. However, before we analyse, we need to understand what is
management process all about.

How Do You Define a Management Process?

Management is a process that brings scarce human and material resources together and motivates
people to achieve common organisational goals. It is not a one-time act but an ongoing
progression of complementary activities.

In simple words, a management process is a well-defined system of setting goals, planning and
controlling any action’s execution. It constitutes a set of interrelated operations or functions
necessary to accomplish desired organisational objectives. These activities include but are not
restrained to:

 a project (project management system), or

 a process (process management system, sometimes referred to as the process performance
measurement and management system).

The senior management of an organisation is in charge of carrying out its management process.
However, this is not always true for all management processes; for example, sometimes, it is the
project manager’s responsibility to carry out a project management process.

Salient Features of a Management Process

The following features characterise a management process:

1. Management is Highly Aspirational

The achievement of pre-defined objectives is an essential aspect of the management process. It is

a medium to accomplish the goals and objectives established well in advance. Without any
purpose, there is no rationale for a management process in place. Every activity undertaken by an
organisation’s management should be goal-oriented. This achievement of pre-defined goals is a
measurement of the success of any organisation’s leadership.

2. Management is Omnipresent

In today’s world, management is pervasive. Be it clubs, governments, armies, or business

organisations; all require an efficient management system. The basic principles of management
apply to all spheres within an organisation. Managers at all levels execute the same essential
functions day in and day out. It is this persistent need that makes the management process a
universal concept.
3. Management is an Ongoing Process

Management is not a one-off affair; rather, it is a continuous exercise. The constant desire to
achieve varied organisational goals makes management an ongoing process.

4. Management is Abstract

Management is neither visible nor can it be felt in a real sense. One can only observe
management’s accomplishments and compare a well-managed organisation with one that has
been poorly managed.

5. Management is Social in Nature

Management is social because it involves interpersonal relations. The human element is the most
crucial factor in the management process as it is dictated by contrasting social values and
cultures. It is a function that transforms society, preserves the community, and endorses its future
interests.

6. Management is Versatile

Management deals with human reactions under enterprising conditions. The awareness and the
aptitude required for management comes from several disciplines like Sociology, Psychology,
Engineering, Economics, Anthropology, Mathematics, etc. It is this aspect that makes managing
a multifaceted experience.

7. Management is Conditional

There are several ways of doing things. An existing situation determines the most suitable
method of performing any task. Sometimes, it may be possible that management is not doing
things in the right manner due to the situation. Successful managers should account for these
specific situations.

8. Management is a Team Effort

An individual’s efforts are harmonised with the team’s efforts. A single individual cannot
manage the management function alone. All the managerial activities like the setting of goals,
the formation of plans and policies, implementation, and follow-up are the coordinated effort of a
group of people who envision an organisation’s future.

9. Management is an Administrative Function

The administration and management of the activities of people to accomplish predetermined

objectives are concerned with the management. Management is also known as an approach
through which a human group’s goals are set, defined and achieved.
Functions of a Management Process

At the basic level, management is a regimen that comprises five standard functions, namely,
planning, organising, staffing, leading, and controlling. These functions are part of a body of
practices and theories that educate on becoming an efficient manager.

The functions of the management process help managers focus their efforts to ensure
beneficial results. Let us take a look at the five conventional functions of the management
process.

1. Planning

Planning in management is a process of choosing apt goals and actions to pursue, and then
determining what strategies to use, what steps to take, and what resources are needed to achieve
the goals.

2. Organising

This process of defining working relationships allows workers to synergise their efforts to
achieve common organisational objectives.

3. Leading

This function involves stating a vision, influencing, persuading, motivating and inspiring
employees.

4. Staffing

Enlisting and recruiting employees for positions within the various teams and departments in an
organised manner.

5. Controlling

Evaluate the achievement of goals, improvement in performance and the ability to take action.
Put processes in place to help you establish standards, so you can measure, compare, and make
decisions.

Conclusion

Management is an unseen force that reflects the collective efforts of people. An efficient and
effective management process aligns individual interests with the organisation’s goals and
objectives as a whole. The success of organisations such as Reliance, Tata, Birla, etc., is not a
matter of luck or chance, but a result of following a deliberate process called Management.
Various management courses across multiple functions such as finance, human resources, product
management, marketing, information technology, and more are at the disposal of individuals with a
burning desire to succeed in the management function. Please tune in to upGrad to find out more about
the various management courses we have on offer.

1. Managerial Effectiveness
2. Effective management starts at a personal and then moves on to the personnel level.
Effective managers become role model for subordinates. They play a vital role in
improving the overall effectiveness of the organization. it is generally believed that
managerial effectiveness is an inherent quality of executives and cannot be learnt.
However the truth is that effectiveness can be learnt and with practice , can be
perfected . If effectiveness were something that is inborn , not many organization would
have seen so many successful managers. Managers can be trained to be effective.
Effective managers know the important role knowledge and people play in making an

organization successful .
3. Managerial effectiveness means performing managerial activities effectively . An
effective manager performs activities effectively and efficiently. This means doing the
right things and doing these things right. Many people believe that successful managers
are intelligent, imaginative and knowledgeable. However , only effectiveness
translates the intelligence , imagination, and knowledge into results and makes a
managers successful.
4. Characteristics of An Effective Manager
5. According to Peter Drucker , effective managers follows five basic practices:
1. They know how they spend their time. They stay in control of time and are
effective time managers.
2. They focus on their contribution to the organization. They focus on achieving
results rather than simply working with tools and techniques.
3. They build on strength. They empower the organization with the strengths of
the staffs, their superiors and themselves.
4. They concentrate on one activity at a time to produce effective results.
5. They take decisions after a systematic analysis of fact and information.
6. Basic managerial skills
1. 1. Planning skill. Planning is the first activity any manager needs to undertake .
Planning means deciding what need to be done . The underlying principle of
management planning is that the future situation will be different from the present
one. Therefore managers need to forecast the future situation and then prepare a
suitable plan to deal with it. effective managers collect information from various
sources before preparing a plan. They must collect information about the market
an the industry in which the organization is operating , some of the aims of
planning are:
1. -To achieve the objective of the organization . –
2. -To motivate the employees to attain high objectives.
3. -To maintain uniformity in term team work and provide the time necessary
to achieve goals.
 4. To serve as a yardstick to measure the attainment of goals.
2. Organizing skill. Organizing means putting things in order . Organizing the 4 M’S
i.e. man, money, machinery, and materials is the task of managers. the basic
principles a manager has to remember while doing the organizing are :
1. The objectives of the organization.
2. Identifying the right persons to delegate work.
3. Allocating duties and responsibilities along with authority and
accountability.
4. Structuring the lines of reporting in the organizational hierarchy
7. Contributions Managers are responsible for the contribution of their own efforts as
well as those of their subordinate. This responsibility for others contribution may
sometimes shadow their own contribution to the organization. Hence effective
managers should analyze what they can personally contribute . This helps them to
identify their own potential as the areas where their contribution is needed.
Managers who are not sure of what and how they can contribute to the organization
may be concentrating all their efforts in the wrong place or direction
8. How Managers Can Contribute
1. Direct Results. Effective managers should contribute to the organization by
producing results. In most cases, the results are direct for example , result like an
increase in the market share .