There is no much difference between management and leadership. Both of these people carry similar activities. However, there are notable differences between these people. PPD Consultants is such an organization that has both leaders and managers. The following are some of the differences between these individuals. To start with, the managers are involved in the development of policies.
The policies to be followed in the organization are entirely entrusted on the managers to develop them. On the other hand, leaders are involved in the development of guiding principles in the organization. Another difference is that the manager is involved in finding out solutions and answers to the problems that come up in the organization (Myatt, 2008).
The leader, on the other hand, is involved in the identification of the problems, and the questions that arise in the organization. Managers are also known to avoid risk, and if it is impossible to do so, they tend to find a way of fighting the risk. On the other hand, leaders are usually beneficially of the risk that exists around them.
The meaning of this is that leaders thrive in existence to the presence of the risk in a bid to exploit them. Managers involve themselves in the development of systems and procedures that are used in the organization (Colvard, 2003). The procedures determine how the organization is going to run when the organization is carrying out its activities.
On the other hand, leaders engage themselves in building a team or teams that will be involved in the organization as procedures are being followed. On the same note, the leaders are also involved in the development of talent needed to run the organization.
As a clinical research associate, I have been involved in controlling and controlling entails checking whether the standards that the organization requires to be in existence occur in the organization. In a bid to ensure that the organization objectives are met, the management needs to ensure that proper controlling is carried and any deviation is corrected.
At PPD, controlling is not only done when there is the existence of errors, but it also foresees the actions that need to be taken to solve any problems that may arise. Controlling, therefore, entails predetermining the standard an organization seeks to achieve and then comparing these standards with the current standards that are in existence in the organization.
The main aim of doing this is ensuring that the organization performs satisfactory and by its objectives and mission. PPD is also important as it teaches us that controlling is a process. For one, there have to be some set standards. The standards set are the ones that the organization aims to achieve (Kersten, 2006). At that point, there is the actual performance the organization is achieving at the time.
Comparing the two then follows, to find out whether there are any discrepancies between them. Deviations that are in existence are then analyzed and duly noted. Finally, the organization responds to these deviations by instilling measures designed to improve the situation that is already in existence.
The basic elements of controlling are also incorporated in PDD and include the condition that needs the control, the activator, sensor, and the comparator. All these are notably of importance in ensuring that the organization is well controlled and is in the right track of meeting its objectives.
References
Colvard, J. (2003). Managers vs. Leaders. Web.
Kersten, W. (2006). Managing risks in supply chains: how to build reliable collaboration in logistics. Berlin: Erich Schmidt Verlag GmbH.
Myatt, M. (2007). Leadership Matters: The Ceo Survival Manual, What It Takes to Reach the C-suite and Stay There. New york: Mike Myatt.