ARTICLE CRITIQUE 1
Lopez’s article questions the variation in the definition andapplication of management and leadership when instructing businessstudents. Through the author’s analysis of both concepts, thearticle acts as a useful resource to instructional design, talentmanagement as well as human resource development.
Instructional design refers to the strategy applied in the deliveryof information (Armstrong, 2004). Illustrations of these strategiesinclude question approach or reinforcement. Instructional design alsorefers to the evaluation of learning needs, in addition to asystematic improvement of teaching (Armstrong, 2004). The designbasically makes reference to a teaching approach, which when followedeases the transfer of knowhow to the receiver of instruction. Basedon these definitions, the article’s usefulness to instructionaldesign becomes apparent. Lopez (2014) has a clear strategy in thediscussion, which is the question approach. In the article, theauthor questions whether the continuous approach of separatingleadership from management by business schools is an effectivebusiness instruction approach in the twenty first century. Lopez(2014) clearly identifies the learning need on the relationship amidmanagement and leadership. The article notes “given the manner inwhich the concept of leadership and the concept of management havemoved apart, in terms of function and relevance” it becomessignificant to comprehend the impacts of such ideas amidst businessstudents (Lopez, 2014). Hence, the article suggests that continuedseparation of leadership instruction and management, progresses tooffer business students with possibly misleading information.Students seem to place more significance to leadership thanmanagement. Generally, the article is important in instructionaldesign, because the author provides an advent instructional design onmanagement and leadership, which makes it possible to avoidmisleading students on the application of both concepts.
Talent comprises of the people that have the capability of making adisparity to the performance of an organization. This is via theirimmediate contribution to achieving organizational objectives. As aresult, talent management is defined as the identification,involvement and retaining of individuals identified to have talent inan organization (Ariss, 2014). Both managers and leaders areimportant to an organization. As Lopez (2014) demonstrates, the rolesof management include leading, controlling, organization as well asplanning. On the other hand, leaders are the vision of theorganization and have the ability to encourage and influencesubordinates. Based on these definitions, the article separates thetalent of a manager and that of a leader. However, Lopez is quick tonote that during instruction to business students, teaching seems toplace more emphasis on leadership as a better role than management.Thus, many students are less likely to see the significance ofstudying management. This is because “separating leadership andmanagement makes the manager a mediocre bureaucrat and the leader anuntouchable divine individual” (Lopez, 2014). By presentingmanagement as boring, more students are likely to opt to studyleadership. Hence, more talent is developed in leadership and lesserin management. The article contributes to talent management bydemonstrating the relevance of both management and leadership asimportant talents in an organization. Thus, business students shouldnot be taught to deem either concept as more important.
Human resource development is the training as well as developmentthat an organization provides to employees (Wilson, 2006). Byoffering training, the organization aims at enhancing the knowhow,expertise, education and capabilities of their workforce. The articleis important to HR development because it acts as a guideline on whyorganizations should not separate leadership from management. Lopez(2014) offers a historical context of both management and leadership.The historical analysis presents the two concepts as unique. Themanager is depicted “as an action character and the leader appearsas a visionary” (Lopez, 2014). The author notes that despite theuniqueness, both managers and leaders are important HR to anyorganization. Separating both concepts creates confusion amongbusiness learners that will in turn opt to study leadership at theexpense of management. In the long run, organizations will lack anequally important human resource member that is managers. Lopez(2014) concludes her article by noting that “management andleadership are complementary activities and should be taught assuch”. This is an important analysis for organizations engaging inhuman resources development. The article provides a framework formerging and developing both concepts simultaneously within anorganization.
The article uses aninstructional approach to argue that many business students have beenmade to believe that management and leadership are differentconcepts. According to Lopez, business authors deem that theobjective of management is to plan, lead, control and organize.Contrary, leaders are visionary people capable of influencing as wellas motivating others. The author notes that such disparity in theconcept of management and leadership is unsuitable in 21st centurymanagement. This is because it results in possible negativeimplications for organizations. By business authors depictingleadership as more important than management, more business studentsopt to study leadership. Hence, organizations will eventually havelesser managers. Lopez notes that both managers and leaders must worksimultaneously to ensure organizational growth. Thus, the articleconcludes, it is not possible to separate both concepts wheninstructing business students.
Ariss,A. A. (2014). Globaltalent management: Challenges, strategies, and opportunities. Cham: Springer.
Armstrong,A. M. (2004). Instructionaldesign in the real world: A view from the trenches. Hershey: Information Science.
Lopez, R. (2014).The relationship between leadership and management: Instructional approaches and its connections to organizational growth. Journalof Business Studies Quarterly, 6(1), 99-112.
Wilson,J. P. (2006). Humanresource development: Learning & training for individuals & organizations. London:Kogan Page.