BUS 210 Module 1 Managing Versus Leading Discussion example

Reviewed by Portia Lambrick, MBA Managing and Leading in Business Southern New Hampshire University Full sample paper Free custom sample in 24 to 48h

This complete BUS 210 Module 1 discussion post opens the course with the distinction it is built on, managing versus leading. A composite newly promoted manager at one store of a regional pet supply chain finds that the schedules, inventory counts and reports are in order, but the team is disengaged and turnover is high. The post explains what management and leadership each contribute, applies both to the first month in the job, and asks classmates which one their own best supervisor was stronger at. The store is a teaching composite, while the research cited is published.

What this page holds

A BUS 210 Module 1 discussion reply of roughly 350 words distinguishing management, which brings order and consistency, from leadership, which sets direction and moves people, and showing how a new store manager needs both in the first month. Searches like "bus 210 module 1 assignment", "bus210 module 1 managing versus leading discussion" and "bus 210 module 1 example" land here.

The BUS 210 Module 1 example, in full

1

Module One Discussion: Managing and Leading

Re: The schedule works; the team doesn't

Picture a composite store manager promoted from assistant at a regional pet supply chain. The store she inherits runs on time. Schedules are posted two weeks out, inventory counts reconcile and the weekly report goes in every Monday. Yet three of her eleven employees quit in the last quarter, the grooming team barely speaks to the sales floor, and customer survey comments mention staff who seem not to care.

The distinction drawn by Kotter (1990) explains her situation. Management copes with complexity: it plans, budgets, organizes, staffs and controls so that results are predictable. Leadership copes with change: it sets a direction, aligns people behind it and motivates them to overcome obstacles. Her predecessor was a capable manager; the reports prove it. What the store lacked was leadership. A store can be well managed and still be going nowhere, and the people working in it can feel the difference.

Her first month needs both. On the management side, which covers the classic functions of planning, organizing, leading and controlling (Robbins & Coulter, 2021), she should keep the schedule and inventory systems running, because a new manager who lets the basics slip loses credibility quickly. On the leadership side, she should meet each employee individually, ask what gets in the way of good work, and give the store a clear, simple goal such as raising grooming rebooking, which would give the groomers and sales staff a shared reason to cooperate. She should also be visible on the floor during the busiest hours, doing some of the work herself, because a new leader earns trust faster by showing up than by announcing changes from the office. Research on leadership suggests that inspiring people and paying attention to them individually are consistently associated with follower satisfaction and motivation (Judge & Piccolo, 2004).

My question for classmates: think of the best supervisor you have had. Were they a stronger manager or a stronger leader, and what did that look like day to day?

What this page is doingThe post turns an abstract distinction into a first-month plan, assigning specific actions to management and to leadership. Grounding each concept in a source and an action is what the discussion rubric rewards.
2

References

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755

Kotter, J. P. (1990). A force for change: How leadership differs from management. Free Press.

Robbins, S. P., & Coulter, M. (2021). Management (15th ed.). Pearson.

How this BUS 210 Module 1 example is structured

The post begins with a concrete situation so the distinction has something to act on. It defines each concept through what the new manager must do, drawing on a classic comparison, then describes a first-month plan that uses both. It ends with a question inviting classmates to reflect on a supervisor they worked for.

Get BUS 210 Module 1 written to your instructions

Send the BUS 210 Module 1 prompt with its rubric; a post on managing, leading or your own management style comes back within 24 to 48 hours, and your first is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.

Request this module free All BUS 210 modules Finished samples

BUS 210 Module 1 questions, answered

What is BUS 210 Module 1 usually about?

Managing and leading courses generally open with the difference between management and leadership, the basic functions of management and the idea that effective managers develop their own style. Discussions often ask students to describe managers or leaders they have worked with.

What is the difference between managing and leading?

Management is concerned with planning, organizing, staffing and controlling so that an organization runs predictably. Leadership is concerned with setting direction, aligning people and motivating them, especially through change. Most roles require both, in proportions that depend on the situation.

What are the four functions of management?

The four classic functions are planning, which sets goals and how to reach them; organizing, which arranges people and resources; leading, which directs and motivates people; and controlling, which measures performance against goals and corrects course.