The primary responsibilities of the Conductor are to unify performers, set the tempo, execute clear preparations and beats, listen critically and shape the sound of the ensemble, and to control the interpretation and pacing of the music.
Conductors act as guides to the orchestras and/or choirs they conduct. They choose the works to be performed and study their scores to which they may make certain adjustments (e.g. regarding tempo, repetitions of sections, and so on), work out their interpretation, and relay their vision to the performers. They may also attend to organizational matters, such as scheduling rehearsals, planning a concert season, hearing auditions, and promoting their ensemble in the media.
Among most common conducting techniques:
Although there are many formal rules on how to conduct correctly, others are subjective, and a wide variety of different conducting styles exist, depending upon the training and sophistication of the conductor.
Communication is non-verbal during a performance; however in rehearsal frequent interruptions allow directions as to how the music should be played. During rehearsals, the conductor may stop the playing of a piece to request changes in the phrasing or suggest a variation in the timbre of a certain section. In amateur orchestras, the rehearsals are often stopped to draw the musicians' attentions to performance errors or transposition mistakes.
Conducting requires an understanding of the elements of musical expression (tempo, dynamics, and articulation) and the ability to communicate them effectively to an ensemble (cues). The capacity to inoculate nuances of phrasing (intensity, gradient) and expression (attitude) through gestures is also beneficial. Conducting gestures are preferably prepared beforehand by the conductor while studying the score, but may sometimes be spontaneous.
Of all conducting techniques, I consider cueing being one of
the most important. It relates to anticipation, being ahead of the game, seeing
around the corner and all other qualities that distinguish leaders from
followers.
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Managing is the act of directing a business performance, such as a manufacturing process, by means of communicating technical directions to performers during the operations (directly or subliminally).
The primary responsibilities of the Manager are to unify subordinates, set the agenda, execute clear preparations and plans, observe critically and shape the output of the ensemble, and to control the budget and timely completion of the work.
Managers act as guides to the departments or companies they manage. They choose the opportunities to be serviced and study their requirements to which they may make certain adjustments (e.g. regarding priorities, resource allocations, and so on), work out their implementation plan, and relay their vision to the performers. They may also attend to organizational matters, such as scheduling reviews, planning a business cycle, recruitment and training, and promoting their company in the market.
Among most common managing techniques:
Although there are many empirical rules on how to manage correctly, others are subjective, and a wide variety of different managing styles exist, depending upon the training and sophistication of the manager.
Communication is less intense during the execution; however in planning and training phases frequent interactions allow directions as to how and when the work should be performed. During project reviews, the manager may stop the presentation of a plan to request changes in the process or suggest an alternative solution. In low automated work-centres, the processes are often stopped to draw the operators' attentions to performance issues or quality mistakes.
Managing requires an understanding of the elements of business nature (time, expectations, cost) and the ability to communicate them effectively to an organization (cues). The capacity to inoculate a sense of urgency (sequence, priorities) and commitment (attitude) through personal example is also beneficial. Managing actions are preferably planned beforehand by the manager while studying the scope, but may sometimes be spontaneous.
Of all managing mandates, I consider prevention being one of
the most important. It relates to anticipation, being ahead of the game, seeing
around the corner and all other qualities that distinguish leaders from
followers.
Remember, the main purpose of a musical performance is
harmony, not individual prominence! The same should be valid in business!
I rest my case…
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