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Chapter 7 MANAGEMENT AND LEADERSHIP.  Who is a Manager?  In charge of success or failure of a business  Management– process of accomplishing the goals.

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Presentation on theme: "Chapter 7 MANAGEMENT AND LEADERSHIP.  Who is a Manager?  In charge of success or failure of a business  Management– process of accomplishing the goals."— Presentation transcript:


2  Who is a Manager?  In charge of success or failure of a business  Management– process of accomplishing the goals of an organization through the effective use of people an other resources  Entrepreneurs  Chief executives  Supervisors ROLE AND WORK OF MANAGERS

3  Preform 5 Functions  Planning—analyze information, set goals, make decisions  Organizing—identifying and arranging work and resources needed to achieve goals  Staffing—obtaining, preparing and compensating the employees  Implementing—direct and lead people to accomplish the planned work of organization  Controlling—determines if the business is accomplishing the goals it set out to reach  Managers divide up the responsiblities  Managing a business is a complex process; managers need to:  Make decisions  Solve problems  Respond to competition  Develop new strategies WHAT DO MANAGERS DO?

4  Most organizations have three levels of management  Top management  Set long-term directions and plans  Held accountable for the profitability and success  Most of their time is spent on planning and controlling activities  Job titles include Chief Executive Officer (CEO), President, Chief Operating Officer (COO), and Vice President  Mid-Management  Specialists for specific parts of company’s operations  Coordinate their work with other managers  Most of their time is spent organizing, staffing, and implementing functions  Job titles include Marking Manager, Information Technology Manager, Customer-Service Manager, Operations Manager, and Human Resources Manager MANAGEMENT LEVELS

5  Last Level  Supervisors  First level of management  Responsible for the work of employees  Plan the day-to-day work of employees they supervise; short-term goals of business  Most of time is spent implementing plans of executives and mid-managers  Management by Others  Some experienced employees are asked to serve as leaders for a work group MANAGEMENT LEVELS CONTINUED

6  The way a manager treats and involves employees  Tactical Management  The manager is more directive and controlling  Manager makes the major decisions  Strategic Management  Managers are less directive and involve employees in decision-making  Involves everyone in the decision-making process  Mixed Management  Combined use of tactical and strategic management MANAGEMENT STYLES

7  Need for Leadership  Ability to motivate individuals and groups to accomplish important goals  Management has changed  When employees don’t feel they are involved in decisions, they will not be committed to their work  People are the most important resource of a business  Cost of hiring, training and paying employees is usually highest expense WHAT IS A LEADER

8  Leadership Characteristics  Page 157  “Leaders were born not made” is a common statement; however many leaders learn more about the characteristics they need along the way  Preparing to be a Leader  Study leadership  Participate in organizations and activities  Observe leaders  Work with a mentor  Do a self-analysis and ask for feedback LEADERSHIP

9  The way people get along with each other  Determines whether a manager is successful or not and how they work with employees, customers, people from other businesses, and other managers  Human Relation Skills  Self Understanding  Understand own strengths and weaknesses  Improve decision-making ability by learning from mistakes  Understand others  Differences can improve a business  Get to know each person’s skill and abilities IMPORTANCE OF HUMAN RELATIONS

10  Human Relation Skills Continued  Communication  Formal or Informal  Internal or External  Vertical or Horizontal  Oral or Written  Must also be a good listener  Team Building  Help people understand each other  Be able to identify problems with the group and help solve them quickly  Developing Job Satisfaction  Influence how employees feel about their jobs on a daily basis  Pays attention to the needs and concerns of individual employees IMPORTANCE OF HUMAN RELATIONS

11  Influence allows a person to affect the actions of others  Kinds of Influence  Positive Influence– ability to get others to accomplish tasks because of the position the leader holds  Reward Influence– ability to give or withhold rewards  Expert Influence– group members recognize that the leader has special expertise in the area  Identity Influence– personal trust and respect member have for a leader  Influence is not always encouraging  With positive and reward influence some employees will do what they need to do to get by  Many leaders strive to have expert and identity influence INFLUENCING PEOPLE

12  Formal and Informal Influence  Informal Influence– leadership role is not part of a formal structure—identity and expert  Formal influence– leadership position is part of the organization’s structure—reward and positive INFLUENCING PEOPLE CONTINUED

13  Not everyone will have the same beliefs about what is ethical and what is not ethical  Businesses must develop an agreement on behaviors that are acceptable and unacceptable  What is ethical behavior  Ethics—principles of conduct governing an individual or group  Ethical Business Practices—ensures highest standards of conduct are observed in a company’s relationships with everyone who is a part of the business or is affected by the business  Ethical Behavior is made up of two parts  The actions of individuals and groups  The results of those actions IMPORTANCE OF ETHICAL BEHAVIOR

14  Ethical behavior meets these standards  It is lawful  It is consistent with company values and policies  It does not harm some while benefiting others  If the actions and results become public, it will not embarrass the company  Ethical Management  Besides leadership, managers also provide oversight on employees to make sure their actions are honest, responsible, and ethical IMPORTANCE OF ETHICAL BEHAVIOR

15  Preparing the Organization  Employees should know and understand the mission statement  Many businesses develop core values  Important principles that will guide decisions and actions in the company  Managers should work with employees to create core values  Ethical behavior should be a part of employee evaluation and promotions  Modeling ethical behavior  Actions speak louder than words INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP

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