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:
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
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?
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
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
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
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
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
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
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
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
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
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
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
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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