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Chapter 7 Manager as Leader. SET GOALS The 1 st thing an effective manager must do is SET GOALS.

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Presentation on theme: "Chapter 7 Manager as Leader. SET GOALS The 1 st thing an effective manager must do is SET GOALS."— Presentation transcript:

1 Chapter 7 Manager as Leader

2 SET GOALS The 1 st thing an effective manager must do is SET GOALS.

3 Goals Objectives that a business hopes & plans to achieve (performance targets) Purposes for goal setting:  Provides direction & guidance for managers at all levels. Creates less potential for error.  Helps in the allocation of resources to areas of highest priority.  Helps to define the corporate culture.  Helps managers assess performance.

4 Kinds of Goals Long-term:  Goals set for an extended period of time, usually 5+ years Intermediate:  Goals set for a period of 1–5 years Short-term:  Goals set for a very short period of time & are developed for different areas

5 The Management Process Management  Process of planning, organizing, staffing, implementing, & controlling an organization’s financial, physical, human, and information resources Planning Organizing Staffing Implementing Controlling

6 The Management Process Planning – involves analyzing information, setting goals, and making decisions about what needs to be done Organizing – identifying and arranging work and resources needed to achieve the goals that have been set Staffing – includes all activities involved in obtaining, preparing, and compensating the people who work for a business Implementing – is the effort to direct and lead people to accomplish the planned work of the organization Controlling – determines to what extent the business is accomplishing the goals it set out to reach in the planning stage

7 Levels Of Management Top Managers:  Responsible for the overall performance of the firm (CEO, CFO, Pres., VP, etc.)  Spend most of their time on planning and controlling activities Middle Managers:  Implement the strategies, policies, & decisions by top managers (plant mgr., operations mgr., service mgr., human resources mgr.)  Most of their time is devoted to the organizing, staffing, and implementing functions Supervisors  Supervise the work of employees day to day (supervisor, office manager, group leader)  Spend most of their time implementing the plans of executives and middle managers

8 Leadership Styles Tactical vs. Strategic Tactical Management  More directive and controlling Used in times of crisis or when employees lack experience Strategic Management  Less directive and involve employees in decision- making Used when employees are experienced and there is adequate time  Mixed Management: A blend of both leadership styles

9 Which style represents your parents? Tactical Strategic Mixed Management Which style of manager would you like to work for? Why?

10 Leadership Leadership-- the ability to influence individuals and groups to work together to accomplish important goals

11 Leadership Characteristics  Understanding  Initiative  Dependability  Judgment/Objectivity  Intelligence  Confidence  Stability  Cooperation  Honesty  Courage  Communications How can you develop these?

12 Human Relations Skills The way people get along with each other. Self Understanding  Understand own strengths, weaknesses Understand others and the Corporate Culture  Know the shared experiences, beliefs, & norms of the organization  Know how to communicate that culture & manage change within it

13 Human Relations Skills Communication:  Formal or informal  Internal or external  Vertical or horizontal  Oral or written Team Building  Managers need to be able to help people work together effectively Developing Job Satisfaction  Pay attention to your workers’ needs and concerns and be prepared to support them and assist them in problem-solving

14 Influencing People Position Influence—others accomplish tasks because of leader’s position Reward Influence—results from the leader’s ability to give or withhold rewards Expert Influence—leader expertise gives “street cred” Identity Influence—personal trust and respect for leader

15 Areas of Management Human Resource Managers:  Hire & train employees, evaluate performance, determine compensation Operations Managers:  Responsible for production, inventory, & quality control Marketing Managers:  Responsible for getting product from producer to consumer Information Managers:  Design & implement systems to gather, organize, & distribute information Financial Managers:  Plan & oversee accounting functions & financial resources

16 Basic Management Skills Technical Skills  Needed to perform specialized tasks  Important for first-line managers Human Relations Skills  Needed to understand how to get along with & manage people – ability to work effectively with & through people  Important for middle managers since they act as bridges between levels

17 Basic Management Skills (cont) Conceptual Skills  Ability to think abstractly, diagnose & analyze various situations  See beyond the situation at hand – see the organization as a unified whole Decision-Making Skills  Ability to define problems & select the best action Define problem Evaluate alternatives Implement choice

18 Basic Management Skills (cont) Time Management Skills  Productive use of time Understand the Corporate Culture  Know the shared experiences, beliefs, & norms of the organization  Know how to communicate that culture & manage change within it

19 Delegating Assignment of a task, responsibility, or authority by a manager to a subordinate Who benefits when managers delegate? If tasks are effectively delegated and performed, the organization will function smoothly.

20 1.Open Word and Type your name and type “My Leadership Profile” as a heading. 2.Answer: From 1 to 10 – Are you a leader? 3.Strategic or Tactical Leader? 4.List Top 3 Leadership Characteristics the best describe you. 5.Google “fun leadership” test 6.Take 1.Summarize Result 7.Take Quizmoz - Leadership Test, Leadership Personality TestTake Quizmoz - Leadership Test, Leadership Personality Test 1.Summarize Result 8.Answer: Are the results of the two tests consistent with my self rating? Explain. 9.Print and Turn In. 20 Points for Participating and Error Free thoughtful Response to above.

21 Mission Statement ….an organization’s statement about how it will achieve its purpose in the environment in which it conducts business

22  Amazon: Amazon’s vision is to be earth’s most customer centric company; to build a place where people can come to find and discover anything they might want to buy online. Amazon:  Disney: We create happiness by providing the finest in entertainment for people of all ages, everywhere. Disney:  Facebook: Facebook’s mission is to give people the power to share and make the world more open and connected. Facebook:  Google: Google’s mission is to organize the world‘s information and make it universally accessible and useful. Google:  Microsoft: Microsoft’s mission is to enable people and businesses throughout the world to realize their full potential. Microsoft:  Skype: Skype’s mission is to be the fabric of real-time communication on the web. Skype: Company Mission Statements

23 Organization Chart Diagram depicting a company’s structure and showing employees where they fit into its operations.

24 Basic Organization Chart

25 More Complex Organization Chart

26 Carlisle Family Organization Chart

27 District 308 Quiz 1)10 Points – Accuracy & Completion 2)Board Write Type of an Employees/Roles. 3)Names of Key Administrators. 4)Where you think they would fit on an organization chart? 1)Who reports to who?? 2)Lines of Authority


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