1. 7 Management and Leadership 7-1 Management Functions and Styles
C H A P T E R 7
Management and Leadership
7-1 Management Functions and Styles
7-2 Leadership
7-3 Ethical Management

2. 7-1 Management Functions and Styles
Goal 1 Define the five functions of management.
Goal 2 Describe the levels of management in businesses and organizations.
Goal 3 Discuss how and when to use the two management styles.

3. KEY TERMS management planning organizing staffing implementing
controlling
management style

4. ROLE AND WORK OF MANAGERS
Who is a manager?
What do managers do?
Planning
Organizing
Staffing
Implementing
Controlling

5. Checkpoint  What are the five management functions? planning
organizing
staffing
implementing
controlling

6. MANAGEMENT LEVELS Top management Middle management Supervisors
Management by others

7. Checkpoint 
What are the differences among the three levels of management?
Top-level managers are executives with responsibilities for the direction and success of the entire business.
Middle managers are specialists with responsibilities for specific parts of a company’s operations.
Supervisors are first-level managers who are responsible for the work of a group of employees.

8. MANAGEMENT STYLES Tactical management Strategic management
Mixed management

9. CHOOSING A MANAGEMENT STYLE

10. Checkpoint 
How is tactical management different from strategic management?
The tactical management style is more directive and controlling than the strategic management style.
Using tactical management, the manager makes the major decisions and supervises employees closely to make sure the work is done well.
In strategic management, managers are less directive and involve employees in decision-making.

11. 7-2 Leadership
Goal 1 Describe the need for leadership skills and the characteristics of an effective leader.
Goal 2 Identify the human relations skills needed by managers and leaders.
Goal 3 Recognize four types of leadership influence.

12. KEY TERMS leadership human relations influence informal influence

13. WHAT IS LEADERSHIP?
Ability to motivate individuals and groups to accomplish important goals
Need for leadership
Leadership characteristics

14. CHARACTERISTICS OF EFFECTIVE LEADERS
Understanding
Initiative
Dependability
Judgment
Objectivity
Confidence
Stability
Cooperation
Honesty
Courage
Communication
Intelligence

15. PREPARING TO BE A LEADER
Study leadership
Participate in organizations and activities
Practice leadership at work
Observe leaders
Work with a mentor
Do a self-analysis and ask for feedback

16. Checkpoint  What are several ways to develop leadership skills?
Leadership skills can be developed through studying leadership, participating in organizations and activities, practicing leadership at work, observing leaders, working with a mentor, and doing a self-analysis and asking for feedback.

17. IMPORTANCE OF HUMAN RELATIONS
Human relations skills
Self-understanding
Understanding others
Communication
Team building
Developing job satisfaction

18. Checkpoint 
Why do managers and leaders need effective human relations skills?
Managers and leaders need effective human relations skills because much of their success depends on their ability to get along well with all of the people with whom they work and build effective work groups.

19. INFLUENCING PEOPLE Kinds of influence Formal and informal influence
Position influence
Reward influence
Expert influence
Identity influence
Formal and informal influence

20. Checkpoint 
What is the difference between formal and informal influence?
Formal influence results from a position that is a part of the organization’s structure.
Informal influence results from personal characteristics and is not a formal position in the organization.

21. 7-3 Ethical Management Goal 1 Justify the need for ethical management.
Goal 2 Identify the role of leaders in increasing ethical behavior.

22. KEY TERMS
ethical business practices
core values

23. IMPORTANCE OF ETHICAL BEHAVIOR
Not everyone has the same belief about what is ethical and what is not ethical.
Organizations should develop a clear view of what is acceptable business behavior and what is not.
Individuals and organizations develop reputations based on their actions and the decisions they make.

24. WHAT IS ETHICAL BEHAVIOR?
It is lawful.
It is consistent with company values and policies.
It is not intended to harm some so that others can benefit.
If the actions and results become public, it will not embarrass the company.

25. ETHICAL MANAGEMENT
Actions and activities of the business are legal, honest, and ethical.
People and other companies treated fairly.
Work of the company improves the communities and countries in which it operates.
Resources are used efficiently with consideration of the effect on people and the environment.

26. Checkpoint  What are the two parts of ethical behavior?
The actions of individuals and groups
The results of those actions

27. INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
Preparing the organization
Modeling ethical behavior

28. Checkpoint  What are the core values of an organization?
An organization’s core values are the principles that guide decisions and actions in the company.