Presentation on theme: "Leading, Motivating and Controlling. Management vs. Leadership Management Leadership The process of accomplishing the goals of an organization through."— Presentation transcript:
Leading, Motivating and Controlling
Management vs. Leadership Management Leadership The process of accomplishing the goals of an organization through effective use of people and other resources. The ability to influence individuals and groups to cooperatively achieve organizational goals.
Leader A manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization.
What makes a good leader? IntelligenceJudgmentObjectivity InitiativeDependabilityCooperation HonestyCourageConfidence StabilityUnderstanding
Leadership Styles Direct, Clear, Precise orders Employees don’t think, manager knows best Autocratic Leadership Encourages workers to share in decisions Communicate openly with employees Democratic Leadership Give little or no direction Works best with experienced workers Open Leadership Able to match actions and decisions to the circumstance Situational Leadership
Power: the ability to control behavior Think of 3 powerful people……... what is it that makes them powerful? There are four ways that managers can obtain power.
Types of Power Position Power Comes from the position the manager holds in the organization Reward Power Comes from the manager’s ability to control rewards/punishment Expert Power Comes from employee’s based on the manager’s knowledge and skill Identity Power Comes from the employee’s perception of the manger
Human Relations Self Understanding Understanding Others Communication Team Building Developing Job Satisfaction
Human Relations Skills Self – Understanding: 1. your leadership style 2. your decision making style 3. your relationships & perceptions with others Understanding Others: The leader who works hard to get to know each person that works for them will be a better manager & leader.
Communication: the process of passing information and understanding from one person to another. Managers must understand what information need to be communicated and what methods to use. They must be understandable and good listeners. One Way Two Way No feedback No Discussion Do as your told Feedback Interaction Discussion Human Relations Skills
Team Building Developing Job Satisfaction Getting people to believe in the goals of the company and work well together to accomplish them. Managers should match the job tasks with the needs and interests of their employees to maintain a high level of job satisfaction.
Management Views of Employees Close Management or Theory X Limited Management or Theory Y
Motivation is a set of factors that influence an individual’s actions toward accomplishing a goal
Maslow’s Hierarchy of Needs Self Actualization Esteem Social Security Physiological
McClelland’s Achievement Theory
Herzberg’s Two-Factor Theory Company Policy Administration Supervision Salary Working Conditions Achievement Recognition The work itself Responsibility Advancement No Satisfaction No Dissatisfaction Dissatisfaction Satisfaction
Relationship of management functions PlanningOrganizingLeadingControlling
The Final Management Function CONTROLLING Determining whether the goals are being met and what actions to take if performance falls short of the goals. Three Basic Steps: 1. Establishing standards for each of the company’s goals 2. Measuring and comparing performance 3. Taking corrective action when performance falls short
Standards Expected amount of work i.e. number of units produced i.e. number of prospective customers a sales rep must contact Quantity consistency in performance Products inspected for quality before being sold Has now become a company wide commitment Quality How long to complete an activity i.e. Builders need to keep projects running on a time schedule Time Most often watched control why the head of the accounting dept is called the controller i.e. most widely used cost controlling device is a budget- actual costs are compared to budgeted amounts Cost
Variance a difference between current performance and the standard