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Leading, Motivating and Controlling

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1 Leading, Motivating and Controlling
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2 Management vs. 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.

3 Leader A manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization.

4 What makes a good leader?
Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding

5 Leadership Styles Autocratic Leadership Democratic Leadership
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


7 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.

8 Types of Power Position Power Reward Power Expert Power Identity 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

9 Developing Job Satisfaction
Human Relations Self Understanding Understanding Others Communication Team Building Developing Job Satisfaction

10 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.

11 Human Relations Skills
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

12 Human Relations Skills
Team Building Developing Job Satisfaction Managers should match the job tasks with the needs and interests of their employees to maintain a high level of job satisfaction. Getting people to believe in the goals of the company and work well together to accomplish them.

13 Management Views of Employees
Close Management or Theory X Limited Management or Theory Y

14 Motivation is a set of factors that influence an individual’s actions toward accomplishing a goal

15 Maslow’s Hierarchy of Needs
Self Actualization Esteem Social Security Physiological

16 McClelland’s Achievement Theory
Power Affiliation

17 Herzberg’s Two-Factor Theory
Achievement Recognition The work itself Responsibility Advancement No Satisfaction Satisfaction Dissatisfaction No Dissatisfaction Company Policy Administration Supervision Salary Working Conditions

18 Relationship of management functions
Planning Organizing Leading Controlling

19 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: Establishing standards for each of the company’s goals Measuring and comparing performance Taking corrective action when performance falls short

20 Standards Quantity Quality Time Cost 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

21 Variance a difference between current performance and the standard

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