Presentation on theme: "Leading, Motivating and Controlling"— Presentation transcript:
1 Leading, Motivating and Controlling To insert this slide into your presentationSave this template as a presentation (.ppt file) on your computer.Open the presentation that will contain the image slide.On the Slides tab, place your insertion point after the slide that will precede the image slide. (Make sure you don't select a slide. Your insertion point should be between the slides.)On the Insert menu, click Slides from Files.In the Slide Finder dialog box, click the Find Presentation tab.Click Browse, locate and select the presentation that contains the image slide, and then click Open.In the Slides from Files dialog box, select the image slide.Select the Keep source formatting check box. If you do not select this check box, the copied slide will inherit the design of the slide that precedes it in the presentation.Click Insert.Click Close.
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 LeaderA manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization.
4 What makes a good leader? IntelligenceJudgmentObjectivityInitiativeDependabilityCooperationHonestyCourageConfidenceStabilityUnderstanding
5 Leadership Styles Autocratic Leadership Democratic Leadership Direct, Clear, Precise ordersEmployees don’t think, manager knows bestAutocratic LeadershipEncourages workers to share in decisionsCommunicate openly with employeesDemocratic LeadershipGive little or no directionWorks best with experienced workersOpen LeadershipAble to match actions and decisions to the circumstanceSituational 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 organizationReward PowerComes from the manager’s ability to control rewards/punishmentExpert PowerComes from employee’s based on the manager’s knowledge and skillIdentity PowerComes from the employee’s perception of the manger
10 Human Relations Skills Self – Understanding:1. your leadership style2. your decision making style3. your relationships & perceptions with othersUnderstanding 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 WayTwo WayNo feedbackNo DiscussionDo as your toldFeedbackInteractionDiscussion
12 Human Relations Skills Team BuildingDeveloping Job SatisfactionManagers 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 XLimited Management orTheory Y
14 Motivationis a set of factors that influence an individual’s actions toward accomplishing a goal
15 Maslow’s Hierarchy of Needs Self ActualizationEsteemSocialSecurityPhysiological
16 McClelland’s Achievement Theory PowerAffiliation
17 Herzberg’s Two-Factor Theory AchievementRecognitionThe work itselfResponsibilityAdvancementNo SatisfactionSatisfactionDissatisfactionNo DissatisfactionCompany PolicyAdministrationSupervisionSalaryWorking Conditions
18 Relationship of management functions PlanningOrganizingLeadingControlling
19 The Final Management Function CONTROLLINGDetermining 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 goalsMeasuring and comparing performanceTaking corrective action when performance falls short
20 Standards Quantity Quality Time Cost Expected amount of work i.e. number of units producedi.e. number of prospective customers a sales rep must contactQuantityconsistency in performanceProducts inspected for quality before being soldHas now become a company wide commitmentQualityHow long to complete an activityi.e. Builders need to keep projects running on a time scheduleTimeMost often watched controlwhy the head of the accounting dept is called the controlleri.e. most widely used cost controlling device is a budget- actual costs are compared to budgeted amountsCost
21 Variance a difference between current performance and the standard