2 The Scope of Management What is management?What are the specific tasks and responsibilities of management?
3 Tasks / Responsibilities What is Management?DefinitionTasks / ResponsibilitiesEnsuring that the business worksMaking sure people want your productsMaking sure business is running well – prices, profit, customer serviceProcess – multiple steps & keeps goingQualityPricingCustomer’s needsImports / exportsMarketingNeed for product
4 Today’s ObjectivesDescribe management roles, functions, and skills.
5 What is Management?List a word that comes to mind when you hear the word “management”.
14 Management SkillsWhat are the skills used to efficiently channel resources and resolve conflict?What types of skills do you think managers should have?
15 Skills Managers Need Communication Skills Human Relations Skills Teamwork SkillsProblem-Solving SkillsOrganizational Skills
16 SummaryWhat is management?What are the Functions of Management?
17 Managing A BusinessIt is the responsibility of the business owner & managers to define the goals of the company and shape its purpose. Consider the vision & mission statements of some of today’s biggest companies.
19 The Scope of Management Management & Leadership Styles Business Management
20 Last Class . . .Describe management roles, functions, and skills
21 Today’s ObjectivesIdentify benefits and limitations of a variety of leadership and management styles.Analyze leadership & management styles in a variety of business situations.Compare self-assessment of personal traits.
22 Think About It… What makes a good manager? Are managers & leaders the same thing?Think of a good manager/leader you have worked with. What were some of their attributes that made them good?
24 What’s the difference? Management Leadership The skills used to efficiently channel resources and resolve conflict.The skills that motivate others to accomplish common goals.
25 How do you become a leader? Let’s consider leadership theories . . .Someone may become a leader by:AuthorityPowerCharisma
26 AuthorityThis type of leader has been given the right to achieve the objectives or goals of an organization.This leader’s power is obtained via appointment.Managers are the appointed leaders of a business.
27 PowerThis type of leader has extensive knowledge or expertise in the field.This leader’s power is derived from respect.Experts in finance, for example, are the respected leaders of their field.
28 CharismaThis type of leader is able to bring others together and motivate them, usually for a cause.This leader’s power is derived from emotion.Many successful activities earned the spotlight because of their charisma.
29 Leadership StylesRegardless of how someone obtained their leadership, each leader demonstrates characteristics of a leadership style.What’s your style? Take the survey!
30 Leadership Styles Survey All leadership styles are good – one is not more important or better than another.It is important to understand leadership styles in order to be able to work with all personality types effectively.In your group, come up with 3 attributes of your group’s leadership style and a famous person who might share the same style.
31 AutocraticCharacterized by giving clear and precise directions as to what is to be done.Considered “classic” leadership.Managers retain as much power and decision-making as possible.
32 Using Autocratic Leadership Most Effective When . . .Should Not Use When . . .New, untrained staffDetailed orders and instructionsLimited time to make a decisionManager’s power is challenged by staffStaff becomes tense, fearful, or resentfulStaff expects their opinions to be heardLow staff morale or productivityHigh turnover and absenteeism
33 Democratic Characterized by encouraging workers to share their ideas Allows employees to make some decisions or give inputKeeps staff informed about everything that affects their work
34 Using Democratic Leadership Most Effective When . . .Should Not Use When . . .Want to provide opportunities for staff to developWant to encourage job satisfactionLarge, complex problemsChanges must be made or problems solved that affect the staffWant to encourage team building and participationNot enough time to get everyone’s inputEasier or more cost-effective for the manager to make the decisionCan’t afford mistakesStaff safety is a critical concern
35 Open Also known as Laissez-Faire leadership Characterized by giving little or no direction to the employeesEmployees are trusted to make decisions and resolve problems on their own.
36 Using Open Leadership Most Effective When . . . Should Not Use When . . .Staff is highly skilled, experience, and educatedStaff have pride in their work and the drive to be successfulOutside experts or consultants are usedStaff is trustworthyStaff feels insecure that the manager is not accessibleManager cannot provide regular feedbackManager is unable to thank staffManager does not understand his/her own responsibilities
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