27-1 Management Functions & Styles ROLES & WORK OF MANAGERSWho is a manager?Management – the process of accomplishing the goals of an organization through the effective use of people and other resources.Entrepreneur – develops the idea for a new business is a managerExecutive – makes final decisionsSupervisors – responsible for a small number of employees
37-1 Management Functions & Styles ROLES & WORK OF MANAGERSWhat do Managers Do?Planning – involves analyzing information, setting goals, and making decisions about what needs to be done.Organizing – means identifying and arranging the work and resources needed to achieve the goals that have been set.Staffing – includes all the activities involved in obtaining, preparing & compensating the people who work for a business.
47-1 Management Functions & Styles ROLES & WORK OF MANAGERSWhat do Managers Do?Implementing – is the effort to direct and lead people to accomplish the planned work of the organization.Controlling – determines to what extent the business is accomplishing the goals it set out reach in the planning stage.
57-1 Management Functions & Styles MANAGEMENT LEVELSTop ManagementExecutives – top-level managers with responsibilities for the direction and success of the entire business.They set long-term direction and plansHeld accountable for the profitability and success of the businessSpend time planning and controlling activitiesResponsible for the work of all other managers
67-1 Management Functions & Styles MANAGEMENT LEVELSMiddle ManagementMiddle Manages – specialists with responsibilities for specific parts of a company’s operationsEx: Marketing and Human Resources ManagersWorks with company’s business plan (once approved)Time is devoted to organizing, staffing & implementing functions
77-1 Management Functions & Styles MANAGEMENT LEVELSSupervisorsSupervisors– first level of management in a businessResponsible for the day-to-day work of a small group of employeesSpend their time implementing the plans of executives and middle managersMake sure that needed resources are available and used wisely
87-1 Management Functions & Styles MANAGEMENT STYLESManagement Styles – the way a manager works with and involves employees.Tactical ManagementStrategic ManagementMixed Management
97-1 Management Functions & Styles MANAGEMENT STYLESTactical ManagementA style in which the manager is more directive and controllingThe manager will make major decisions
107-1 Management Functions & Styles MANAGEMENT STYLESStrategic ManagementA style in which managers are more collaborative and involve employees in decision makingThe manager expects the employees to work without direct supervision and will seek their input on important decisions
117-1 Management Functions & Styles MANAGEMENT STYLESMixed ManagementThe combined use of tactical and strategicWHEN?Some employees will become frustrated because they feel their managers do not trust themSome managers believe they need to be directive and controlling in order to make sure that work was completed
127-1 Management Functions & Styles CHOOSING A MANAGEMENT STYLEBe a tactical manager when…Be a strategic manager when…Working with part-time or temporary employeesEmployees are skilled and experiencedWorking with employees who lack motivation for a new taskThe work is routine with few new challengesWorking under tight time pressuresEmployees are doing work they enjoyAssigning a new task for which employees are not experiencedThe manager wants to improve group relationshipsEmployees prefer not to be involved in decision-makingEmployees are willing to take responsibility for planning their work
137-2 Leadership What is Leadership? Need for Leadership The cost of hiring, training, and paying employees is usually one of the largest expenses for a business.Leadership – the ability to motivate individuals and groups to accomplish important goals.
147-2 Leadership Understanding Cooperation Initiative Honesty What is Leadership?Leadership CharacteristicsUnderstandingCooperationInitiativeHonestyDependabilityCourageJudgementCommunicationObjectivityIntelligenceConfidenceStability
157-2 Leadership What is Leadership? Preparing to Be a Leader Study LeadershipParticipate in organizations & activitiesPractice leadership at workObserve leadersWork with a mentorDo a self-analysis and ask for feedback
16Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations – the way people get along with each otherHuman Relations SkillsSelf-understandingUnderstanding othersCommunicationTeam buildingDeveloping job satisfaction
17Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsSelf-understandingTo be able to meet the expectations of others, leaders must their own strengths and weaknesses.Study how you get along with othersRecognize the ways you communicate and work with others individually and in groupsRecognize how you make decisions (learn which were effective and which were not)
18Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsUnderstanding OthersRecognize similarities and differences to help develop a stronger teamGet to know each person’s skills and abilities as well as strengths and weaknessesDon’t treat everyone alike, attempt to involve each person in the way this is most beneficial to the business
19Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsCommunicationFormal or informal – Formal (approved ways for information to move between managers, employees, customers) Informal (unofficial ways that information moves through an organization)Internal or external – Internal (occurs between managers, employees & work groups) External ( occurs between people inside the organization and people outside the organization – customers, suppliers, other businesses)
20Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsCommunicationVertical or horizontal – Vertical (between manager and employee) Horizontal (employee to employee or manager to manager)Oral or written – Oral (spoken directly or using technology) Written (notes, letters, reports, text or graphics)
21Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsTeam BuildingThe combined skills of the people in an effective team are greater than that of individuals working alone.If there are problems in the team and members cannot get along, the team will not be effective.
22Importance of Human Relations 7-2 LeadershipImportance of Human RelationsHuman Relations SkillsDeveloping Job SatisfactionManagers can influence how employees feel about their jobs on a daily basisSources of dissatisfaction: assignments employees don’t like, difficult working conditions, ineffective communication, lack of recognitionEmployees appreciate it when a manager pays attention to the needs and concerns of individual employees
237-2 Leadership Influencing People Kinds of Influence Influence – enables a person to affect the actions of othersKinds of InfluencePosition Influence – the ability to get others to accomplish tasks because of the position the leader holdsReward Influence – results from the leader’s ability to give or withhold rewards (wages or benefits)Expert Influence – when group members recognize and appreciate a leader’s expertise in a specific areaIdentity Influence – stems from the personal trust and respect members have for the leader
247-2 Leadership Influencing People Formal and Informal Influence Formal Influence – power based on a leader’s position within the formal structure of an organizationInformal Influence – power resulting from the personal characteristics of a leader rather than the formal structure of an organization
25Importance of Ethical Behavior 7-3 Ethical ManagementImportance of Ethical BehaviorWhat is Ethical BehaviorEthical Business practices – ensure that appropriate standards of conduct are maintained by everyone who is part of a business and with anyone affected by the business.
26Importance of Ethical Behavior 7-3 Ethical ManagementImportance of Ethical BehaviorWhat is Ethical BehaviorEthical behavior is made up of two parts: the decisions and actions of individuals and groups and the results of those actions.
27Importance of Ethical Behavior 7-3 Ethical ManagementImportance of Ethical BehaviorWhat is Ethical BehaviorIs it lawful?Is it consistent with company values and policies?Is it not intended to harm some so that others can benefit?If the actions and results become public, will the company be embarrassed?
28Importance of Ethical Behavior 7-3 Ethical ManagementImportance of Ethical BehaviorWhat is Ethical BehaviorIs it lawful?Is it consistent with company values and policies?Is it not intended to harm some so that others can benefit?If the actions and results become public, will the company be embarrassed?
29Increasing Ethical Behavior Through Leadership 7-3 Ethical ManagementIncreasing Ethical Behavior Through LeadershipPreparing the OrganizationCore values – the important principles that will guide decisions and actions in the company.https://www.google.com/about/company/philosophy/
30Increasing Ethical Behavior Through Leadership 7-3 Ethical ManagementIncreasing Ethical Behavior Through LeadershipModeling Ethical BehaviorIf employees read the core values of a company but do not see managers living up to those values, it will be clear that ethics are not important.