1. Nickels
Cover
Nickels
McHugh

2. Management, Leadership,
Chapter 7
Management, Leadership,
and
Employee Empowerment
7-2

3. CEO Education
Source: INC 500 Almanac

4. CEOs’ Economic Background
Source: INC 500 Almanac

5. Management Activities
Leading
Motivating
Decision Making
Managing Information & Time

6. New Management Approaches- Why?
Global Competition
Business Scandals
Constant Change
Better Educated Workers
Downsizing/Rightsizing

7. Management Challenges
Finding/Training New Employees
Growing Global Competition
Finding/Serving New Customers
Financing Long-Term Growth
Dealing with Increased Regulation

8. Tips for New Managers Be objective. Listen to your employees.
Be the role model.
Be willing to delegate.
Respect your employees.
Develop employees’ trust.
Audit performance.
Recognize your limits.

9. Management Functions Planning Organizing Leading Controlling Strategic
Tactical
Operational
Contingency
Organizing
Leading
Controlling

10. Achievement of Goals & Objectives
Process Of Management
Management
Planning
Organizing
Leading
Controlling
Resources
Employees
Financial
Products
Location
Information
Achievement of Goals & Objectives
Feedback

11. Required Management Skills
Technical Skills
Human Relations Skills
Conceptual Skills

12. Planning: Create Vision
Set Vision, Goals, Objectives
Vision/Mission- Why Organization Exists, Purpose of Organization
Goals- Broad, Long-Term Aims
Objectives- Specific, Short-Term Statements
Continuous Process (SWOT)

13. Questions of Planning What is the situation now?
Where do we want to go?
How can we get there from here?

14. Planning Functions

15. Management Planning Levels & Time Spans
Top Mgmt.
MiddleMgmt.
Lower Level Mgmt.
Time
OT 7-2 Management Planning Levels and Time Spans
1. The purpose of this acetate is to communicate the different planning responsibilities associated with the three levels of management. This information is reinforced in the chapter.
2. This acetate assists students in understanding that planning is a responsibility of all managers. Nonetheless, the acetate shows how the responsibilities change at different levels of management. Differentiation in job requirements at various levels of management can be easily addressed here. Also, again the use of teams in contemporary organizations brings more players into the planning function.
3. This is also a good time to reinforce the concepts in the text dealing with strategic, tactical, and contingency planning. See if students can identify how different levels of managers (professors, deans, chancellor) at their college or university are involved in the planning process. As a follow up, see if they can identify specific planning assignments each level of manager at the college would be responsible for (I.e. professor plans day-by-day, dean plans for semester…).
4. You can even ask students if they are involved in strategic, tactical, and contingency planning in their lives. For example, how many of them have set long-term goals and objectives in their careers? Is personal planning really important? A good many possibilities exist here!
2 Years +
1 Year, Quarter
Days, Weeks

16. Front Line/Supervisory
Management Pyramid
CEO,
Comptroller,
Vice Pres.
Top
Sales Mgrs Plant Mgrs.
Mid-Level
Supervisors
Foremen
Front Line/Supervisory

17. Organizing
Self-Managed Teams
Stakeholders
Staffing
Diversity

18. Successful Leadership
Vision
Communicate
Corporate Values & Ethics
Don’t Fear Change

19. Participative (Democratic)
Leadership Styles
Autocratic
Participative (Democratic)
Free-rein

20. Autocratic: Close Supervision

21. Participative (Democratic)

22. Free-rein
Leader

23. Reasons for Empowering Non-Supervisory Employees
Increased competition and more demanding customers
Loosening of formal organizational structures
Fewer, busier managers
Predominance of knowledge workers
Growing focus on projects & teams
OT 7-7 Changes Creating Opportunity for Leadership by Non-Supervisory Employees
1. This acetate illustrates things that are occurring in our economy today that work to increase the need for well-trained employees even though they do not have a formal management responsibility.
2. The following describe each bullet:
Increased competition- better, faster, cheaper, newer are the standards organizations must meet to be competitive today.
Loosening of structures- in an effort to create flexibility, jobs have been left undefined. Employees enjoy more flexibility than in the past.
Fewer, busier- besides reductions in managerial ranks, there are so many cross-functional teams and offsite/outsourced activities, managers don’t have nearly the knowledge/control over clients they once had.
Predominance of knowledge- although knowledge workers tend to be self-managing and don’t want/need daily supervision, they are not necessarily self-leading.
Focus on projects- today more organizations are focusing on specific project objectives which means that project members are often from different departments, and resources seldom are under the direct control of a single manager.

24. Manager’s Empowerment Checklist
Do employees understand your plans and goals?
Are employees encouraged to utilize these plans and goals as a basis for day-to-day work?
Does information to employees come soon enough for them to make intelligent decisions about their work?
Are communication & cooperation encouraged?
Can questions be asked freely and are individual initiative & creativity encouraged?
OT 7-5 Manager’s Empowerment Checklist
1. Empowerment is a key term for managers and non-managerial employees to remember. As workers become better educated and able to use modern technology, it is likely organizations will rely less on managers and more on the workers themselves for on-the-job decision making. This acetate provides a clear step-by-step path to effectively empowering employees in the workplace.
2. It may be interesting to question students concerning managers they have worked under. Did the manager “empower” them in performing their job? Could they have performed the job better if the manager had empowered them? How could the organization and the manager’s fellow workers have helped the manager in his/her job?
3. A very relevant question to pose to students came from one of out textbook users in Florida. She said to question students if their college empowered them? An interesting thought to explore. See what students think.

25. Sources of Management Information
Outside Sources
Inside Sources
Customers & Suppliers
Subordinates & Teams
Financial Institutions
Superiors
Other Managers
Meetings & Seminars
OT 7-1 Sources of Management Information
1. External and internal sources of management information are provided here. It’s important for students to know that managers do not operate within a vacuum. This acetate provides them with important information.
2. It’s helpful to point out to students that managing is a distinct process that can be taught, learned, and perfected. Students often have the perception that managers are born not made. Therefore, sources of information can be invaluable to the manager in successfully performing and developing in his/her job.
3. You could go over each of the outside and inside sources and have students cite examples of how the manager can utilize information from this source. For example, what kind of information could customers or suppliers provide that would help the manager? Obviously, such factors as expected demand, market trends, customer expectations, product quality, etc., could be provided to the manager as feedback concerning his/her organizational performance.
4. Ask students to think of additional sources of information managers might use. They may respond with additional sources such as computer simulations and, hopefully, college coursework.
Manager
Publications, Conferences
Mgmt. Info. Sys.
Academics & Consultants
Grapevine

26. How Productive are Managers?
Effective- 10%
High Focus, High Energy
Distracted- 40%
Low Focus, High Energy
Procrastinator- 30%
No Focus, No Energy
Disengaged- 20%
High Focus, Low Energy
Source: Southwest Airlines Spirit, “Enterprise Advisory”, May 2002

27. Controlling Set Standards Customer Satisfaction Specific Attainable
Measurable
Customer Satisfaction
Internal
External
Monitor/Record
Compare Plan & Standards to Results
Communicate to Employees
Corrective Action???
Corporate Scorecard