1. Management and Leadership
CHAPTER 7
Management and Leadership
7-1 Management
7-2 Leadership
7-3 Ethical Management

2. 7-1 Management Goals Define the five functions of management.
Describe the levels of management in businesses.
Discuss when to use the two management styles.

3. Key Terms management planning organizing staffing implementing
Chapter 7
Key Terms
management
planning
organizing
staffing
implementing
controlling
management style

4. ROLE AND WORK OF MANAGERS
Chapter 7
ROLE AND WORK OF MANAGERS
Who is a manager?
What do managers do?
Planning
Organizing
Staffing
Implementing
Controlling

5. Checkpoint >> What are the five management functions? Answer
Chapter 7
Checkpoint >>
What are the five management functions?
Answer
planning
organizing
staffing
implementing
controlling.

6. MANAGEMENT LEVELS Top management Mid-management Supervisors
Chapter 7
MANAGEMENT LEVELS
Top management
Mid-management
Supervisors
Management by others

7. Chapter 7
Checkpoint >>
What are the differences among the three levels of management?
Answer
Top-level managers are executives with responsibilities for the direction and success of the entire business.
Midlevel managers are specialists with responsibilities for specific parts of a company’s operations.
Supervisors are first-level managers who are responsible for the work of a group of employees.

8. MANAGEMENT STYLES Tactical management Strategic management
Chapter 7
MANAGEMENT STYLES
Tactical management
Strategic management
Mixed management

9. Chapter 7
Checkpoint >>
How is tactical management different from strategic management?
Answer
The tactical management style is more directive and controlling than the strategic management style.
Using tactical management, the manager makes the major decisions and supervises employees closely to make sure the work is done well.
In strategic management, managers are less directive and involve employees in decision-making.

10. 7-2
Leadership
Goals
Describe the need for leadership skills and the characteristics of an effective leader.
Identify the human relations skills needed by managers and leaders.
Recognize four types of leadership influence.

11. Key Terms leadership human relations influence informal influence
Chapter 7
Key Terms
leadership
human relations
influence
informal influence
formal influence

12. WHAT IS A LEADER? Need for leadership Leadership characteristics
Chapter 7
WHAT IS A LEADER?
Need for leadership
Leadership characteristics

13. Characteristics of Effective Leaders
Chapter 7
Characteristics of Effective Leaders
Understanding
Initiative
Dependability
Judgment
Objectivity
Confidence
Stability
Cooperation
Honesty
Courage
Communication
Intelligence

14. Preparing to Be a Leader
Chapter 7
Preparing to Be a Leader
Study leadership
Participate in organizations and activities
Practice leadership at work
Observe leaders
Work with a mentor
Do a self-analysis and ask for feedback

15. Chapter 7
Checkpoint >>
What are several ways to develop leadership skills?
Answer
Leadership skills can be developed through studying leadership, participating in organizations and activities, practicing leadership at work, observing leaders, working with a mentor, and doing a self-analysis and asking for feedback.

16. IMPORTANCE OF HUMAN RELATIONS
Chapter 7
IMPORTANCE OF HUMAN RELATIONS
Human relations skills
Self understanding
Understanding others
Communication
Team building
Developing job satisfaction

17. Chapter 7
Checkpoint >>
Why do managers and leaders need effective human relations skills?
Answer
Managers and leaders need effective human relations skills because their success depends on their ability to get along well with all of the people with whom they work.

18. INFLUENCING PEOPLE Kinds of influence Formal and informal influence
Chapter 7
INFLUENCING PEOPLE
Kinds of influence
Position influence
Reward influence
Expert influence
Identity influence
Formal and informal influence

19. Chapter 7
Checkpoint >>
What is the difference between formal and informal influence?
Answer
Managers have formal influence because their leadership position is part of the organization’s structure.
Managers and non-managers alike can have informal influence when they fill a leadership role that is not part of a formal structure.

20. 7-3 Ethical Management Goals Justify the need for ethical management.
Identify the role of leaders in increasing ethical behavior.

21. Chapter 7
Key Terms
ethical business practices
core values

22. IMPORTANCE OF ETHICAL BEHAVIOR
Chapter 7
IMPORTANCE OF ETHICAL BEHAVIOR
Not everyone has the same belief about what is ethical and what is not ethical.
Organizations should develop a clear view of what is acceptable business behavior and what is not.
Individuals and organizations develop reputations based on their actions and the decisions they make.

23. WHAT IS ETHICAL BEHAVIOR?
Chapter 7
WHAT IS ETHICAL BEHAVIOR?
It is lawful.
It is consistent with company values and policies.
It does not harm some while benefiting others.
If the actions and results become public, it will not embarrass the company.

24. Chapter 7
ETHICAL MANAGEMENT
Actions and activities of the business are legal, honest, and ethical.
People and other companies treated fairly.
Work of the company improves the communities and countries in which it operates.
Company works to protect the environment and conserve natural resources.

25. Checkpoint >> What are the two parts of ethical behavior? Answer
Chapter 7
Checkpoint >>
What are the two parts of ethical behavior?
Answer
The two components of ethical behavior are (1) the actions of individuals and groups and (2) the results of those actions.

26. INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
Chapter 7
INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
Preparing the organization
Modeling ethical behavior

27. Checkpoint >> What are the core values of an organization?
Chapter 7
Checkpoint >>
What are the core values of an organization?
Answer
An organization’s core values are the principles that guide decisions and actions in the company.