1. Leading, Motivating and Controlling
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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. Leader
A manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization.

4. What makes a good leader?
Intelligence
Judgment
Objectivity
Initiative
Dependability
Cooperation
Honesty
Courage
Confidence
Stability
Understanding

5. Leadership Styles Autocratic Leadership Democratic Leadership
Direct, Clear, Precise orders
Employees don’t think, manager knows best
Autocratic Leadership
Encourages workers to share in decisions
Communicate openly with employees
Democratic Leadership
Give little or no direction
Works best with experienced workers
Open Leadership
Able to match actions and decisions to the circumstance
Situational Leadership

6. WHAT
IS POWER?

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 organization
Reward Power
Comes from the manager’s ability to control rewards/punishment
Expert Power
Comes from employee’s based on the manager’s knowledge and skill
Identity Power
Comes from the employee’s perception of the manger

9. Developing Job Satisfaction
Human Relations
Self Understanding
Understanding Others
Communication
Team Building
Developing Job Satisfaction

10. Human Relations Skills
Self – Understanding:
1. your leadership style
2. your decision making style
3. your relationships & perceptions with others
Understanding 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 Way
Two Way
No feedback
No Discussion
Do as your told
Feedback
Interaction
Discussion

12. Human Relations Skills
Team Building
Developing Job Satisfaction
Managers 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 X
Limited Management or
Theory Y

14. Motivation
is a set of factors that influence an individual’s actions toward accomplishing a goal

15. Maslow’s Hierarchy of Needs
Self Actualization
Esteem
Social
Security
Physiological

16. McClelland’s Achievement Theory
Power
Affiliation

17. Herzberg’s Two-Factor Theory
Achievement
Recognition
The work itself
Responsibility
Advancement
No Satisfaction
Satisfaction
Dissatisfaction
No Dissatisfaction
Company Policy
Administration
Supervision
Salary
Working Conditions

18. Relationship of management functions
Planning
Organizing
Leading
Controlling

19. The Final Management Function
CONTROLLING
Determining 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 goals
Measuring and comparing performance
Taking corrective action when performance falls short

20. Standards Quantity Quality Time Cost Expected amount of work
i.e. number of units produced
i.e. number of prospective customers a sales rep must contact
Quantity
consistency in performance
Products inspected for quality before being sold
Has now become a company wide commitment
Quality
How long to complete an activity
i.e. Builders need to keep projects running on a time schedule
Time
Most often watched control
why the head of the accounting dept is called the controller
i.e. most widely used cost controlling device is a budget- actual costs are compared to budgeted amounts
Cost

21. Variance a difference between current performance and the standard