1. Business Studies MANAGEMENT SKILLS Hospira Wednesday 22 nd February

2. Management Skills oA skill is the ability to do something expertly. Rarely will all managers be experts at everything. Therefore just like us, managers will attend courses & lectures to improve their skills. oLeadership & motivation are two of the essential skills of management Leadership a)Leadership means setting an example to staff b)Knitting the staff into a team c)Ensuring work is carried out effectively to achieve objectives

3. Management Skills oMotivation is linked closely to leadership, because a good manager will motivate staff through respect & trust, and a motivated staff will have a greater chance of achieving their objectives oDirection & delegation are also intertwined with leadership. oThere are 4 main types of leader, but each must have certain qualities like honesty fairness & the ability to listen & motivate to be successful

4. Management Skills Four types of Leader 1.Autocratic 2.Democratic 3.Free-rein 4.Charismatic Authoritarian/autocratic oThis type of leader wants things done immediately & in a particular way. This way might well be successful in achieving objectives, but result in low employee morale & motivation

5. Management Skills Participative/Democratic Leader oThis leader will discuss all problems with staff & obtain their views before making vital decisions. Such leaders may well be popular with employees who feel they have a say in the decision making process & a genuine role in the org. Free-Rein Leader oThis leader lets workers do their own thing. He/she will give only general directions on how the firm should try and achieve its objectives. This approach may result in inefficiency & a sloppy org

6. Management Skills Charismatic Leader oEmployees look up to this type of leader, who in turn is able to generate high productivity & morale in employees because of their respect for him/her. The leader’s strength of character & charisma are sufficient to achieve the org objectives. oDirection – this involves guiding a group of people towards achieving a common objective. E.g. the director of a play establishes how the play should be presented, thus ensure the lights, sound & actors are knitted together to achieve the finished result. Direction ensures that each individual’s work contributes to the overall performance

7. Management Skills Delegation oThis means passing on authority/power & the responsibility for certain tasks to people lower down in the org. A manager cannot do all jobs, there needs to be some delegation of work & authority Dangers of not delegating work oWork is not finished in time because all the tasks are carried out by the same group of workers oGood advice & info are not received from qualified members of staff oOvertime & stress can cause executive burn-out oWorkers feel they are not being trusted

8. Management Skills Benefits of Delegating work oGreater involvement of workers in running the org oWork is completed faster due to all employees using their skills & abilities oMorale of workers improves as they become more involved oTactical & strategic Objectives are achieved more quickly

9. Management Skills Motivation oThis refers to those factors which drive us to undertake particular tasks, to work hard & achieve goals. It is the willingness of people to work without being pushed oYou might find it easy to motivate yourself to do something you like (visits friends, go out, play football) but its more difficult to be motivated when we have to do exactly the same thing every day. oIn business the usual motivator is the pay packet, but other factors like good working conditions, promotion & recognition can also motivate

10. Management Skills oMany theories have been developed over the years to help management identify how best to motivate people 1.Theories X and Y – McGregor 2.Maslow’s Hierarchy of Needs Theories X and Y oMcGregor's theory X is the assumption that workers have to be pushed into working: his theory Y is the idea that workers can become committed to their work & actively sees self- fulfilment

11. Management Skills oMcGregor disagreed with the view that workers were generally lazy & only motivated by threats or offers of more money. He called this view of workers Theory X & believed that it was the philosophy (way of thinking) adopted by many managers oTheory Y had the opposite view, this theory stated that workers were committed to their jobs & like doing them. Their desire for self-development & responsibility are what motivates them. Workers are willing to try & solve problems within the workplace.

12. Management Skills oMany organisations have now come to see the benefits of theory Y. Human resource managers have been employed to discover ways of giving workers extra responsibilities & encouraging them in their work Maslow’s Hierarchy of Needs “Maslow stated that we have a hierarchy of needs; as one is satisfied, the higher need becomes the motivator”

13. Management Skills oMaslow believed that at any one time people are driven by one or more of five needs. oThey range from basic physical needs such as the need for food or shelter to more sophisticated ones such as the need to be liked oMaslow believed that as one need is satisfied, the next one up becomes increasingly important. oFor example a man who is hungry does not care if people like him or not! He only care where his next meal is coming from. But if this man has just eaten & knows where the next one is coming from is now more concerned what people think for him

14. Management Skills oMaslow stressed that as one need is satisfied, its role as a motivator of behaviour decreases, & the higher need takes over as the major motivating factor. Benefits of Motivation oA well motivated workforce will enjoy the following: oEveryday work will be a pleasure & not a chore oThe workplace will have a good atmosphere oGeneral health & well-being will improve oSelf-esteem & a feeling of achievement & success will rise

15. Management Skills Organisations will also benefits from a well motivated workforce, for example; oHigh productivity will result oStaff will contribute to a good image for the org oDisputes will be a a minimum & those that do occur will be solve quickly oA spirit of intrapreneurship will be foster in management & staff Management – Not just for Business

16. Communications Communication is the process whereby people exchange information. Its purpose is to aid the understanding of situations, data, people & problems. Business communicate both internally & externally The Four Elements in a communication oThe sender – this is the person transmitting & encoding the message. To encode means to translate ideas or info into a message which can be understood by others

17. Communications oThe recipient – decodes the message (Reads the message in order to understand it) Whether a message is understood depends on the experience & intelligence of the recipient & how well the message is presented oThe message – is the actual words, graphs & symbols used to express meaning oThe medium – is the method used to present the message to the recipient, e.g. e-mail, letter, fax

18. Communications The importance of Communications in Management 1.It facilitates (helps) with good industrial relations 2.It helps the management make decisions & pass them on to employees 3.It resolves conflict in the work-place 4.Communication skills are necessary for negotiating wages & conditions with employees 5.Communication skills are used by managers when exercising leadership. To be a leader means to influence the behaviour of staff in a certain way, & this requires strong communication skills