1. Management and Leadership
Introduction to Business
Chapter 7

2. What do Managers do? Planning Organizing Staffing Implementing
Analyzing information, setting goals, making decisions, etc…
Organizing
Arranging the work and resources
Staffing
Obtaining, preparing, and paying employees
Implementing
Direct and lead people to accomplish the work
Controlling
Determines the success

3. Levels of Management TOP MANAGEMENT Referred to as Executives
Set long-term plans
Accountable for profitability and success
Mostly Planning and Controlling
Control of business communications
Ex: CEO, President, COO, etc…

4. Levels of Management Mid-Management
Specialists with specific responsibilities
Organizing, Staffing and Implementing
Coordinates their work with others managers
EX: Marketing manager, Operations manager, human resources manager

5. Levels of Management Supervisors First level of management
Responsible for the work of a group of employees
Implementing plans of executives
Also have non-managerial duties:
Day-to-day planning
Distribute resources
Evaluate employees’ work

6. Management Style Tactical Management Strategic Management
Managing a group of people is not an easy this to do. Each group is different and may be motivated in different ways.
Tactical Management
Strategic Management
Mixed Management

7. Tactical Management The manager is more directive and controlling
They make the major decisions and keep a close eye on workers
Crisis times? New employees?

8. Strategic Management Experienced workers may need less “control”
Involve employees in decision making
Trust that employees are working towards a goal and will seek advice when necessary

9. Mixed Management Combined use of tactical and strategic
How a manager acts may depend on the issue at hand, how experienced the workers are, working within a certain time frame or budget, etc…

10. Which to use??? TACTICAL Working with part-time or temps
Unmotivated employees
Tight time frames
New tasks
Employees not involved in decision-making
STRATEGIC
Skilled and experienced employees
Routine work
Employees enjoying work
Improve group relations
Employees want responsibility

11. What makes a Leader?
The ability to motivate individuals and groups to accomplish important goals
People are the most important resource of a business. If they are not satisfied, they will not perform to ability

12. Leadership Characteristics
Understanding
Initiative
Dependability
Judgment
Objectivity
Confidence
Stability
Cooperation
Honesty
Courage
Communication
Intelligence

13. How to be a Leader … Study leadership Participate in organizations
Read books or take courses
Participate in organizations
Take roles in clubs, teams, etc…
Practice leadership at work
Take on extra duties; initiative
Observe leaders
See what works and what does not
Work with a mentor
Do a self-analysis and ask for feedback

14. What is Human Relations?
The way people get along with each other.
As a leader, why is this important to study?
Self Understanding, Understanding Others, Communication, Team Building, and Developing Job Satisfaction

15. Human Relations Self Understanding Understanding Others
Know your own strengths and weaknesses
Do not be predictable or unfair
Which decisions are effective and which are not
Understanding Others
Recognize similarities
Differences can help a company
Involve each person appropriately

16. Human Relations Communication Team Building Formal or informal
Internal or external
Vertical or horizontal
Oral or written
Must use all types
Listening is part of communicating!
Team Building
Combined skills are stronger than individuals
Does everyone always get along?
Team building can be problem solving

17. Human Relations Job Satisfaction Jobs provide needed benefits
More people are satisfied than not
Why are workers unhappy?
Happiness = productivity!

18. The impact of Influence!
Influence enables a person to affect the actions of others
POSITION INLFUENCE
REWARD INFLUENCE
EXPERT INFLUENCE
IDENTITY INFLUENCE