Position Power Reward Power Expert Power Identity Power Autocratic Leader Open Leader
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Chapter 12 The Manager as Leader7 Goals Recognize the importance of leadership and human relations. Identify important leadership characteristics and types of power. Describe four types of power available to leaders.
Chapter 12 The Manager as Leader8 Leadership — ability to influence individuals and groups to cooperatively achieve organizational goals ◦ Human relations are vital – respect, negative feelings Leader — manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization ◦ Leadership skills can be developed.
Which do you think is more respected by employees?10 Management Power POSITION POWER comes from manager’s position in the organization POSITION POWER comes from manager’s position in the organization REWARD POWER based on the ability to control rewards and punishments REWARD POWER based on the ability to control rewards and punishments EXPERT POWER given to people because of their superior knowledge about the work EXPERT POWER given to people because of their superior knowledge about the work IDENTITY POWER given to people because others identify with and want to be accepted by them IDENTITY POWER given to people because others identify with and want to be accepted by them
Chapter 12 The Manager as Leader11 Goals Discuss why businesses value leadership skills of managers and employees. Identify and define five important human relations skills.
Chapter 12 The Manager as Leader12 Self-understanding ◦ Awareness of your attitudes, opinions, leadership style Understanding others ◦ Everyone cannot be treated the same Communication ◦ What to communicate and how. Team building ◦ Part of team. Pride, responsibility, believe in goals Developing job satisfaction ◦ Personal characteristics of emp. and mgrs. – work itself
Chapter 12 The Manager as Leader13 Goals Describe three views of employees that affect the amount of management supervision. Differentiate among three leadership styles.
Chapter 12 The Manager as Leader14 Close management — employees must be closely managed to perform well Limited management — employees enjoy their work and do not need close supervision and control Flexible management — managers’ flexible views of employees allow flexibility in their treatment
Chapter 12 The Manager as Leader15 Autocratic leader — gives direct, precise orders and detailed instructions; seldom consults with employees Democratic leader — encourages workers to share in decision making Open leader — gives little or no direction Situational leader — matches actions and decisions to the circumstances
Chapter 12 The Manager as Leader16 Goals Recognize when and how to deal with the personal problems of employees. Discuss why work rules are needed in organizations. Describe how managers should respond to employee rules violations.
Chapter 12 The Manager as Leader17 Handling difficult personal problems Applying work rules (regulations created to maintain an effective working environment in a business) Responding to rules violations
Home work Review Facts P. 315-316 ◦ # 1-14 Turn in Friday!!