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MANAGEMENT AND LEADERSHIP

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MANAGEMENT AND LEADERSHIP Chapter 7 ROLE AND WORK OF MANAGERS Managers are responsible for the success or failure of a business. Managers will receive recognition and ... – PowerPoint PPT presentation

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Title: MANAGEMENT AND LEADERSHIP


1
MANAGEMENT AND LEADERSHIP
  • Chapter 7

2
ROLE AND WORK OF MANAGERS
  • Managers are responsible for the success or
    failure of a business.
  • Managers will receive recognition and other
    rewards if the business meets its goals.
  • They will also be held accountable if those goals
    are not met.
  • People who want to experience the risks and
    rewards of business become managers.

3
ROLE AND WORK OF MANAGERS
  • Large corporations have many managers.
  • Duties for specific management functions are
    assigned to each manager.
  • Managing a business or even a part of a business
    is a very complex process.
  • Managers must make decisions, solve problems,
    respond to competition, and develop new
    strategies.

4
ROLE AND WORK OF MANAGERS
  • Decisions made to complete one management
    function affect all other functions.
  • The efforts of each manager impact the work of
    others and the results achieved by the business.
  • Effective managers motivate employees to do their
    best work. they also use the money and other
    resources of the business wisely.

5
ROLE AND WORK OF MANAGERS
  • Who is a Manger?
  • Management is the process of accomplishing the
    goals of an organization through the effective
    use of people and other resources.
  • What Do Managers Do?
  • Planning
  • Organizing
  • Staffing
  • Implementing
  • Controlling

6
MANAGEMENT LEVELS
  • Executives
  • top-level managers with responsibilities for the
    direction and success of the entire business
  • set long-term direction and plans
  • held accountable for the profitability and
    success of the business
  • spend most of their time on planning and
    controlling activities

7
MANAGEMENT LEVELS
  • Mid-Management
  • mid-managers are specialists with
    responsibilities for specific parts of a
    companys operations
  • examples
  • marketing manager
  • information technology manager
  • customer service manager
  • operations managers
  • human resources manager
  • take the business plans developed by executives
    and prepare specific plans for their part of the
    business
  • must coordinate their work with other managers
  • spend most of their time on organizing, staffing,
    and implementing functions

8
MANAGEMENT LEVELS
  • Supervisors
  • supervisors are the first level of management in
    a business
  • responsible for the work of a group of employees
  • often have non-management duties in addition to
    their management work
  • plan day-to-day work of the employees they
    supervise
  • make sure that needed resources are available
    and used wisely
  • often evaluate the work of their employees and
    solve problems that occur in their area
  • spend most of their time implementing the plans
    of executives and mid-managers

9
MANAGEMENT STYLES
  • Management Style
  • the way a manager treats and involves employees
  • Two very different styles often used by managers
  • tactical management
  • strategic management

10
MANAGEMENT STYLES
  • Tactical Management
  • A style where the manager is more directive and
    controlling
  • Managers will make the major decisions and stay
    in close contact with employees while they work
    to make sure the work is done well
  • A manager should use tactical management when
  • Working with part-time or temporary employees
  • Working with employees who are not motivated
  • Working under tight time pressures
  • Assigning a new task for which employees are not
    experienced
  • Employees prefer not to be involved in
    decision-making

11
MANAGEMENT STYLES
  • Strategic Management
  • A style where managers are less directive and
    involve employees in decision-making.
  • A manager using a strategic style will trust
    employees to work without direct supervision and
    will seek their advice on important decisions
  • A manager should use strategic management when
  • Employees are skilled and experiences
  • The work is routine with few new challenges
  • Employees are doing work they enjoy
  • The manager wants to improve group relationships
  • Employees are willing to take responsibility for
    the results of their work

12
WHAT IS A LEADER?
  • Need for Leadership
  • Leadership is the ability to motivate individuals
    and groups to accomplish important goals.
  • When a managers can get individual employees and
    groups to work well together to accomplish
    objectives, she or he is an effective leader.

13
LEADERSHIP CHARACTERISTICS
  • Stability
  • Cooperation
  • Honesty
  • Courage
  • Communications
  • Intelligence
  • Understanding
  • Initiative
  • Dependability
  • Judgment
  • Objectivity
  • Confidence

14
PEPARING 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
IMPORTANCE OF HUMAN RELATIONS
  • Human Relations is the way people get along with
    each other.
  • Effective manages and leaders must be able to get
    along well with all of the people with whom they
    work.
  • In addition, they must help their employees
    develop effective human relations skills.

16
HUMAN RELATIONS SKILLS
  • Self Understanding
  • Understanding Others
  • Communications
  • formal or informal
  • internal or external
  • vertical or horizontal
  • oral or written
  • Team Building
  • Developing Job Satisfaction

17
INFLUENCING PEOPLE
  • Types of Influence
  • Position Influence
  • The ability to get others to accomplish tasks
    because of the position the leader holds
  • Reward Influence
  • Results from the leaders ability to give or
    withhold rewards
  • Expert Influence
  • Arises when group members recognize that the
    leader has special expertise in the area
  • Identity Influence
  • Stems from personal trust and respect members
    have for the leader

18
INFLUENCING PEOPLE
  • Formal Influence vs. Informal Influence
  • Formal
  • Leadership is part of an organizations or
    groups structure
  • Informal
  • People emerge as leaders, they are not part of a
    formal structure

19
IMPORTANCE OF ETHICAL BEHAVIOR
  • What is Ethical Behavior?
  • Ethics are the principles of conduct governing an
    individual or group.
  • Ethical Business Practices ensure that the
    highest standards of conduct are observed in a
    companys relationships with everyone who is a
    part of the business or is affected by the
    business activities.

20
IMPORTANCE OF ETHICAL BEHAVIOR
  • What is Ethical Behavior?
  • Ethical behavior meets several standards
  • 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.

21
IMPORTANCE OF ETHICAL BEHAVIOR
  • Ethical Management
  • Managers are responsible for the success or
    failure of a business.
  • Success or failure is not just determined by
    results such as sales and profits or losses. It
    is also determined by the actions and activities
    of the business
  • Are the actions legal, hones, and ethical?
  • Are people and other companies treated fairly?.
  • Does the work of the company improve the
    communities and countries in which it operates?
  • Does the company work to protect the environment
    and conserve natural resources?

22
INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
  • Most people want to do what is right, but due to
    pressures and problems, sometimes people act
    unethically.
  • The unethical behavior ends up harming the
    business and its relationships with customers and
    the community.
  • Leaders must take actions to prevent unethical
    behavior.

23
INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
  • Preparing the Organization
  • Mission Statement
  • describes the reason a business exists and what
    it wants to accomplish
  • Core Values
  • the important principles that will guide
    decisions and actions in the company

24
INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP
  • Modeling Ethical Behavior
  • Actions Speak Louder Than Words
  • Managers should display ethical behavior
  • Mangers should treat employees in a respectful
    way
  • Being an ethical role model inspires others to do
    the same
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