Management Skills

1
Management Skills

• Unit 3

2
Overview

• Management Skills
• Leadership
• Motivation
• Communication

3
Leadership
4
Leadership involves

• Direction
• Delegation
• Coordinating
• Motivating

5
What is Leadership?

• A leader is a person who gives direction by
  guiding people towards achievieng goals.
• Leaders delegate tasks and responsibilities to
  others in order to involve them, share the work
  load and reduce stress.

6
What is Leadership?

• Leaders coordinate the efforts of all staff in
  order to ensure that harmony and common goals are
  achieved.
• Leaders motivate staff by being aware of the
  factors that entice workers to be more productive.

7
The three types of leader are

• Autocratic
• Democratic
• Laissez-faire

8
Autocratic Leader

• Gives plenty of direction as they always tell
  people what to do.
• They do not delegate well as they think that they
  can do things best.
• They communicate mostly downwards.

9
Autocratic Leaders

• Motivate by fear.
• Worker morale may low under this type of leader.
• Example Hitler

10
Democratic Leader

• Gives good direction as they guide people towards
  a common goal.
• Will delegate work to ensue all are involved and
  included.
• Communicates both downward and upward, listens to
  suggestions and feedback.

11
Democratic Leader

• Motivates by encouraging and including all staff.
• Worker morale will be high as they feel valued.
• Example Barak Obama

12
Laissez-Faire Leader

• Does not give much direction.
• Delegates a lot of tasks responsibilities.
• Communicates both upward downward.
• Motivates by giving freedom to workers.
• Worker morale may be high or low.
• Example Richard Branson.

13
Delegation 2009 Q 4 (a)

• Is assigning responsibility and authority to
  another person in order to carry out a task.
• A manager should ensure that this person has the
  skills, competence and resources necessary to
  complete the task within a stated deadline.
• However the ultimate responsibility rests with
  the manager.

14
Benefits of delegation 2009 Q 4 (a)

• 1. Efficient completion of tasks
• Manager can prioritise tasks and get the most
  suitable people to do them.
• 2. Tasks completed to a higher standard
• Due to a level of personal accountability
  expected of the person carrying out the task and
  their special ability to do so.

15
Benefits of delegation 2009 Q 4 (a)

• 3. Increased employee motivation
• Workers may feel more valued, their jobs enriched
  and morale improved leading to better
  productivity possible promotion.
• 4. Improved work/life balance
• The manager does not have to do all the work so
  there is less stress conflict. Future managers
  are being trained on the job.

16
Dangers of not delegating

• Overload
• Work not completed within the timeframe required
• Staff do not improve their skills/experience

17
Motivation
18
Motivation

• Is a management skill that involves persuading
  people to act in a certain way.
• It involves being aware of the factors that lead
  people to act in a certain way.
• Theories of motivation include
• McGregors Theory X and Throry Y
• Maslows Hierarchy of Needs.

19
McGregors Theory X and Y

• Douglas McGregor wrote the book The Human Side
  of Enterprise in 1960.
• He examined individuals behaviour at work.
• From this he formulated two models of management,
  Theory X and Theory Y

20
Theory X

• Assumes that people are lazy and dont like work
  and are motivated by money.
• Therefore people have to be forced to work.
• Managers need to be controlling and motivate by
  threats and fear.
• The leadership style used by managers will be
  autocratic.

21
Theory Y

• Assumes that people seek fulfillment through work
  and are willing to work hard.
• Workers do not need to be controlled.
• The management motivate by encouragement and
  inclusion.
• The leadership style used is democratic or
  free-rein.

22
Evaluation of McGregors Theory X and Theory Y

• I think that a knowledge of McGregors theory of
  motivation is useful for managers. The type of
  management style used depends on
• Workers attitudes
• Good worker Theory Y
• Lazy worker Theory X
• Type of work they are doing
• Skilled Theory Y
• Unskiled Theory X
• Therefore managers need to be aware of which
  style best suits the situation.

23
Sample Exam Question 2009 Q 4 (b)

• Q Analyse the implications for a business of a
  manager adopting the Theory X approach to
  managing.
• A Theory X manager
• Assumes that people are lazy and dont like work
  and are motivated by money.
• Therefore people have to be forced to work.
• Managers need to be controlling and motivate by
  threats and fear.
• The leadership style used will be autocratic.

24
Sample Exam Question 2009 Q 4 (b)

• Implications of Theory X manager
• Controlling manager, may lead to conflict.
• Little trust, employee initiative stifled.
• No consultation leading to poor morale and
  productivity.
• Little delegation leads to poor training of
  future managers.

25
Maslows Hierarchy of Needs

• Abraham Maslow wrote many psychology books in the
  1940s and 1950s.
• He believed that peoples behavior can be
  influenced by motivating them to meet their
  unsatisfied needs.
• Maslows Hierarchy of Needs states that
• There are FIVE needs.
• The must be satisfied in a certain order.

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Maslow's Hierarchy Of Needs.
Challenge, promotion, courses
Self- Actualisation
Performance appraisal, job title
Esteem
Friends, teamwork
Social
Contract,tenure
Security
Job, food, water, shelter
Basic
27
Evaluation of Maslows Hierarchy of Needs

• I think that a knowledge Maslows Hierarchy of
  Needs is very useful to managers.
• However they must know what level each person is
  on in order to satisfy needs in correct order,
  e.g. there is no point in trying to motivate a
  person on minimum wage by praise, they need more
  money first.

28
Benefits of motivation

• Higher morale
• Better productivity
• Less absenteeism
• Less conflict, better industrial relations
• Better communication and trust
• Spirit of intrapreneurship

29
Sample Exam Questions

• Short Question
• 2007, Q7
• Long Questions
• 2009, Q4 (A) Delegation, benefits(B)
  Implications of Theory X
• 2006, Q4(A) Motivational Theory(B) Three styles
  of leader
• 2005, Q4 (C) Evaluate Maslow and McGregor
• 2003, Q5 Evaluate Leadership, Motivation and
  Communication

30
Communication
31
Define Communication 2000 Q4 (A)

• Communication is the exchange of information
  between people
• There is a sender and receiver involved
• It is important that the correct medium (method)
  and channel (person) is used to send the message
• For communication to be effective, the message
  must be clear and understood and the recipient
  must be able to respond

32
Types of Communication

• Internal communication takes place within an
  organisation. It may be
• Downward boss giving instructions to a
  subordinate
• Upward complaints or suggestions by employees
• Lateral/Horizontal managers from different
  departments talking
• Feedback management looking for the opinions of
  customers or staff

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Types of Communication

• External communication is needed to deal with all
  other stakeholders, e.g.
• Investors
• Government agencies
• Suppliers
• Producers
• Society

34
Why is Communication important?

• Management spend about 75 of their time
  communicating
• Poor communication is a major source of conflict
• Good communicators make good managers

35
Importance of Communication

• Downward communication is important in order to
  give clear instructions to employees so that the
  objectives of the business are met with the
  highest quality and minimum cost.
• Upward communication is important so that
  employees feel that there is a two way system and
  that their concerns and suggestions are listened
  to. As a result worker morale and industrial
  relations will be good.
• Lateral/horizontal communication is important to
  maintain between people of the same level of
  authority (e.g. managers, supervisors) in the
  organisation to ensure coordination of plans.

36
Importance of Communication

• Feedback is when manager actually asks
  subordinates or customers for their opinion. It
  is important in order ensure that all people in
  the organisation have the opportunity to
  influence the decision making process, which in
  turn will improve morale and reduce conflict. It
  brings people closer together and is consistent
  with a democratic style leadership.
• External communication is needed to order from
  suppliers, satisfy customers, deal with enquiries
  or complaints, obtain governments advice and
  grant aid, etc.
•  

37
Visual Communication

• Using charts, graphs, videos and television to
  give a messages internally externally.

38
Rules for preparing charts/graphs

• Give the chart/graph a title.
• Label the Y axis (e.g. year)
• Label the X axis (e.g. quantity)

39
Bar Chart 2005 SQ 10, 2003 SQ 10

• A bar chart is a series of bars.
• It is used for comparing quantities.

40
Line/Trend Graph

• A line/trend graph is a chart that uses lines.
• It is used for showing changes over time.

41
Pie Charts

• A pie chart is a circle divided into segments.
• It is used to show percentages or proportions.

42
Visual Communication

• Advantages
• Easy to understand
• Shows trends and comparisons

• Disadvantages
• Some people may not understand
• Takes time to prepare

43
Evaluate the role of ICT in communication 2000 Q
4 (B)

• 1. Speed
• All sorts of information is transmitted and
  available world wide in a very short space of
  time.
• e.g. internet, e-mail

44
Evaluate the role of ICT in communication 2000 Q
4 (B)

• 2. Decision Making
• More informed decisions can be made with a
  variety up-to-date information.
• What if scenarios can be considered.
• e.g. spreadsheets, www

45
Evaluate the role of ICT in communication 2000 Q
4 (B)

• 3. Management Structure
• Organisations have become flatter.
• There are fewer layers of management.
• It is easier to keep control with ICT.
• Management subordinates are in constant
  communication via mobiles, laptops

46
Evaluate the role of ICT in communication 2000 Q
4 (B)

• 4. Geographical Location
• Face-to-face communication is no longer
  necessary.
• Reducing time costs of travel.
• Eg.
• tele-conferencing, videoconferenceing

47
Benefits of improving Information Communication
Technology (ICT) 2001 Q 4

• 1. ICT reduces costs
• Less workers needed, less wages e.g. robotics.
• Less travel e.g. videoconferencing.
• Less retail expenses, e.g. internet sales.
• Less postage e.g. e-mail.
• Less bank charges with e-banking.

48
Benefits of improving Information Communication
Technology (ICT) 2001 Q4

• 2. ICT improves performance
• Management can make quick informed decisions eg.
  www, spreadsheets.
• Repetitive task can be done by computer freeing
  staff to do other things eg. stock control
  (EFTPOS)
• Quick constant comm makes the firm efficient
  eg. mobiles, internet.

49
Benefits of improving Information Communication
Technology (ICT) 2001 Q4

• 3. ICT provide new business opportunities
• New technology helps develop new products more
  effeciently eg CAD, CAM
• Advertising selling can by done globally via
  the internet.

50
Drawbacks of ICT

• Costs Hardware, software, training.
• Redundancies Workers middle management
• Health issues RSI, eyesight, etc.

51
Electronic Data Interchange (EDI) 2009 Q 6, 2002
SQ 5

• Allows firms to send standardised documents to
  each other.
• Example when stock reaches a certain level the
  computer will automatically order new stock from
  the supplier.
• The supplier will automatically send an invoice.
• It is quick and cheap (reduces paper post).

52
Spreadsheets 2000 SQ 5
53
What is a Spreadsheet?

• It is a computer programme that allows records to
  be stored and presented quickly and easily e.g.
  Microsoft Excel.
• It can perform what if analysis.
• Predictions can be made, which helps decision
  making.
• Used for payroll, final accounts, budgets, etc.

54
Internet and World Wide Web 2009 Q 6

• A world wide connection of computers.
• It is a library of electronic magazines that
  contain vast amounts of information.
• It is also a method of advertising and selleing
  products.
• Examples Dell sells its computers via the
  internet, Ryanair sells flights online

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Modem

• Computers need a modem to communicate with other
  computers through the telephone lines.
• It converts digital signals to analog signals.

56
e-mail 2005 SQ 5

• Electronic mail involves sending and receiving
  messages over the internet.
• It is quick, cheap easy.
• Disadvantages
• There may be viruses attached
• It may not be private (can be forwarded to
  someone else)
• The email may go to the wrong address

57
Video-conferencing 2009 Q 6, 1999 SQ 3

• TV and computer link up via satellite of sound
  pictures for meetings without travel.

58
Benefits of Videoconferencing

• It is quicker and cheaper than travelling.
• It allows people from all over the world to share
  their ideas.
• Used by companies such as Intel and Google to
  communicate with their headquarters in California.

59
Teleconferencing

• Up to 20 people can talk together on the phone.
• It is quick cheap.
• It allows people to work from home.
• This reduces office expenses.

60
Data Protection Act 1988 and 2003 (2009 Q 4)

• A Data Subject is an individual about whom
  information is kept.
• Data Subjects have rights
• Right of Correction the right to have
  inaccurate information corrected
• Right to Complain and Compensation a person has
  the right to complain to the Data Protection
  Commissioner and to receive compensation for
  losses resulting from inaccurate information
• Right of Access a person has the right to
  receive a copy of data held electronically or on
  paper within 40 days of lodging a request
• Right of Removal a person has the right to have
  their name removed from mailing lists

61
Obligations of Data Controllers (SCOUR)

1. Provide security keep data protected against
   unauthorised access (locked filing cabinet,
   password protected laptop, etc.)
2. Provide a copy of data within 40 days of a
   written request
3. Obtain information fairly and openly
4. Use data only for specific purpose intended
5. Register keep a register of all data kept

62
Functions of the Data Protection Commissioner

• Keep a register of all data controllers.
• Report annually to the Oireachtas.
• Use prohibition notices to stop the transfer of
  data outside of the country.
• Use information notices to force data controllers
  to provide data when requested.
• Use enforcement notices to deal with
  organisations that breach the act.

63
Evaluation of the Data Protection Acts 1988 and
2003

• In my opinion the Data Protection Acts 1988 and
  2003 have protected data subjects from loss due
  to inaccurate information which is held about
  them
• It entitles data subjects to see all information
  held about them on computers or in manual files
  and get any errors corrected
• The establishment of a Data Protection
  Commissioner, a government-backed official helps
  data subjects fight for their right of access to
  files

64
Review and Recap

• Leadership
• What is leadership?
• What are the three leadership styles?
• Motivation
• What is motivation?
• Why is it important in business?
• What are the two main theories of motivation?
• Communication
• What is communication?
• Why is it important in business?
• What methods are used in business?
• How has ICT impacted on communication?
• How does the Data Protection Act impact on
  consumers and on businesses that hold information
  about consumers?