Transcript Powerpoint Lecture

CHAPTER
THE MANAGER
AS LEADER
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12
OBJECTIVES
Define the concept of leadership and important
characteristics of leaders.
Identify five important human relations skills needed by
managers.
Discuss two viewpoints of managers about employees'
attitudes toward work.
Compare three different leadership styles and determine
when each is most effective.
Describe the importance of work rules in a business and the
procedures managers should follow in enforcing them.
 Key quality for a manager is to be an
effective leader
 If you’re going to be in business, you
need to develop your leadership skills
 How it use to be
 Managers just told Es what to do and they
were expected to do it.
 Today
 We know that it isn’t that simple
 Es must understand why the work is
important and must want to do the work
 Today
 Es want to be an important part
 Es want their ideas valued as well as their
work
 A manager who earns the respect and
cooperation of Es to effectively
accomplish the work of an organization
is known as a LEADER.
 Leadership
 Ability to influence individuals and groups
to cooperatively achieve organizational
goals
 Have excellent human relations skills
 Human relations - how well people get
along with each other when working
together
 Relationships are so important -- need
to related to your workers
LEADERSHIP
TRAITS
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Intelligence
Judgment
Objectivity
Initiative
Dependability
Cooperation
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Honesty
Courage
Confidence
Stability
Understanding
THE IMPORTANCE OF
LEADERSHIP
 Leadership characteristics
 Create an atmosphere that encourages
Es to do their best work
 Must work to satisfy important needs of
EACH E while also meeting the goals of
the business
 Personal qualities rather than behavior
 Need to be flexible and adjust to change
THE IMPORTANCE OF
LEADERSHIP
 Influencing people
 Both negative and positive types
 Influence E because of their power
 POWER - 4 types
 Position
 Reward
 Expert
 Identity
THE IMPORTANCE OF
LEADERSHIP
 Position/Reward power - NOT related
to leadership characteristics
 Es do not grant these to managers
 Come from position in co.
 Expert/Identity power - come from Es,
not due to position in the company
 Es grant these kinds of power to
managers they consider worthy of
 Related to effective leadership
characteristics
THE IMPORTANCE OF
LEADERSHIP
 Developing leadership skills
 Not “born” leaders
 Through training and personal develop,
one can improve their leadership qualities
 Training and experience can improve
judgment in making decisions
HUMAN RELATIONS
 Helps Es work well together
 Self-understanding
 Awareness of your attitudes and options,
your leadership style, your decisionmaking style, your relationship with other
people
 Understanding others
 Every individual is different
 Cannot treat everyone the same
 Some want a great deal of support and
some do not
HUMAN RELATIONS
 Communication
 What needs to be communicated
 Listening
 Must communicate w/ Es in a language
they can understand
 Team building
 Es need to feel they are part of a team
 That they are important
 That they can count on other team
members
HUMAN RELATIONS
 Developing job satisfaction
 Usually not TOTALLY satisfied or
unsatisfied with job
 Different from day to day
 Should carefully match the person with
the kind of work they like to perform
 Match the job tasks with the needs and
interests of the Es
MANAGEMENT VIEWPOINTS
ABOUT EMPLOYEES
 Employees need to be closely
managed
 Or they won’t complete work well
 Mgr.’s that believe this closely supervise
and control Es
 They make all important decisions
 Likely to use rewards and penalties
regularly
MANAGEMENT VIEWPOINTS
ABOUT EMPLOYEES
 Employees perform well with limited
management
 Es like to work
 Their jobs meets their personal needs
 Mgr.s will ask for Es input/ideas
 Allow Es a great deal of control
 Do not apply immediate
punishment/rewards
MANAGEMENT VIEWPOINTS
ABOUT EMPLOYEES
 A flexible viewpoint
 Proved to be the most effective managers
 Mrg.s adjust their approach as
circumstances change
 Flexibility in mrg.’s viewpoints towards Es
permits flexibility in their treatment
 Es prefer mgr.s who are flexible
LEADERSHIP STYLE
 Autocratic leadership
 Gives direct, clear, and precise orders
with detailed instructions as to what,
when, and how work is to be done
 Es do not make decisions
 To gain efficiency -- best style to use
 Some Es prefer this style but many do not
 This style leads to E dissatisfaction and a
decline in work performance
 Effective in some situations -- best for
emergencies
LEADERSHIP STYLE
 Democratic leadership
 Encourages Es to share in making
decisions about their work and work
related problems
 Communicate openly; discuss problems
and solutions with Es
 Encourages Es to participate in planning,
solving problems and making decisions
 Don’t ask for help in just unimportant
issues
 Time consuming
 Effective with well-trained workers
LEADERSHIP STYLE
 Open leadership
 Gives little or no direction to Es
 Es may become the leader when certain
decisions are made
 Should be used very carefully
 Use only after ensuring the Es are
prepared for it and comfortable with
individual responsibility
LEADERSHIP STYLE
 Situational Leadership
 Most effective
 Leader who understands Es and job
requirements
 Matches E’s actions and decisions to the
circumstances
 Figure 12-3 - Es prefer a manager who…
HANDLING
EMPLOYEE PROBLEMS
 Personal problems
 Mrg. Must be sympathetic by listening and
showing an understanding
 May be serious/disruptive to work
 Work w/ Es to get the necessary help
 Mrg.s are NOT trained to solve difficult
problems
 But don’t ignore them
 Offer/get professional counseling
HANDLING
EMPLOYEE PROBLEMS
 Work rules
 Difficult mgm’t responsibility
 Created to maintain an effective working
environment
 May apply to all or unique rules for
different divisions of Es
 Process - warning, suspension,
termination
HANDLING
EMPLOYEE PROBLEMS
 Enforcing work rules
 If problems aren’t handled in a timely
manner, mrg.s will lose the respect of Es
 Deal with situations directly
 If not dealt with immediately, Es will not
have a clear expectation and will not
know whether the mrg. intends to enforce
the rules or not
 Figure 12-4 - enforcing work rules
HANDLING
EMPLOYEE PROBLEMS
 Enforcing work rules
 React immediately, objectively and firmly
 “hot stove principle”
 If reprimand is immediate, the E will pay
more careful attention to the rules in the
future
 When conflicts and problems occur,
leaders must work to solve them before
they create larger problems.
 Ethical Issues - p 312
 Review Facts - 5,6,9,11,12,13
 Disc - 1,4,8