Transcript Chap12 - LanesWiki

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.
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THE IMPORTANCE OF LEADERSHIP
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To get work done effectively, employees must understand why the work is
important and must want to do the work.
Employees want to be an important part of the business and want managers to
value their ideas as well as their work.
A manager who earns the respect and cooperation of employees to effectively
accomplish the work of the organization is known as a LEADER.
LEADERSHIP is the ability to influence individuals and groups to cooperatively
achieve organizational goals.
Leaders have excellent human relation skills.
HUMAN RELATIONS refers to how well people get along with each other
when working together.
A group of people who respect each other and work well together will likely do
better work then groups characterized by negative feelings,
misunderstandings, hostility, and a lack of respect for each other.
All managers have a responsibility for getting work done through others, so
relationships are important.
Not everyone is currently an effective leader, but leadership skills can be
developed which are emphasized in today’s management training programs
where they focus on leadership and human relations
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LEADERSHIP CHARACTERISTICS
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One of the most important responsibilities is creating an atmosphere that
encourages employees to do their best work to make the business successful.
Employees have their own goals and needs as well.
Managers must work to satisfy important needs of each employee while also
meeting the goals of the business.
Leadership characteristics are directly related to the success of the company.
Leaders help employees get work done correctly and willingly.
A good manager creates a work environment in which employees enjoy their
work and want to do a good job.
Leadership characteristics are personal qualities rather than specific ways that
mangers behave.
Each company, each job, and each situation is different.
Leadership characteristics prepare managers to be flexible and adjust to
changes.
2 managers with the same leadership qualities will probably respond in
different ways to specific situations, but will be able to work well with people to
get the necessary work accomplished.
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INFLUENCING PEOPLE
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Managers can influence people to accomplish work in both negative
and positive ways.
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Managers can influence employees because of their POWER ( the
ability to control behavior).
FOUR TYPES OF POWER
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Position Power- comes from the position the manager holds in the
organization. EX: If a manager is an employee’s boss, the manager
has the power to give directions.
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Reward Power- power based on ability to control rewards and
punishments. EX: Manager determines work schedules, pay
increases, etc; employees are likely to respond.
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Expert Power- power given to the people because of their superior
knowledge about the work. EX: If a worker is unsure how to
perform a task, they may ask an expert.
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Identity Power- power given to the people because others identify
with and want to be accepted by them. EX: Experienced and wellliked employees have identity power.
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LEADERSHIP
TRAITS
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Intelligence
Judgment
Objectivity
Initiative
Dependability
Cooperation
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Honesty
Courage
Confidence
Stability
Understanding
Developing Leadership Skills
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For the most part, people are not “born” leaders.
Most people can become effective leaders with preparation and
practice.
Managers are not the only people who need leadership skills
Many businesses are using employee teams to plan work and
make decisions. (EMPOWERMENT)
Individual team members may assume leadership roles for
specific projects.
Leaders will have expert and identity power to get projects
completed.
Entire team may be given position and reward power that they
can use to manage team activities and to achieve team goals.
Companies often prefer to hire workers who have already
developed many leadership traits
Training programs introduce or reinforce team building
activities
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HUMAN RELATIONS- managers must be able to work well
with others both inside and outside the business and help employees
work well together.
 Self-understanding-an awareness of your own attitudes, opinions,
leadership style, decision-making process, and your relationship with other
people. Use their understanding of their strengths, weaknesses, and how
others perceive them to improve their skills as managers.
 Understanding others-A manager cannot treat everyone the same
way. Each person has a different background, attitude, skills, and needs.
 Communication- Managers must understand what information needs to
be communicated and what methods to use. Must be skilled in written and oral
communication skills but listening is the most important.
 Team building – people need to feel part of the team.
Team building
gets people to believe in the goals of the company and work well together.
Teams take responsibility for work and pride in the results. This will reduce the
time a manager must spend on monitoring the team’s work.
 Developing job satisfaction- Can be influenced by factors such as
personal characteristics, needs of employees, who they work with, and the
actual work itself.
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MANAGEMENT VIEWPOINTS ABOUT
EMPLOYEES
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Employees need to be closely managed
*Used by managers for employees who are lazy and work only to get the paycheck.
* Managers will likely use rewards and penalties regularly to try to influence worker
performance.
*Managers make all important decisions.
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Employees perform well with limited management
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Managers assume that employees like responsibility and their work and will take the
initiative to solve problems
Managers will ask employees for their input and allow the employees a great deal of
control over their own work and do not apply immediate punishment or rewards.
Managers spend more time on management activities rather than employee
supervision.
A flexible viewpoint
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Flexibility in manager’s viewpoints toward employees permits flexibility in their
treatment.
A combination of both limited and open supervision
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LEADERSHIP STYLE- general way a manager treats and supervises employees.
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Autocratic leadership- one who gives direct, clear, and precise orders with detailed instructions
as to what, when, and how work is to be completed.
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Employees do no make decisions; manager assumes they don’t want to or can’t make decisions.
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When questions arise, they ask the manager; Used for efficiency
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Major disadvantage is that it discourages workers from thinking about better ways of doing their
work. No problem solving experience. Employees become bored!
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Used in emergencies to get a huge order out; new or temporary employees
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Democratic leadership- one who encourages workers to share in making decisions about their
work and work related problems.
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Managers communicate openly with employees regarding problems and solutions
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Manager still makes decisions but only after discussing with employees
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Manager provides assistance or encouragement
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Major advantage is that it encourages employees to participate in planning work, solving work
problems, and making decisions.
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Disadvantage is employees don’t like to participate in decision making; manager must ask
employees for their input on important decisions not unimportant ones.
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Open leadership- one who gives little or no direction to employees.
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Works best with experienced workers where few changes take place in business.
Employees understand the work that needs to be done, but methods, details, and decisions are left
to individual employees or teams.
Situational Leadership- one who understands employees and job requirements
and matches his or her actions and decisions to the circumstances.
 Teams of experienced workers ---OPEN leadership
 Teams of inexperienced workers—AUTOCRATIC leadership
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HANDLING EMPLOYEE PROBLEMS
 Personal problems
 Manager must be understanding to situations. (sick child, transportation
problem)
 DO NOT ATTEMPT TO SOLVE PROBLEMS…provide assistance!!!!!
 Make employees aware of services provided within company or outside.
 Confidentiality and accommodations must be made.
 Work rules- regulations created to maintain an effective working
environment.
 Ex: hours of work, care of equipment, worker safety, relationships among
employees and with managers.
 Company rules are for all but there are exceptions (different departments)
 Union enforced rules
 Oral warnings, written warnings, short suspension, then YOU”RE OUT!
 Enforcing work rules
 Hot stove principle
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