CHAPTER
OBJECTIVESOBJECTIVES
THE MANAGERAS LEADER
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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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
LEADERSHIPTRAITS
Intelligence Judgment Objectivity Initiative Dependability Cooperation
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 decision-making 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
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