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CHAPTER THE MANAGER AS LEADER 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 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 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