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THE MANAGER AS LEADER

THE MANAGER AS LEADER. 12. 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.

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THE MANAGER AS LEADER

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  1. THE MANAGERAS LEADER 12 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.

  2. 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

  3. 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.

  4. 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

  5. Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding LEADERSHIPTRAITS

  6. 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

  7. THE IMPORTANCE OF LEADERSHIP • Influencing people • Both negative and positive types • Influence E because of their power • POWER - 4 types • Position • Reward • Expert • Identity

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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…

  20. 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

  21. 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

  22. 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

  23. 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.

  24. Ethical Issues - p 312 • Review Facts - 5,6,9,11,12,13 • Disc - 1,4,8

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