© 2009 South-Western, a division of Cengage Learning 1 Chapter 15: MANAGEMENT MOTIVATION AND LEADERSHIP: Bringing Business To Life

© 2009 South-Western, a division of Cengage Learning

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Chapter 15: MANAGEMENT MOTIVATION AND LEADERSHIP:

Bringing Business To Life


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LOOKING AHEAD

• Why is management important to an organization’s success?

• What are important motivation theories for managers to understand?

• What are the different types of planning?

• What is the role of organizing in managing?

• What are the key leadership styles?

• What are the steps in the control process?


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BRINGING RESOURCES TO LIFE

Achieving the goals of an organization through planning,

organizing, leading, and controlling organizational

resources including people, money and time.

PLANNING

CONTROLLING

LEADINGORGANIZING


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MANAGEMENT HIERARCHY: LEVELS OF RESPONSIBILITY

TopManagement

MiddleManagement

First LineManagement

• Articulate Vision• Establish Priorities

• Facilitate Communication• Coordinate Teams

• Train, Motivate, Evaluate Employees

• Manage Daily Processes


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MANAGEMENT SKILLS: HAVING WHAT IT TAKES TO GET THE JOB DONE


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MOTIVATION: LIGHTING THE FIRE

• Good managers motivate others to reach their best

• Motivated workers feel great about work

• Workers who feel good, produce more

• Diverse range of motivation theories


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MASLOW HIERARCHY OF NEEDS


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THEORY X AND THEORY Y

Theory X Assumptions Theory Y Assumptions

Workers dislike work and will avoid it

Work is as natural as play or rest—workers do not dislike it

Fear is motivating—coercion and threats are vital

Rewards can motivate—people can exercise self-direction and self-control

People prefer to be directed, avoiding responsibility

People can accept, and even seek responsibility

Imagination, creativity, and ingenuity is widely distributed

Intellectual capacity of average workers is underutilized


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JOB ENRICHMENT

Creating jobs with meaningful content, creative work:

• Skill Variety

• Task Identity

• Task Significance

• Autonomy

• Feedback

Creating jobs with meaningful content, creative work:

• Skill Variety

• Task Identity

• Task Significance

• Autonomy

• Feedback


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EXPECTANCY THEORY

Relationship among individual effort, individual performance

and individual reward


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EQUITY THEORY

Perception of fairness directly impacts

worker motivation.


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MOTIVATION TODAY

• Range of motivation approaches

• Engaged and productive workers

• Emphasis on corporate culture

• Expanded incentives

• Focus on training and development


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PLANNING: FIGURING OUT WHERE TO GO AND HOW TO GET THERE

The planning function is core to effective

management. The best plans keep the organization

on track, but flexible

• Cut Throat Competition

• Rapid Change

• Economic Uncertainty


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TYPES OF PLANNING

Type of Planning

Management Level

Examples of Planning Questions and Concerns

Strategic Planning

Senior Management

• Should we acquire a new company?• Should we outsource?

Tactical Planning

Middle Management

• Should we invest in new equipment?• Should we spend fewer ad dollars?

Operational Planning

First line management

• How should employees be scheduled? • How should customers be greeted?


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CONTINGENCY PLANNING

• How should we respond if our competitors start a price war?

• What should we do if the government regulates our industry?

• How can we restart our business if a natural disaster destroys our plant?

• How will we evacuate employees if terrorists strike our headquarters?


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CONTINGENCY PLANNING PARADIGM


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STRATEGIC PLANNING: SETTING THE AGENDA

• Define the mission

• Evaluate competitive position

• Set goals

• Create strategies

• Implement strategies

• Evaluate results and incorporate lessons


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DEFINING YOUR MISSION

Organization’s purpose, values, and core goals, providing the framework for all other plans.

State Farm's mission is to help people manage the risks of everyday life, recover from the unexpected and realize their dreams.

Google's mission is to organize the world's information and make it universally accessible and useful.

Nike’s mission is to bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.


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EVALUATING YOUR COMPETITIVE POSITION

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Potential internal strengths:• Premium brand name• Proven management team• Lower costs/higher margins

Potential external opportunities:• Higher consumer demand• Complacent competitors• Growth in foreign markets

Potential internal weaknesses:• Low employee satisfaction• Inadequate financial resources• Poor location

Potential external threats:• A powerful new competitor• A deep recession• New government regulations


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SETTING YOUR GOALS


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CREATING YOUR STRATEGIES

• Creating Your Strategies– SWOT is a starting point– Respond to environment– Dynamic and flexible

• Implementing Your Strategies– Tactical planning– Coordination of middle managers

• Evaluating Your Results and Incorporating Lessons– Continual process– Controlling function– Factor in lessons


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ORGANIZING: FITTING TOGETHER THE PUZZLE PIECES

• Logical structure for people, their jobs, and interaction

• Multiple options for structure• Managers consider:

– Goals and objectives– Products– Technology– Size– Competitors


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ORGANIZATION CHART


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KEY ORGANIZING CONSIDERATIONS

• Degree of Centralization• Span of Control• Departmentalization

– Functional– Product– Customer– Geographical– Process


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DEPARTMENTALIZATION


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LINE AND STAFF RELATIONSHIPS

Line Organization – clear, simple

chain of command.

Staff Managers – provide advice and assistance.

Legal, Accounting, HR


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MATRIX ORGANIZATION

Functional Manager

Project Manager

Matrix Organization – • Brings together specialists to work on projects. • No clear chain of command• Effective for project type work


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LEADERSHIP: DIRECTING AND INSPIRING


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LEADERSHIP PRACTICES

• Challenge the process

• Inspire a shared vision

• Enable others to act

• Model the way

• Encourage the heart

What the best leaders actually do:

(Source: The leadership challenge approach by Jim Kouzes and Barry Posner, The Leadership Challenge Website, accessed November 13, 2005, http://www.leadershipchallenge.com/WileyCDA/Section/id-131055.html)

http://www.leadershipchallenge.com/WileyCDA/Section/id-131055.html


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CONTROLLING: MAKING SURE IT ALL WORKS

1. Establish clear performance standards

2. Measure actual performance against standards

3. Take corrective if necessary


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CONTROLLING IN ACTION

Your department must write 1,000 tickets a month.

You are the manager of all the traffic cops in your city

There are ten officers, so you establish a performance standard of 100 tickets a month for each officer.

You check the numbers weekly. The second week you notice that one of your officers has only written 20 tickets.

How should you handle this?


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LOOKING BACK

• Why is management important to an organization’s success?

• What are important motivation theories for managers to understand?

• What are the different types of planning?

• What is the role of organizing in managing?

• What are the key leadership styles?

• What are the steps in the control process?

Documents

© 2009 South-Western, a division of Cengage Learning 1 Chapter 15: MANAGEMENT MOTIVATION AND LEADERSHIP: Bringing Business To Life