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