Bus106 wk8 ch7 Management and Leadership

Week 8, Chapter 7 Management and Leadership

Agenda Chapter 7 Exercise Review

Learning Objectives Four functions of management (PDOC): • Planning – achieving organizational goals The management function: • Directing (leading) – different from responding to change managing • Organizing for success • Controlling – the five steps The different types of planning and the importance of decision making

Learning Objectives The organizing function The differences of management and between leaders and the three categories of managers, and the skills needed by various leadership managers. styles. The five steps of the control function of management.

Managers’ Roles Are Evolving - New Approaches: Why? Global Competition Business Scandals Constant Change Better Educated Workers Downsizing/Rightsizing Image source: http://www.flickr.com/photos/teamtraveller/

Managers must practise the art of getting things done through organizational resources. Image sources: http://www.flickr.com/photos/bendavid/; http://www.flickr.com/photos/divemasterking2000/; http://www.flickr.com/photos/blatantworld/

Management: The process used to accomplish organizational goals through: PDOC Planning Directing (Leading) Organizing Controlling

Planning: A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational GOPST: Goals, Objectives, Plans, Strategies and Tactics. Image source: http://www.flickr.com/photos/ehoba/

Directing (Leading) - Creating a vision for the guiding, training, organization and coaching, and motivating others to work effectively to achieve the organization’s goal and objectives.

Organizing - A management function that includes designing the structure of the organization and Determining how to creating conditions use existing and systems in which everyone and resources to everything works implement the plan together to achieve the organization’s goals and Jobs must be objectives. arranged in a structure to create an efficient task system

Controlling - Involves establishing clear standards to determine whether an organization is progressing toward its goal and objectives rewarding taking corrective people for doing action if they a good job are not

PDOC – see Figure 7.1

Planning: Create Vision A vision is more than a goal; it’s an encompassing explanation of why the organization exists and where it’s trying to head. A vision gives the organization a sense of purpose. Values are a set of fundamental beliefs that guide a business in the decisions they make.

A mission statement is an outline of the organization’s fundamental purposes.

Seneca College Mission Statement To contribute to Canadian Society by being a transformational leader in providing students with career-related education and training Source: http://www.senecac.on.ca/ori/elearning/downloads/StrategicPlan2004-2009.pdf

Goal(s) are the broad,long-term accomplishments an organization wishes to attain – usually expressed in terms of measurable objectives.

short-term statements detailing Objectives are specific, how to achieve the organization’s goals.

Plans are theordered sequences of strategies an organization uses to achieve each objective. – plans always have a time element.

A large part of creating measurable objectives (by which you will achieve your corporate ―goal‖) is to understand what you are good strengths, at and what you are not good at. What are your weaknesses, opportunities and threats? Image source: http://www.flickr.com/photos/jeanlouis_zimmermann/

SWOT Analysis – evaluation technique to analyze an organization and its environment by identifying… Strengths Weaknesses internal internal external external Opportunities Threats

Seneca SWOT Analysis Strengths Weaknesses Opportunities Threats

Questions of Planning What is the situation now? Where do we want to go? How can we get there from here?

"Would you tell me, please, which way I ought to go from here?' 'That depends a good deal on where you want to get to,' said the Cat. `I don't much care where...' said Alice. 'Then it doesn't matter which way you go,' said the Cat." Lewis Carrol (Alice's Adventures in Wonderland). Source: http://i268.photobucket.com/albums/jj36/lucidogene/Alice_in_Wonderland_2000.jpg

Forms of Planning – see Figure 7.4 Strategic Planning • Setting of broad, long-range goals by top managers Contingency Planning Tactical Planning • Backup plans in case • Identification of specific, primary plans fail short-range objectives by lower managers Operational Planning • Setting of work standards and schedules

Strategic planning outlines how the company will meet its objectives and goals. It provides the foundation for the policies, procedures, and strategies for obtaining and using resources to achieve those goals

Tactical planning is the process of developing detailed, short- term statements about what is to be done, who is to do it, and how it is to be done.

Operational planning is the process of setting work standards and schedules necessary to implement the company’s objectives. Focuses on the specific responsibilities of supervisors, department managers, and individual employees.

Contingency Planning (or ―What If‖?) Identify in advance changes that might occur Identify ways the company can respond to changes Image source: http://apimages.ap.org

Contingency planning is the process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives. The economic and competitive environments change so rapidly that it’s wise to have alternative plans of action.

Crisis planning involves reacting to sudden changes in the environment. can be especially challenging to medium- sized and smaller companies due to fewer resources Image source: http://apimages.ap.org

Problem solving is the process of solving the everyday problems that occur. It is less formal than the decision-making process and usually calls for quicker action.

Decision Making: Process Develop Define Describe Alternatives Develop Do Decide Agreement Determine

Problem solving technique - brainstorming (i.e., coming up with as many solutions as possible in a short period of time with no censoring of ideas)

Problem solving techniques: PMI Pluses Minuses Solution Interesting (+) (-)

Organizing – see Figure 7.5

Organizing – see Figure 7.6

Management Planning - Levels and Time Spans Time 2 Years + 1 Year, Quarter Days, Weeks Top Middle Lower Level Management Management Management

Management Skills • the ability to do specialized tasks such as keyboarding, Technical artwork, accounting, marketing etc. Human • “people skills” that enable managers to understand Relations and get along with others • the ability to view problems creatively and abstractly, Conceptual and to accurately analyze situations Image source: http://apimages.ap.org

Required Management Skills – see Figure 7.7

Homework 40

Stakeholders customers employees environmental groups suppliers surrounding communities dealers

Stakeholders smaller organizations The consensus seems to be that are more responsive than larger organizations. Therefore, many large firms are being restructured into smaller, more customer-focused units.

In business literature there is a trend toward separating the notion of management from that of leadership. One person might be a good manager but not a good leader. Another might be a good leader without being a good manager.

Good leaders motivate workers and create the environment for workers to motivate themselves. Management is the carrying out of the leadership’s vision.

Leaders are motivated by intrinsic as opposed to extrinsic values: Rewards and Recognition Values, Needs, Desires, Motive and Will power

Autocratic Leadership Style: Close Supervision Such a style is effective in emergencies and when absolute ―followership‖ is needed— for example, when fighting fires. Image source: http://www.flickr.com/photos/ldandersen/

Participative (Democratic) Leadership Style Employee participation in decisions may not always increase effectiveness, but it usually job increases satisfaction. Image courtesy of Brown Man Clothing Company http://www.brownmanclothing.com/

Free-rein Leadership Style In certain organizations, where managers deal with doctors, engineers, or other professionals, often the most successful leadership style is free-rein.

Managing Knowledge Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm.

Sources of Management Information Outside Sources Inside Sources • Customers & Suppliers • Subordinates & Teams • Financial Institutions • Superiors • Other Managers • Meetings and Seminsars • Publications, Conferences • Management Information Systems • Academics & Consultants • Grapevine

Controlling Controlling consists of five steps: • Establishing clear performance standards. • Monitoring and recording actual performance • Comparing results against plans and standards. • Communicating results and deviations to the employees involved. • Taking corrective action when needed and providing positive feedback.

Controlling – see Figure 7.10

Chapter Summary Four functions of management • Planning – achieving organizational goals The management function: • Directing (leading) – different from responding to change managing • Organizing for success • Controlling – five steps The organizing function of The different types of planning management and the three and the importance of decision categories of skills needed by making. managers. The differences between The five steps of the control leaders and managers, and the function of management. various leadership styles.

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Bus106 wk8 ch7 Management and Leadership

by Bhupesh Shah

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Bus106 wk8 ch7 Management and Leadership Presentation Transcript