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Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
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CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation; the larger the organization, the more managers are needed.
Everyone employed in an organization is affected by management principles, processes, policies, and practices as they are either a manager or a subordinate to a manager.
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2. Concepts and Essential of Management
What is Management?
Management is the process of working with different resources to
accomplish organizational goals.
Good managers do those things both effectively and efficiently.
To be effective is to achieve organizational goals
To be efficient is to achieve goals with minimum waste of resources,
that is, to make the best possible use of money, time, materials, and
people.
Some managers fail on both criteria, or focus on one at the expense
of another. Good managers maintain a clear focus on both
effectiveness and efficiency.
Dr.
3. The Functions of Management
These activities, described below, are the traditional functions of
management
a. Planning
b. Organizing
c. Leading
d. Controlling
4. Planning
Planning is specifying the goals to be achieved and deciding in
advance the appropriate actions taken to achieve those goals.
Planning activities include :
•analyzing current situations
•anticipating the future
•determining objectives
•deciding what types of activities the company will engage in
•choosing corporate and business strategies, and
•determining the resources needed to achieve the
organization's goals.
The outcome of the planning process is the organization’s
strategy.
5. Organizing
Organizing is assembling and coordinating the human,
financial, physical, informational, and other resources
needed to achieve goals.
Activities include
•attracting people to the organization
•specifying job responsibilities
•grouping jobs into work units
•allocating resources, and
•creating conditions
It enable people and things work together to achieve
maximum success. The outcome of organizing is an
organizational structure.
6. Leading
Leading is stimulating people to be high performers. It is
inspiring
directing
motivating, and
communicating with employees, individually and in groups.
Leading involves close day-to-day contact with people, helping to
guide and inspire them toward achieving team and organizational
goals. Leading takes place in teams, departments, divisions, and
at the tops of entire organization. The outcome of leading is a
high level of motivation and commitment.
7. Controlling
Comprehensive plans; solid organization, and outstanding leaders do not
guarantee success.
The fourth functional controlling, monitors progress and implements
necessary changes. When managers implement their plans, they often find
that things are not working out as planned.
The controlling function makes sure that goals are accomplished.
It asks and answers the question, "Are our actual outcomes consistent with
our goals?" It makes adjustments as needed.
Specific controlling activities are :
•to set performance standards that indicate progress toward long-term goals
•to identify performance problems by comparing performance data against
standards
•to take actions to correct problems.
8. Budgeting, information systems, cost cutting, and disciplinary action are just a
few of the tools of control.
Successful organizations, large and small, pay close attention to how well they
are doing. They take fast action when problems arise, and are able to change
as needed.
The outcome of controlling is an accurate measurement of performance and
regulation of efficiency and effectiveness
9. Effectiveness is the degree to which the organizations
output correspond to the need and wants of the external
environment that include customers’ suppliers’
competitors and regulatory agencies.
Effectiveness: A measure of the appropriateness of the goals
chosen (are these the right goals?), and the degree to which they
are achieved
“Doing the Right Things Right”
Effectiveness & Efficiency
Productivity = Efficiency x Effectiveness
Efficiency is the ratio of outputs to inputs.
Efficiency: A measure of how well resources are used to achieve a
goal
“Doing Things Right”
10. Manager
The member of the organization who participates in the management process
by planning, organizing, leading, or controlling the organization's resources.
Types of Mangers
There are three types of mangers
1. Strategic Manager
2. Tactical Managers
3. Operational Managers
Strategic Manager:
Strategic managers are the senior executives of an organization and are
responsible for its overall management. Major activities include developing
the company's goals and plans. Typically strategic managers focus on long-
term issues and emphasize the survival, growth, and overall effectiveness of
the organization.
11. Tactical Managers:
Tactical managers are responsible for translating the general goals and plans
developed by strategic managers into objectives that are more specific and
activities.
These decisions, or tactics, involve both a shorter time horizon and the
coordination of resources.
Tactical managers are often called middle managers, because in large
organizations they are located between the strategic and operational managers.
Today's best middle managers have been called "working leaders." They focus
on relationships with other people and on achieving results. They are hands-on,
working managers. They do not just make decisions, give orders, wait for others
to produce, and then evaluate results. They get dirty, do hard work themselves,
solve problems, and produce value.
12. Operational Managers:
Operational managers are lower-level managers who supervise the operations
of the organization.
These managers often have titles such as supervisor or sales manager.
They are directly involved with non-management employees, implementing the
specific plans developed with tactical managers. This role is critical in the
organization, because operational managers are the link between management
and non-management personnel. Your first management position probably will
fit into this category.
13. Managers are Universal
Managers work in all types of organizations, at all levels, and in all functional
areas. Large and small businesses, hospitals, schools and governments benefit
from efficient and effective management. The leaders of these organizations may
be called executives, administrators, or principals, but they are all managers and
are responsible for the success or failure of the organization. This success or
failure is reflected in a manager's career. For example, when a CEO saves a
failing corporation, the board rewards this success with bonuses and stock
options. When a professional football team starts losing, the owner fires the
coach, not the team.
14. The Managerial Skills
Managers need three basic sets of skills:
1. technical
2. interpersonal
3. conceptual
a. Technical Skills
The skills that include knowledge of and proficiency in a certain specialized field
Managers need to be technically competent.
They need to know how to plan, organize lead and control. Line managers need
this skill the most while top manager will need minimum of technical skills.
15. Interpersonal Skills/Human Skills
Interpersonal skills include the ability to work well with
other people both individually and in a group. Mangers need
good interpersonal skills, knowledge about human behaviors
and group processes, ability to understand the feelings,
attitudes and motives of others, and ability to communicate,
clearly and persuasively. Human skills are very important at
each level of management.
16. Conceptual skills include the ability to think and to conceptualize
about abstract and complex situations, to see the organization as a
whole, and to understand the relationships among the various subunits,
and to visualize how the organization fits into its broader environment.
Conceptual skills include analytical ability, logical thinking, concept
formation, and inductive reasoning. They manifest themselves in things
like good judgment, creativity, and the ability to see the big picture. Top
mangers/CEO needs this type of skill the most.
Conceptual Skills
17.
18. Levels of Management
Three level in the organization can classify managers, particularly for
traditionally structured organizations…
•First-line managers are the lowest level of management. They’re often
called supervisors
•Middle managers include all levels of management between the first-line
level and the top level of the organization.
•Top managers include managers at or near the top of the organization
who are responsible for making organization wide decisions and
establishing the plans and goals that affect the entire organization.