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Uploaded byStacey Troup
MGT-230
The document discusses the differences between management and leadership, with leadership requiring motivating and inspiring others with a clear vision. It also discusses setting SMART and stretch goals, the importance of managerial control through different types of control like bureaucratic or clan control, and setting performance standards. Finally, it addresses why diversity is important for organizational success and the challenges of managing multicultural organizations.
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MGT-230
- 1. Presented on April24, 2015
- 3. Management Focuson day to day complexities Leadership Motivation & Inspiration Turning managers into effective leaders
- 4. A strong visionis key to leadership. Supervisory Leadership Strategic Leadership
- 6. Goals SMARTgoal setting Stretch Goals Vertical stretch goals Horizontal stretch goals Limitations
- 7. How does iteffect morale of the business?
- 9. Managerial control isessential for attainment of any management objective Managerial Control Types Bureaucratic Control Market Control Clan Control Setting Performance Standards
- 11. Why isdiversity important to the success of your organization? Multicultural organizations Challenges in Diversity
- 12. Managing Vs.Leaders – the need for managers who lead Organizational Culture – leveraging your staff toward team orientation Managerial Control – growth, goals and success through planning and clear vision understanding. Diversity – the need for multicultural organizations for success.
Editor's Notes
- #4 Management: Planning functions Objectives Goals People (control): Performance reviews, behavioral issues Power Decisions Control/Power Leadership/Leaders: Inspire others to reach potential Inspires attainment of vision Keeps people focused on the future Model the way Encourage the heart Not all managers aspire to be leaders due to their focus on serving on a day to day basis and emphasis on bottom line results rather than their development and implementation of a strong vision. By guiding managers into a path of leadership, through understanding and implementation of its traits, managers will evolve into effective leaders for their organizations.
- #5 Supervisory Leadership is defined as behavior that provides guidance, support and corrective feedback for day to day activities. Managers who embrace this supervisory leadership style become more involved in the success of their employees and personal growth of the department as a whole, rather than focus on the bottom line results of the company. Strategic Leadership is defined as a process which gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization. This allows the leader to initiate change for the future. By simultaneously embracing these leadership styles, managers become complete unit directors for the staff they manage. They encourage personal growth, provide feedback and accept the failures of their employees as a part of life rather than a personal attack on the employee. What do we get when we have charismatic leaders who manage? We get a fully functional team environment in which everyone is encouraged, supported and guided along the path of the vision of the company and ultimately, the success they desire.
- #6 Motivation is defined as internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal. So we must ask ourselves how we begin to motivate? Also, why is motivation important? Reinforcing behavior that is followed by positive consequences ensures that positive behavior is repeated. The use of organizational behavior modification (OBMOD) attempts to influence peoples behavior and improve performance by systematically managing weak conditions and the consequences of peoples action. Negative reinforcement, also a positive reinforcer, removes or withholds an undesirable consequence. Negative outcomes such as punishment (termination, suspension) and extenction (which fail to provide a reinforcing consequence) produce negative results. When we properly motivate our employees through positive reinforcement, promotions, monetary gains or any other influencer, our employees become very productive, energized people who not only love coming to work but the work that they do. This positive energy will be felt by your internal and external customers alike.
- #7 Participation in goal setting is pivotal to success. The use of SMART goals (Specific, Measurable, Achievable, Results-based, Time Specific) is specifically beneficial as it involves the feedback and participation of the employee. By asking your employee to set their own SMART goals, they are driven through motivation to succeed. Stretch goals are targets that are exceptionally demanding and that some people would never think of. Often seen in a sales environment, stretch goals are often overreaching and impossible to reach. There are two types of stretch goals; vertical and horizontal. Vertical Stretch Goals Vertical stretch goals are aligned with current activities including productivity and financial results. Usually put into place to improve on current performance. Horizontal Stretch Goals Horizontal stretch goals involve peoples professional development through the introduction of new, never before attempted tasks. Limitations Stretch goals can help turn around a complacent team into a driven, productive one. However, it is important to remember that if your employees are not meeting their stretch goals, that they shouldn’t be punished for them. It is more important to remember how hard these goals are and provide positive reinforcement to keep up momentum and positive attitudes among the team.
- #8 As discussed, when managers adapt leadership principals, they form true team organizations. Through the use of reward systems for such actions as (1) rewarding solid solutions instead of quick fixes (2) risk taking instead of risk avoiding (3) applied creativity instead of mindless conformity (4) decisive action instead of paralysis by analysis (5) smart work instead of busy work (6) simplification instead of needless complication (7) reward effective behavior instead of “squeaky wheels” (8) quality of work instead of fast work (9) loyalty instead of turnover and finally (10) working together instead of working against, the manager not only becomes a leader but earns the employees loyalty and trust, making for a healthy working environment with little turnover and corporate values.
- #10 Bureaucratic Control Bureaucratic control is the use of rules, regulations and formal authority to guide performance. Market Control Market control involves the use of pricing mechanism to regulate activities in an organization as though they are economic transactions. Clan Control Unlike bureaucratic and market control, clan control does not assume that the interests of the organization and individuals naturally diverge. It is based on the idea that employees may share the values, expectations and goals of the organization and act in accordance with them. Through the adaptation of these market controls we are able to accomplish a more cohesive team that feels they are not only heard but that they have value. This comes in the form of the bureaucratic control function which provides feedback and allows for corrective action to ensure performance standards and objectives are achieved. There are four major steps to the control cycle. They are: Setting performance standards Measuring performance Comparing performance against standards and delivering deviation Taking action to correct problems and reinforce success As we can see, utilizing a combination of control functions and steps when leveraged with an adapted leadership style can truly bring an organization into the “next steps” it seeks.
- #12 Diversity is important to any organization that wishes to explore new outlets for creativity and become a world class employer. Diversity assists employers in obtaining top management leadership personnel whereby commitment to these programs is critical for diversity programs to succeed. Multicultural Organizations Monolithic organizations have very little cultural integration. They employ very few women, minorities or other groups that differ from majority. The other, and more productive organizational structure is a pluralistic organization. Pluralistic organizations have a more diverse population and take steps to involve a variety of gender, racial and other issues. To become a true multicultural organization, you must not only have diversity within your ranks but you must value diversity as a major key to the success of your organization. Challenges in Diversity & Inclusion There are several challenges to diversity and inclusion including: Unexamined assumptions Lower cohesiveness Communication problems Mistrust and tension Stereotyping
- #13 What we should ask ourselves before leaving today are the following questions: Do my managers have leadership potential? How can I leverage my employees toward a cohesive mission of success? Are proper controls and follow up communication tools in place to ensure the success of my employees? Do I strive for diversity in the workplace? Once we begin to define what our vision is and if our employees are on board with the vision at hand, we can then begin to reevaluate the staff, leadership and management positions to ensure success through proper controls and communication. We will be able to offer a multicultural organization which will provide us with a rich pool of ideas and staff from which to draw from, thus elevating us to epic levels. It is only when we put these things into place that we can grow as an organization and become the place only the best employees seek to work.