The document outlines that a quiz will cover chapters 1.3 up to Moral Management, chapter 13's opener, and sections 13.1 and 13.2 from weeks 4 to 5. It also notes that slides after 13-32 are optional and not part of the quiz. The copyright information is included at the bottom.

1. Quiz covers 1.3 - Up to Moral
Management , plus Chapter 13,
Opener, 13.1 and 13.2
(Wks. 4 – 5)
The slides after 13-32 in this presentation
are optional and not on the quiz
Copyright © 2010 John Wiley & Sons, Inc.
1-1

2. Manager
› Someone whose job it is to directly support
the work efforts of others.
Effective manager
› One whose team consistently achieves its
goals while members remain capable,
committed, and enthusiastic.
Copyright © 2010 John Wiley & Sons, Inc.
1-2

3. Task performance
› Quality and quantity of the work produced
by the work unit as a whole.
Job satisfaction
› How people feel about their work and the
work setting.
Copyright © 2010 John Wiley & Sons, Inc.
1-3

4. The management process.
› Planning
› Organizing
› Leading
› Controlling
Copyright © 2010 John Wiley & Sons, Inc.
1-4

5. Copyright © 2010 John Wiley & Sons, Inc.
1-5

6. The nature of managerial work.
› Managers work long hours.
› Managers are busy people.
› Managers are often interrupted.
› Managerial work is fragmented and variable.
› Managers work mostly with other people.
› Managers spend a lot of time communicating.
Copyright © 2010 John Wiley & Sons, Inc.
1-6

7. Copyright © 2010 John Wiley & Sons, Inc.
1-7

8. Managerial skills and competencies
(Robert Katz)
Skill
› An ability to translate knowledge into action
that results in a desired performance.
Copyright © 2010 John Wiley & Sons, Inc.
1-8

9. There are three managerial skill areas according to
Robert Katz:
Technical skill
› Ability to perform specialized tasks.
Human skill
› Ability to work well with other people.
Conceptual skill
› Capacity to analyze and solve complex and interrelated
problems.
Copyright © 2010 John Wiley & Sons, Inc.
1-9

11. What are leadership and management?
What are situational contingency
approaches to leadership?
Copyright © 2010 John Wiley & Sons, Inc.
13-11

12. Role of management is to promote stability
or to enable the organization to run
smoothly.
Role of leadership is to promote adaptive
or useful changes.
Copyright © 2010 John Wiley & Sons, Inc.
13-12

13. Leadership
› Process of influencing others to understand
and agree on what needs to be done and
how to do it; and
› Process of facilitating individual and group
efforts to accomplish shared objectives.
Copyright © 2010 John Wiley & Sons, Inc.
13-13

14. “Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution everybody
can understand.”
- Colin Powell
Copyright © 2010 John Wiley & Sons, Inc.
13-14

15. Formal leadership Informal leadership
Exerted by persons Exerted by persons who
appointed (or elected) to become influential
positions of formal because they have
special skills that meet
authority in organizations.
the resource needs of
others.
Copyright © 2010 John Wiley &
13-15 Sons, Inc.

16. Approaches to leadership
1. Trait theory perspectives.
2. Behavioral perspectives.
3. Situational perspectives
Copyright © 2010 John Wiley & Sons, Inc.
13-16

17. Trait theories of leadership
› Assume that personality traits play a central
role in differentiating between leaders and
non-leaders, or in predicting leader or
organizational outcomes.
Copyright © 2010 John Wiley & Sons, Inc.
13-17

18. Copyright © 2010 John Wiley & Sons, Inc.
13-18

19. Behavioral theories
› Assumes that leadership is central to
performance and other outcomes.
› Focuses on leader behaviors rather than
traits.
Copyright © 2010 John Wiley & Sons, Inc. 13-19

20. Michigan leadership studies
› Employee-centered supervisors:
 Place strong emphasis on subordinate’s
welfare.
› Production-centered supervisors:
 Place strong emphasis on getting the work
done.
Copyright © 2010 John Wiley & Sons, Inc. 13-20

21. Ohio State leadership studies
› Consideration
 Sensitive to people’s feelings and making things
pleasant for the followers.
› Initiating structure
 Concerned with spelling out the task requirements
and clarifying other aspects of the work agenda.
Copyright © 2010 John Wiley & Sons, Inc. 13-21

22. Situational Contingency Leadership
› The effects of leader traits and behaviors are
enhanced by their relevance to the situation.
Copyright © 2010 John Wiley & Sons, Inc. 13-22

23. Fiedler’s contingency model
› Situational control
 The extent to which a leader can determine
what his or her group is going to do, as well as
the outcomes of the group’s actions and
decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-23

24. Fiedler’s Situation Control
Variables
Leader /Member Task Structure Position Power
Relations (high/low): (strong/weak):
(good/poor):
Members support for Spells out leader’s Leader’s task
leader. task goals and expertise, and
procedures. reward/punishment
authority
Copyright © 2010 John Wiley &
Sons, Inc. 13-24

25. Fiedler’s model requires a match on several
parameters before leader’s effectiveness can
be predicted.
Copyright © 2010 John Wiley & Sons, Inc. 13-25

26. House’s path-goal theory of leadership
› Assumes that a leader’s key function is to
adjust his or her behaviors to complement
situational contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-26

27. Copyright © 2010 John Wiley & Sons, Inc. 13-27

28. Directive leadership
› Informing subordinates what should be done
and how to do it.
Supportive leadership
› Showing care and concern for the
subordinates’ well being.
Copyright © 2010 John Wiley & Sons, Inc. 13-28

29. Achievement oriented leadership
› Emphasizing challenging goals,
stressing excellence in performance
and showing confidence in
people’s ability to achieve goals
Participative leadership
 Seeking, and seriously considering
subordinates’ input in before making
decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-29

30. Hersey and Blanchard Situational
Leadership Theory
› Diagnose demands of the situation
› Assess Readiness
 The extent to which the follower has the ability
and willingness to complete a task.
› Implement appropriate leadership response.
Copyright © 2010 John Wiley & Sons, Inc. 13-30

31. Copyright © 2010 John Wiley & Sons, Inc. 13-31

32. Transactional leadership
›Involves leader-follower exchanges
(communication) necessary for meeting routine
performance that is agreed upon by leaders and
followers.
•Uses contingent rewards to motivate followers.
•Identifies what must be done to accomplish the
desired results.
•Uses corrective action only when goals not met.
•LaissezCopyright © 2010 John Wileyavoids making decisions.
faire style – & Sons, Inc. 13-32

33. Transformational leadership
› Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to look
beyond self-interests.
Copyright © 2010 John Wiley & Sons, Inc. 13-33

34. Dimensions of transformational leadership
› Charisma
› Inspiration
› Intellectual stimulation
› Individualized consideration
Copyright © 2010 John Wiley & Sons, Inc. 13-34

35. Charismatic/transformational leadership is
not uniformly better
› Dark-side charismatics can have negative
effects on followers.
› Effectiveness can be maximized when used
in conjunction with traditional leadership.
Copyright © 2010 John Wiley & Sons, Inc. 13-35

36. In your current or former job, did your manager
behave the same way with each of the people
he/she managed?
› A=Yes, B=No
If no, what was different about the relationships
between the manager and each employee?
Copyright © 2010 John Wiley & Sons, Inc. 13-36

37.  Are decisions self serving?  Will decision stand up to
 Who wins and loses? CEO scrutiny?
 Have stakeholders been  Is the decision legal?
considered?
 Would you want your
 What is long-term impact?
family or friends to know?
 Is there enough information?
 Could you explain your
 Will this decision set a
decision in a courtroom?
standard for all situations?
Copyright © 2010 John Wiley &
Sons, Inc. 13-37