Leadership Styles Managerial Ethics

1. THEORIES,
CONCEPT AND
FUNDAMENTALS
OF
MANAGEMENT

2. LEARNINGOBJECTIVES:
• Discuss the functions of management.
• Explain the different management styles.
• Define social responsibility, its dimensions,
importance and challenges.
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3. DEFINITION OF MANAGEMENT
"Management is a
distinct process
consisting of
planning, organizing,
activating and
controlling to
determine and
accomplish the
objectives by the use
of people and
resources."- G.R.
Terry
3
"Management is
simply the process of
decision making and
control over the
action of human
beings for the express
purpose of attaining
pre-determined
goals."
- Stanley Vance
•

4. FUNCTIONS
OF
MANAGEMENT

5. PLANNING
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6. Definition
"Planning bridges the gap from where
we are to where we want to go. It makes
it possible for things to occur which
would not otherwise happen"
- Koontz and O'Donnel.
Planning is deciding in advance
what to do, how to do
 why to do
where to do and
who will be responsible for doing is
planning.
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7. Definition
"Planning bridges the gap from where
we are to where we want to go. It makes
it possible for things to occur which
would not otherwise happen"
- Koontz and O'Donnel.
Importance of Planning
Planning provides directions
Planning reduces the risks of
uncertainty
Planning reduces overlapping and
wasteful activities
Planning promotes innovative ideas
Planning facilitates decision making
Planning establishes standards for
controlling
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8. • Setting objectives: Objectives may
be set for the entire organization
and each department or unit within
the organization.
• Developing premises: Planning is
concerned with the future which is
uncertain and every planner is using
conjuncture about what might
happen in future.
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Planning Process

9. • Identifying alternative courses of
action: Once objectives are set,
assumptions are made. Then the
next step would be to act upon
them.
• Evaluating alternative courses:
The next step is to weigh the pros
and cons of each alternative.
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Planning Process

10. • Selecting an alternative: This is the real
point of decision making. The best plan
has to be adopted and implemented.
• Implement the plan: This is concerned
with putting the plan into action.
• Follow-up action: Monitoring the
plans are equally important to ensure
that objectives are achieved.
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Planning Process

11. ORGANIZING
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12. "Organization is the process of identifying and
grouping of the works to be performed, defining
and delegating responsibility and authority and
establishing relationships for the purpose of
enabling people to work most efficiently".
- Louis A. Allen
Division of work into functions and sub-
functions, grouping of activities that are
closely related in their nature, assigning
of duties and responsibilities to the
employees and finally delegation of
authority and power to each employee
or the group to discharge their duties
accordingly are the processes come
under the function of management
organizing.
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13. "Organization is the process of identifying and
grouping of the works to be performed, defining
and delegating responsibility and authority and
establishing relationships for the purpose of
enabling people to work most efficiently".
- Louis A. Allen
Importance of Organizing
Organizing helps Organizations to reap
the benefit of specialization.
Organizing provides for Optimum
utilization of resources.
Organizing helps in Effective
administration.
Organizing channels for Expansion and
growth.
Organizing achieves co-ordination
among different departments.
Organizing creates scope for new
change.
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14. • Division of work: The first process of
Organizing includes identification and
division of work which shall be done
in accordance with the plans that are
determined previously.
• Departmentation: once the work of
identifying and dividing the work has
been done those are similar are to be
grouped.
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Organizing Process

15. • Linking departments: When the process of
departmentation was completed, linking of
departments has to be done so that those
departments operate in a co-ordinated manner
which gives a shape to overall organization
structure.
• Assigning Duties: On completion of
departmentation process assigning duties i.e.
defining authority and responsibility to the
employees on the basis of their skills and
capabilities has to be done, which in consequence
magnifies efficiency with regard to their work.
• Defining hierarchal structure: Each employee
should also know from whom he has to take orders
and to whom he is accountable/responsible.
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Organizing Process

16. DIRECTING
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17. “Directing concerns the total manner in which a
manager influences the actions of subordinates.
It is the final action of a manager in getting
others to act after all preparations have been
completed.” —Joseph Massie
Importance of Directing
Direction initiates actions to get the
desired results in an organization.
Direction attempts to get
maximum out of employees by
identifying their capabilities.
It ensures that every employee work for
organizational goals.
Coping up with the changes in the
Organization is possible through
effective
direction.
Stability and balance can be achieved
through directing.
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18. • Communication: One of the most
fundamental management tasks is
communication, which is the process by
which information is passed from one
person in an organization to another.
• Supervision: The following step is
supervision, which comes after the
supervisor has informed the team
members about the tasks that need to be
completed.
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Elements of Directing

19. • Motivation: One of the essential
components of directing is motivation.
Employees must be motivated by
supervisors in order to execute the
assignment effectively and produce the
required results.
• Leadership: Leadership is the aspect of
directing that relies on inspiration and
persuasion to help accomplish the desired
outcomes. A leader is someone who has the
capacity to motivate others and encourage
them to carry out orders.
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Elements of Directing

20. STAFFING
21

21. "Staffing is the function by which managers build
an organization through the recruitment,
selection, and development of individuals as
capable employees"
- McFarland
Importance of Staffing
 Filing the Organizational positions
 Developing competencies to challenges
 Retaining personnel - professionalism
 Optimum utilization of the human resources
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22. • Analyzing Manpower
requirements: It is making an
analysis of work and estimating the
manpower requirement to
accomplish the same.
• Recruitment: It is identifying and
attracting capable applicants for
employment. it ends with the
submission of applications by the
aspirants.
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Staffing Process

23. • Selection: It is choosing the
fit candidates from the
applications received in the
process of recruitment.
• Placement: This may be on
probation and on successfully
completion of the same the
candidate may be offered
permanent employment.
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Staffing Process

24. • Training and Development: It
is concerned with imparting and
developing specific skills for a
particular purpose.
• Performance Appraisal:
Systematic evaluation of
personnel by superiors or others
familiar with their performance
so as to rank employees to
ascertain their eligibility for
promotions.
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Staffing Process

25. CONTROLLING
26

26. "Controlling is determining what is being
accomplished - that is, evaluating performance
and, if necessary, applying corrective measures
so that performance takes place according to
plans".
- Terry and Franklin.
Importance of Controlling
Accomplishing Organizational Goals
Judging Accuracy of Standards
Making Efficient use of Resources
Improving Employee Motivation
Ensuring Order & Discipline
Facilitating Coordination in Action
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27. • Set Performance Standards: You need a goal
for your business, but you also need
guidance for your team to keep them
working towards that goal. Without such
standards, it’s possible that they’ll move
away from the plan, whether intentionally
or not.
• Measure Performance: Setting a standard
makes it possible to measure
performance using a control function.
Through this measurement of performance,
you can quickly catch and correct any
deviation from the plan before it goes off-
track and runs production into the ground.
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Controlling Process

28. • Compare Actual Performance Against
Performance Standards: Once you have a
baseline for how your teams are performing
when manufacturing, packaging, delivering,
etc., you can compare the actual to the
planned performance and determine the
extent of the deviation.
• Analyze Deviations: This brings us to the next
step: where you analyze data using the
acceptable limits. If standards weren’t met,
the manager must then figure out whether
more control is required—or if maybe, the
standard itself should be changed.
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Controlling Process

29. • Take Corrective Actions: Once you have
analyzed the deviation and determined
its cause, the manager will have to set
up a plan in which corrective measures,
critical point control and other means
are used to resolve the issue. This is to
reduce the deviation and ensure the
standard is met. This might involve
changes to processes and/or behaviors.
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Controlling Process

30. 31

31. MANAGEMENT
STYLES
32

32. Authoritarian Management
Style
 The visionary management style is
also sometimes called inspirational,
charismatic, strategic,
transformational, or authoritative.
Visionary managers focus on
conveying the overall vision of the
company, department, or project to
their team.
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 The authoritarian management style
manages through clear direction and
control. It is also sometimes referred
to as the autocratic or directive
management style. Authoritarian
managers typically assert strong
authority, have total decision-making
power, and expect unquestioned
obedience.
Visionary Management Style

33. Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements.
Transactional management style is
using positive rewards such as
incentives, bonuses, and stock
options to motivate employees to
improve their performance.
Another way to put it is that the
transactional management style
relies on motivating employees
through extrinsic rewards.
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Transactional Management
Style

34. A servant management style focuses
on supporting your employees.
Managers who embrace this style
spend their time, coaching,
mentoring, and supporting their
team. They see their role as one of
an adviser or coach rather than a
dictator or rule enforcer.
Leaders who provide individualized
consideration and intellectual
stimulation, and who possess charisma.
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Servant Leadership
management styles

35. Pacesetting Management
Styles
This style is based on the
philosophy that two heads are
better than one and that everyone
deserves to have a say, no matter
what their position or title. It is also
sometimes referred to as
consultative, consensus,
participative, collaborative, or
affiliative style.
36
Pacesetting management style
embodies leading from the front of
the pack. As a manager, you
provide instructions and set a work
pace, and then expect your
employees to follow in your
footsteps.
Pacesetting is successful when a
leader sets a challenging pace that
employees are motivated to match.
Democratic management
Styles

36. Delegative Management Style
37
 Also known as "laissez-faire management”
 Focuses on delegating initiative to team members.
 Within the laissez-faire management style, there is no oversight provided during the
creation or production process. Laissez-faire managers promote self-directed teams,
and typically only get involved if something goes wrong or the team requests it.
 Successful strategy if team members are competent, take responsibility and prefer
engaging in individual work.
 Disagreements among the members may split and divide a group, leading to poor
motivation and low morale.

37. SOCIAL
RESPONSIBILITY

38. It is an ethical theory in which
individuals are accountable
for fulfilling their civic duty,
and the actions of an
individual must benefit the
whole of society.
39
WHAT IS SOCIAL RESPONSIBILITY?

39. • In 2010, the International Organization for Standardization (ISO) published an
international standard, ISO 26000, to help organizations assess and address their
social responsibilities. ISO 26000-2010: Guidance on Social Responsibility defines
social responsibility as:
• The responsibility of an organization for the impacts of its decisions and activities on
society and the environment, through transparent and ethical behavior that:
• Contributes to sustainable development, including health and the welfare of society
• Takes into account the expectations of stakeholders
• Is in compliance with applicable laws and consistent with international norms of
behavior
• Is integrated throughout the organization and practiced in its relationships
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WHAT IS SOCIAL RESPONSIBILITY?

40. ISO 26000-2010: Guidance on Social
Responsibility identifies seven core
social responsibility subjects:
• Organizational governance
• Human rights
• Labor practices
• Environment
• Fair operating practices
• Consumer issues
• Community involvement and
development
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CORE SUBJECTS AND KEY PRINCIPLES OF SOCIAL RESPONSIBILITY
In addition to the core subjects, ISO
26000 also defines seven key principles
of socially responsible behavior:
• Accountability
• Transparency
• Ethical behavior
• Respect for stakeholder interests
• Respect for the rule of law
• Respect for international norms of
behavior
• Respect for human rights

41. DIMENSIONS OF SOCIAL RESPONSIBILITY
42

42. A corporation has to meet its economic
responsibilities in terms of reasonable return to
investors, fair compensation to employees, goods
at fair prices to customers, etc. Thus, meeting
economic responsibility is the first-layer of
responsibility and also the basis for the
subsequent responsibilities. The fact remains that
meeting economic responsibility is must for all
corporations to survive in the time.
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ECONOMIC DIMENSION

43. The legal responsibility of business corporations
demands that businesses abide by the law of
land and play by the rule of the game. Laws are
the codification of do’s and don’ts do’s in the
society.
Abiding by laws is the prerequisite for any
corporation to be socially responsible.
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LEGAL DIMENSION

44. These responsibilities refer to obligations
which are right, just, and fair to be met by
corporations. Just abiding by law, procedure,
and rule and regulations does not make
business conduct always as ethical or good.
The conduct of corporations that go beyond
law and contribute to social well being is
called ethical.
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ETHICAL DIMENSION

45. Making donations to charitable institutions,
building of recreational facilities for employees
and their families, support for educational
institutions, supporting art and support activities,
etc. are the examples of philanthropic
responsibilities discharged by the corporations. It
is important to note that the philanthropic
activities are desires of corporations, not
expected by the society.
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PHILANTHROPIC DIMENSION

46. 47
DIMENSIONS OF
SOCIAL
RESPONSIBILITY

47. Social Responsibility of Business Towards Different Groups
48

48. Social Responsibility of Businesses Towards the…
49
• Owners
• To run the business
efficiently.
• To allocate and utilize
capital and resources.
• To ensure appreciation
and growth of capital.
• To provide a fair and
regular return on capital
invested.
• Investors
• To provide required and
essential information
regarding the schemes of
future growth.
• To ensure the safety of
investors’ investments.
• To provide regular
payment of interest.
• To give timely repayment
of the principal amount
to the investors.
• Suppliers
• To run the business
efficiently.
• To allocate and utilize
capital and resources.
• To ensure appreciation
and growth of capital.
• To provide a fair and
regular return on capital
invested.

49. Social Responsibility of Businesses Towards the…
50
• Customers
• To provide customers with
goods and services that fulfill
their needs and requirements.
• To provide them with
qualitative goods and
services.
• To maintain a regular supply of
goods and services in the
market.
• To provide customers with
goods and services at
reasonable and affordable
prices.
• To provide them with proper
after-sales services for the
purchased goods and services.
• Employees
• To provide the employees and
workers with timely and regular
salaries and wages, respectively.
• To provide them with a good
workplace and safe environment.
• To provide the employees with
better career opportunities and
prospects.
• To provide the employees with job
security and social security through
Provident Fund, Health Insurance,
Retirement Benefits, etc.
• To provide them with proper
training for their development and
growth.
• To respect their democratic rights in
the formation of unions.
• Community
• To maintain a balance between the
economy and the ecosystem.
• To generate employment
opportunities.
• To protect the environment by
conserving natural resources and
wildlife.
• To promote sports and culture.
• To help the weaker sections of
society.
• To preserve the social and cultural
values of the society and promote
these values.
• To provide proper assistance in
education, development, etc., of
society.

50. Social Responsibility of Businesses Towards the
Government
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Businesses are governed by certain rules and
regulations which are set by the government. These
rules and regulations also help businesses to
perform their responsibilities towards society. The
following are the responsibilities of businesses
towards the government:
• To pay fees, duties, and taxes honestly and
regularly.
• To set up new business units as per the guidelines
provided by the Government.
• To follow the pollution control norms set up by
the Government.
• To run the business fairly and not indulge in any
corruptive and unfair activities.

51. WhyCSRisImportantfor
theBusiness?
1. Engaged employees
The way an organization treats the
community suggests good things to its
employees about how it perceives and
respects them.
2. Loyal customers
Consumers think consciously about the
products and services they buy.
3. Positive public attention
Active CSR positions your organization as a
leader in the community, and a positive role
model for others to follow suit.
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52. Thechallenges
• Solving CSR problems requires working across
functions.
• Encountering inertia and resistance stemming
from lack of know-how and already full
workloads.
• Difficulty influencing the decision makers and
getting sustainability into strategy.
• Working with marketing and communications
people to ensure that CSR messages are
consistent, prioritized, accurate and above all,
not greenwash.
• Developing stakeholder engagement processes
to identify material issues and risk.
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53. 54
References:
https://www.managementstudyguide.com/management_functions.htm
https://www.valamis.com/hub/management-styles
https://www.indeed.com/career-advice/career-development/management-styles
https://www.rasmussen.edu/degrees/business/blog/different-management-styles/
https://www.businessnewsdaily.com/4679-corporate-social-responsibility.html
https://www.smartsimple.com/blog/2019/9/27/6-common-csr-program-challenges-and-how-you-can-solve-them
https://www.linkedin.com/pulse/social-responsibility-business-towards-different-groups-milad-
azami#:~:text=Social%20Responsibility%20of%20Business%20Towards%20Different%20Groups%20shows%20the%20respons
ibility,owners%20to%20weather%20any%20eventuality.