Chapter Seven Management, Leadership, and Employee Empowerment
New Management Approaches- Why? • Global Competition • Technological Change • Customer Expectations • Better Educated Employees • Manager No Longer Just Boss
Opportunities forLeadership by Non-Supervisory Employees • Increased competition and more demanding customers • Loosening of formal organizational structures • Fewer, busier managers • Predominance of the knowledge worker • Growing focus on projects & teams
Required Management Skills • Technical Skills • Human Relations Skills • Conceptual Skills
Process Of Management Management Planning Organizing Leading Controlling Resources Employees Financial Products Location Information Achievement of Goals & Objectives Feedback
Management Functions • Planning • Strategic • Tactical • Operational • Contingency • Organizing • Leading • Controlling
Set Vision, Goals, Objectives Vision/Mission- Why Organization Exists, Purpose of Organization Goals- Broad, Long-Term Aims Objectives- Specific, Short-Term Statements Continuous Process Planning: Create Vision
Questions of Planning • What is the situation now? • Where do we want to go? • How can we get there from here?
Decision Making: Process • Define • Describe • Develop • Do • Develop • Decide • Determine
Sources ofManagement Information Outside Sources Inside Sources Customers & Suppliers Subordinates & Teams Financial Institutions Superiors Other Managers Meetings & Seminars Manager Publications, Conferences Mgmt. Info. Sys. Academics & Consultants Grapevine
Organizing • Self-Managed Teams • Stakeholders • Staffing • Diversity
Management Pyramid CEO, Comptroller, Vice Pres. Top Sales Mgrs Plant Mgrs. Mid-Level Supervisors Foremen Front Line/Supervisory
Management PlanningLevels & Time Spans Top Mgmt. MiddleMgmt. Lower Level Mgmt. Time 2 Years + 1 Year, Quarter Days, Weeks
Successful Leadership • Vision • Communicate • Corporate Values & Ethics • Don’t Fear Change
Leadership Styles • Autocratic • Democratic • Laissez-Faire • Situational • Empowerment • Knowledge
Laissez-Faire:Free Rein Leader
Manager’sEmpowerment Checklist • Do employees understand your plans and goals? • Are employees encouraged to utilize these plans and goals as a basis for day-to-day work? • Does information to employees come soon enough for them to make intelligent decisions about their work? • Are communication & cooperation encouraged? • Can questions be asked freely and are individual initiative & creativity encouraged?
Set Standards Specific Attainable Measurable Procedures for Monitoring Monitor/Record Compare Plan & Standards to Results Communicate to Employees Corrective Action??? Controlling
Management Activities • Leading • Motivating • Decision Making • Managing Information & Time
Management Challenges of the Future • Finding/Training New Employees • Growing Global Competition • Finding/Serving New Customers • Financing Long-Term Growth • Dealing with Increased Regulation
Barriers to Advancement for Women 1.0 = No Barrier 5.0 = Significant Barrier Source: WSJ, 10/17/00.
Barriers toAdvancement for Minorities 1.0 = No Barrier 5.0 = Significant Barrier Source: Wall Street Journal, Oct. 17, 2000
Be objective. Listen to your employees. Be the model. Be willing to delegate. Respect your employees. Develop employees’ trust. Audit performance. Recognize your limits. Tips for New Managers
Autocratic leadership 213 Conceptual skills 217 Contingency planning 203 Controlling 200 Decision making 218 Delegating 218 Empowerment 207 Enabling 207 External customers 209 Goals 201 Leading 200 Middle management 212 Objectives 208 Organizing 206 Participative leadership 217 Planning 206 Supervisory management 212 Technical skills 224 Top management 212 Key Terms