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Chapter Seven
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Chapter Seven

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  1. Chapter Seven Management, Leadership, and Employee Empowerment

  2. New Management Approaches- Why? • Global Competition • Technological Change • Customer Expectations • Better Educated Employees • Manager No Longer Just Boss

  3. 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

  4. Required Management Skills • Technical Skills • Human Relations Skills • Conceptual Skills

  5. Process Of Management Management Planning Organizing Leading Controlling Resources Employees Financial Products Location Information Achievement of Goals & Objectives Feedback

  6. Management Functions • Planning • Strategic • Tactical • Operational • Contingency • Organizing • Leading • Controlling

  7. 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

  8. Questions of Planning • What is the situation now? • Where do we want to go? • How can we get there from here?

  9. Figure 7.2 Planning Functions

  10. Decision Making: Process • Define • Describe • Develop • Do • Develop • Decide • Determine

  11. 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

  12. Organizing • Self-Managed Teams • Stakeholders • Staffing • Diversity

  13. Management Pyramid CEO, Comptroller, Vice Pres. Top Sales Mgrs Plant Mgrs. Mid-Level Supervisors Foremen Front Line/Supervisory

  14. Management PlanningLevels & Time Spans Top Mgmt. MiddleMgmt. Lower Level Mgmt. Time 2 Years + 1 Year, Quarter Days, Weeks

  15. Successful Leadership • Vision • Communicate • Corporate Values & Ethics • Don’t Fear Change

  16. Leadership Styles • Autocratic • Democratic • Laissez-Faire • Situational • Empowerment • Knowledge

  17. Autocratic: Close Supervision

  18. Democratic: Participative

  19. Laissez-Faire:Free Rein Leader

  20. 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?

  21. Set Standards Specific Attainable Measurable Procedures for Monitoring Monitor/Record Compare Plan & Standards to Results Communicate to Employees Corrective Action??? Controlling

  22. Management Activities • Leading • Motivating • Decision Making • Managing Information & Time

  23. Management Challenges of the Future • Finding/Training New Employees • Growing Global Competition • Finding/Serving New Customers • Financing Long-Term Growth • Dealing with Increased Regulation

  24. Barriers to Advancement for Women 1.0 = No Barrier 5.0 = Significant Barrier Source: WSJ, 10/17/00.

  25. Barriers toAdvancement for Minorities 1.0 = No Barrier 5.0 = Significant Barrier Source: Wall Street Journal, Oct. 17, 2000

  26. 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

  27. 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