LEADERSHIP: THE MANAGER AS LEADER

Transcription

1 UNIT 2 LEADERSHIP: THE MANAGER AS LEADER MANAGEMENT FUNCTIONS DECISION MAKING ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE 1

2 A FLOCK OF GEESE IS LIKE A TEAM WHAT CAN A FLOCK OF GEESE TEACH ABOUT LEADERSHIP? Each member is responsible for getting itself to where the flock is going. Encourage accountability. Every member knows the direction of the flock. Share the vision. Every member is willing to assume leadership when the flock needs it. Plan for succession. Followers honk at leaders to encourage them. Open up your leadership style to accept encouragement. When a goose is wounded, two geese follow it and protect it until it recovers or dies. Let empathy balance out excellence. The members know that flying in a V gets the best results. Reorganize for optimal results. 2

3 WHAT IS A LEADER? One who earns the respect and cooperation of employees to effectively accomplish the work of the organization. BECOMING A LEADER IS A LOT LIKE INVESTING SUCCESSFULLY IN THE STOCK MARKET. IF YOUR HOPE IS TO MAKE A FORTUNE IN A DAY, YOU RE NOT GOING TO BE SUCCESSFUL. 3

4 WHAT IS LEADERSHIP? Ability to influence individuals and groups to achieve organizational goals. LEADERSHIP CHARACTERISTICS: PERSONAL QUALITIES RATHER THAN SPECIFIC WAYS MANAGERS BEHAVE MANAGERS MAY HOLD THE TITLE; BUT LEADERS HOLD THE POWER; WHEN LEADERS SPEAK, PEOPLE LISTEN 4

5 HUMAN RELATIONS Understanding factors that need to be considered in leading and managing individuals and groups at the workplace, including personality, attitudes, motivation, and job design. BEING IN POWER IS LIKE BEING A LADY... IF YOU HAVE TO TELL PEOPLE YOU ARE, YOU AREN T. --Margaret Thatcher 5

6 SKILLS NEEDED BY LEADER Self understanding attitude, opinions, relating to others. Understanding of others knowing workers, their needs. Communication listening is the most important skill. Team building teams take responsibility for work and pride themselves in results Developing job satisfaction match employee with job. IT S MY JOB TO BUILD THE PEOPLE WHO ARE GOING TO BUILD THE COMPANY. --John Schnatter, Papa Johns 6

7 POWER The ability to control behavior POSITION Power over those directly under you. REWARD - Ability to control by rewards/punishment. EXPERT Power given to people with superior knowledge about the work/job. IDENTITY Power given to people because others identify with and want to be accepted by them. THE VERY ESSENCE OF ALL POWER TO INFLUENCE LIES IN GETTING THE OTHER PERSON TO PARTICIPATE. 7

8 ARE LEADERS BORN? WAS ABRAHAM LINCOLN A BORN LEADER? BY THE END OF HIS MILITARY SERVICE, ABRAHAM LINCOLN FOUND HIS RIGHTFUL PLACE, HAVING ACHIEVED THE RANK OF PRIVATE 8

9 WHY IS LEADERSHIP IMPORTANT? Would you consider Barack Obama to be a leader? Why? Would you consider Bill Clinton to have been a leader? Why? In the words of Colin Powell, Leadership is not rank, privilege, title, or MONEY It is responsibility. 9

10 THEORY X & THEORY Y THEORY X THEORY Y PREFERS DIRECTION LACKS RESPONSIBILITY & MOTIVATION MOTIVATED BY MONEY & BENEFITS FEAR OF PUNISHMENT NEEDS CLOSE SUPERVISION THE LEADER FINDS THE DREAM AND THEN THE PEOPLE. THE PEOPLE FIND THE LEADER AND THEN THE DREAM. PREFERS FLEXIBILITY & ADAPTIVE LEADERSHIP SELF-MOTIVATED RELIABLE CREATIVE 10

11 LEADERSHIP STYLES FOUR GENERAL WAYS A MANAGER TREATS AND SUPERVISES EMPLOYEES:» AUTOCRATIC» DEMOCRATIC» OPEN» SITUATIONAL PEOPLE DON T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE 11

12 AUTOCRATIC LEADER One who gives direct, clear, and precise orders with detailed instructions as to what, when, and how work is to be done. Emphasis is on efficiency. Advantages: employees know what is expected; good in emergencies, good with temporary employees. Disadvantages: discourages employee ideas, leads to boredom and decline in work performance. YOU CAN T YOU MOVE PEOPLE TO ACTION UNLESS FIRST MOVE THEM WITH EMOTION. THE HEART COMES BEFORE THE HEAD. 12

13 DEMOCRATIC LEADER One who encourages workers to share in making decisions about their work and work-related problems. Emphasis: Participative problem solving/decision making. Advantages: Open communication Encourages employees to participate in planning work, solving work problems, and making decisions Disadvantages: Decision making is slow; often majority opinion not the most effective decision Minority opinions often not recognized The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader. 13

14 OPEN LEADER Managers rely on employees to make the right decisions. Little or no direction to employees. Emphasis: Individual responsibility Advantages: Works well for home-based offices, offsite offices, specialized jobs, experienced workers Disadvantages : No managerial control over employees work, no cooperative decision making; effective teamwork more difficult A TEAM DOESN T WIN THE CHAMPIONSHIP IF ITS PLAYERS HAVE DIFFERENT AGENDA. 14

15 SITUATIONAL LEADER One who understands employees and job requirements and matches employee actions and decisions to the circumstances. EMPHASIS: Choice of leadership style based on competence and commitment of person being led. ADVANTAGES: Adapts to the experience and knowledge level of employee. DISADVANTAGES: THE BEST EXECUTIVE IS THE ONE WHO HAS SENSE ENOUGH TO PICK GOOD PEOPLE TO DO WHAT HE WANTS DONE, AND SELF 15 RESTRAINT ENOUGH TO KEEP FROM MEDDLING WITH THEM.

16 A GOOD MANAGER 1. Encourages employee participation/suggestions. 2. Keeps employees informed and shares employee ideas with upper management. 3. Works to build and maintain morale. 4. Is available to employees and easy to talk to. 5. Supports employee training and development. 6. Communicates effectively with employees. 7. Is considerate of ideas and feelings of others. 8. Makes changes when needed rather than relying on past practices. 9. Supports employees who are doing their best even when mistakes are made. 10. Shows appreciation/recognition for good work. People don t at first follow worthy causes They follow worthy leaders who promote worthwhile causes.

17 MANAGERS MUST BE OBJECTIVE, FAIR, AND CONSISTENT WHEN ENFORCING WORK RULES. THE ONLY THING THAT WALKS BACK FROM THE TOMB WITH THE MOURNERS AND REFUSES TO BE BURIED IS THE CHARACTER OF A MAN. WHAT A MAN IS SURVIVES HIM. IT CAN NEVER BE BURIED. --J. R. Miller 17

18 SAMPLE MANAGER S GUIDE 18

19 THINK ABOUT THIS!! It doesn't matter how many times you fail. It doesn't matter how many times you almost get it right. No one is going to know or care about your failures, and neither should you. All you have to do is learn from them and those around you because... All that matters in business is that you get it right once. Then everyone can tell you how lucky you are. ~Mark Cuban NIGHTLINE- ON THE TOWN- MARK CUBAN - YouTube 19

20 Cartoons compliments of: html 20

21 Every year in America companies lose $416 billion due to having disengaged employees this is 33% (approx. 25M) of U.S. workforce Primary reason for being disengaged: lack of management and leadership capability among the ranks of their direct managers. 21

22 MANAGEMENT PROCESS OF ACCOMPLISHING THE GOALS OF AN ORGANIZATION THROUGH THE EFFECTIVE USE OF PEOPLE AND OTHER RESOURCES. 22

23 staffing 23

24 PLANNING Analyzing information and making decisions about what needs to be done PLANNING is the fundamental function of management. VISION is where you want to go; it s the framework for all your strategic planning. Planning is concerned with the future impact of today s decisions 24

25 ORGANIZING Determining how plans can be accomplished more effectively and arranging resources to complete work. MANAGERS distribute responsibility and authority. 25

26 STAFFING Recruiting, hiring, training, evaluating and compensating. Filling and keeping filled with qualified people all positions in the business. 26

27 DIRECTING Influencing behavior through motivation, communication, group dynamics, leadership, and discipline. Purpose: 1.Accomplish organization s mission and objectives. 2.Help employees accomplish their own career objectives. 27

28 CONTROLLING Evaluating results to determine of the company s objectives have been accomplished as planned. 28

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32 3 primary units to any organization: Top Mgmt Supervisor Employees ARCH represents any business large or small The keystone is the supervisor responsible for ALL communication between higher management & employees Without the supervisor, the company would collapse because there would be no mouthpiece for higher mgmt. to relate their vision to the employees and no mouthpiece for employees to relate their needs to higher mgmt. 32

33 RESPONSIBILITIES OF SUPERVISORS 1. Communicate goals and directions of management to employees 2. Explain employee concerns and ideas to management 3. Evaluate and improve employee performance 4. Encourage employees to do their best work 5. Use resources efficiently THE FREEDOM TO DO YOUR OWN THING ENDS WHEN YOU HAVE OBLIGATIONS AND RESPONSIBILITES. IF YOU WANT TO FAIL YOURSELF YOU CAN BUT YOU CANNOT DO YOUR OWN THING IF YOU HAVE RESPONSIBILITIES TO TEAM MEMBERS 33 --Lou Holtz

34 WORK SCHEDULES WHO WORKS WHEN, WHERE? TIME SCHEDULES SET PRIORITIES FOR PROJECTS INNER OFFICE MEMORANDUMS ( S) BE SPECIFIC BE CLEAR FOLLOW-UP FEEDBACK PERSONAL EVALUATIONS QUALITY CONTROL 100% from employees at 34

35 Strategies of Entrepreneurial Success - YouTube 35

36 VARIANCE Difference between planned and actual performance. If positive variance, performance EXCEEDS set standards so manager may have to decide whether results are ideal and/or whether require corrective action. If negative variance, performance falls SHORT of standard so manager will have to take corrective action to improve performance but also review procedures carefully to avoid the same problem in the future. 36

37 STEPS IN PROBLEM SOLVING IDENTIFY THE PROBLEM Symptom vs. problem LIST POSSIBLE SOLUTIONS Brainstorming ANALYZE THE SOLUTIONS Examine strength/weaknesses Compare solutions SELECT THE BEST SOLUTION Implementation of selected solution 37

38 A list of symptoms of business problems follows. For each symptom, write a question that could be used to help identify the actual problem. A. The number of products returned by customers has increased greatly in the last six months for an e-commerce company. B. Three employees who had worked for the company less than a month quit without giving notice. C. Advertising costs have increased by 10% this year. D. The number of customers who have overdue credit accounts has doubled in the past six months. E. Employees have been given the authority to stop the assembly line any time they notice a defective product. Since that decision was made, work stoppages have increased by four per week. 38