Management and Supervision

Transcription

1 Management and Supervision Food Production Management 1 Module 3 Section D Leadership All of the information has been adapted from Cronje, GJ. Et al Introduction to Business Management. 6 th Edition. Cape Town: Oxford University Press.

2 Admin

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4 Purpose of this section People are the most complex part of an organisation. They must be lead to achieve organisational goals. This section deals with the difference between leadership and management, and : Authority Power Influence Delegation of responsibility Motivation.

5 Introduction Organisations are made of of many different things, namely, money, machines, raw materials, information, and most important of all, people. People are undoubtedly the most complex part of an organisation because we are all unpredictable and unique. Full of personality and emotion. Each individual in an organisation has a different combination of interests, capabilities, habits, beliefs and personal objectives, and each is differently motivated. Leadership is that element of the management process that sets activities in motion and keeps activities moving until the goals have been reached.

6 The Nature of Leadership The management activities that are put in place must also be kept in place if the goals are to be achieved. This is where leadership comes in. Allows the organisation to set things in motion. Leadership is the process of directing the behaviour of others towards the accomplishment of predetermined goals. (Cronje, et all, 2007) It was makes the plans become a reality. Another definition leadership may be defined as the influencing and directing of the behaviour of subordinates in such a way that they willingly strive to accomplish the goals or objectives of the business. (Cronje, et al, 2007)

7 The Nature of Leadership In involves elements of: Influencing people Giving orders Motivating people Managing conflict Communicating with subordinates It pumps energy into the business to activate people It gets people moving and keeps them moving.

8 The Nature of Leadership Leadership also means: Passing on information to those below you Explaining the mission (why are we doing this) Detailing the objectives and goals (what are we doing) Allocating tasks and giving instructions Consulting with staff and supervising their work. Doing what is necessary to raise productivity Disciplining staff and handling conflict.

9 The Nature of Leadership To be able to lead people, managers must understand the most important components of leadership. Figure: The components of leadership task of management COMPONENTS OF THE LEADERSHIP TASK - Leadership and management - Motivation - Knowledge and group behaviour - Communication Enable Management to LEAD - Influence behaviour of Subordinates to work Willingly towards goals - Direct activities of subordinates To reach business goals. Source: Cronje, et al, 2007

10 Leadership and management The performance of any business is directly proportionate to the quality of leadership. Raymond Ackerman, Steve Jobs, Bill Gates... Table: The need for expertise in different fields of management Management Area Greatest Needs Leadership 53% Operations management 28% Marketing 27% Finance 13% Organisational behaviour 11% Accounting 3% Numbers Source: do not Fortune, add up to 24100% August because 1992, p.85. of multiple (Cronje, responses et al, 2007, p.176)

11 Leadership and Management Good managers are not necessarily good leaders. Hence, there are numerous training programmes designed to equip managers with leadership skills. The aim is to make good managers good leaders, and good leaders, good managers. Management works in the system, leadership works on the system Stephen Covey However, some say that Leaders are born not made.

12 Leadership and Management Authority: The right of a leader to give commands to, and demand actions from, subordinates. Power: The ability of a leader to influence the behaviour of others without necessarily using authority. Influence: The ability to use authority and power to move subordinates to action. Delegation: Occurs when a leaders transfers authority to a subordinate. Responsibility: Rests on a leader carrying out a given task on accordance with instructions, and being held accountable for the execution of all tasks by him/herself and subordinates.

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14 Leadership and Management Group Work Read the entire hand out page from the top starting with As far as leadership characteristics are concerned... Then check out page 12 of the notes headed 3.2 Leadership/ decision making styles. Then do the group assignment on page 13 and post it up to the blog. You may also do this assignment individually. If you do it in a group remember to include every member's name and student number.

15 Motivation The right type of motivation is crucial...

16 Motivation Motivation is closely linked with management. People are complex and need motivation to do things. Freekanomics: People only do anything because of an incentive.. In general it is not always easy to understand what drives people. Thus, the better managers understand what motivates people, the better they will be able to influence their behaviour effectively. Higher profitability can be directly linked to how productive employees are which is directly linked to how they are motivated.

17 Motivation Motivation is an inner drive, stimulus or incentive to satisfy a human need of some kind (Cronje, et al, 2007) Motivation is brought on by needs. (Maslows Hierarchy) To satisfy needs, people are motivated to do something. (Want money, work. Want to drive, get licence.) Figure: A fundamental motivation model Internal needs, Motives or drives Cause Behaviour or action Fulfils Purposes or goals Leads to Brings Reinforcement (determines future needs) Provides Satisfaction Source: Cronje, et al, 2007

18 Motivation Hence, managers should have an understanding of the inner needs of subordinates to be able to motivate them effectively. Good management: Figuring out ways that peoples inner needs can be satisfied while at the same time accomplishing business goals. Working is not just about money, it plays an important part in every persons life and influences aspects of peoples self-realisation and identity. Work determines a range of things about a person like their status, where they live, the people they associate with, how they see themselves, etc... Must find the underlying motivation in people.

19 Motivation To motivate subordinates, managers must ask themselves two questions: What are the people's needs? How can they be satisfied within the business? Maslow's Hierarchy of Needs

20 Maslow in Management Physiological: Money satisfies these needs. Security: Insurance policies against loss and death, medical insurance and pension schemes. (Are jobs with a pension scheme more desirable?) Social: Play an important part of the informal organisational structure. Teamwork and team building are a good way to encourage this. Esteem: Performance incentives are designed to motivate this. (Get a company car, an award, etc) Self Actualisation: Most difficult to satisfy. Assignments that present challenges and the opportunity for participation in decision making.

21 Communication Group task Please complete the group work section on page 17 of the notes under the heading Effective teamwork. Do so in a group in class and hand in.

22 Groups in an Organisation Employees tend to work in groups. A group consists of two or more individuals who regularly interact with one another and work for a common purpose. (Cronje, et al, 2007) The different types of groups in a business: Functional group: Marketing department Task Group: committees created to carry out a specific duty. Interest group: These are informally arranged. Could support the business (lunch time meeting), or just be random (domino game).

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24 Characteristics of Groups A leader: A group will always have a leader, and its success will depend on their leadership abilities. Followers or members: The success of a group depends on whether the members are willing to accept their leadership. However, some say that leadership is not taken, it is given. Norms and standards: The interaction between members will eventually create group norms, or generally accepted behaviour. Members can either accept or reject these norms. Group pressure will tend to ensure that members conform to group norms. Group pressure can be good and bad.

25 Characteristics of Groups Group Solidarity: The degree of influence that the group is able to exert on individual members. Groups with a strong sense of solidarity display less tension, misunderstanding and conflict. Interdependence: They compete and conflict with one another. The relationship between different groups is very important and should be managed well. The better workers in a section function as a group, the greater the possibility of their fulfilling common goals, and therefore those of the business. It is the leader's task to ensure that group members work towards the success of the business.

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27 Communication Good leadership depends on good communication between leaders and those below them. A considerable amount of a leaders time is devoted to communication. Good communication is conducive to good relationships between managers and employees, and that in turn is conducive to a good relationship between in the business and its customers. To be good leaders, managers must be able to communicate intelligibly, and encourage effective communication in the business.

28 Summary Leadership makes plans come to life It is a necessary skill for all managers To be good leaders, managers must understand The nature of leadership How to motivate people How groups behave And how to communicate effectively These things will all contribute to being a good leader and guiding the business towards success.