Understanding Management: Key Concepts, Characteristics, and Leadership Styles

1. Unit 3 Chapters 5and 6

2. Management • Management is the process of setting objectives and the ability to achieve results through people. An objective is a goal or target to be achieved. Management is a process involving the achievement of goals by working with and through people.

3. Characteristics • Decisiveness • Self motivation • Achievement • Self belief • Hard working • Time management

4. Management in action • Home – planning and organising a holiday • School – organising teachers and students timetable • Community – planning a local disco in the GAA • Business – controlling finances • Government – leading a government department

5. Management vs Enterprise Entrepreneur • Sets up the business • Takes all the risk • Comes up with the idea • Short term activities with a long term goal • E.g. Tony Ryan Manager • Runs the business • Not much risk, only his job • Ensures entrepreneurs ideas are carried out • Long term activities, day to day running • E.g. Michael O’Leary

6. Skills • Leadership • Motivation • Communication

7. Leadership • The ability to influence and direct people to follow a particular path an achieve particular goals through setting a positive example and motivating workers through delegation and responsibility.

8. Types of Leadership – Autocratic • Likes control. • Makes all the decisions and doesn’t consult employees. • Uses fear to motivate. • Benefits • Time saved • Things are all done the same way • Problems • Opinions left out • Overload of work on manager • No motivation • High staff turnover

9. Democratic • Delegates tasks • Brainstorms with employees • Trusts employees with their own ideas • Benefits • Best ideas available • Motivation • Intrapreneurship • High staff morale • Problems • Takes too long to make decision • Poor decisions could be made from trying to accommodate too many opinions

10. Laissez Faire • Manager doesn’t interfere with how employees do their work. • Gives goals and leaves it entirely up to them, • Delegates a lot as he trusts his employees. • Uses reasoned arguments to get them to co‐operate • Benefits • High intrapreneurship • Manager has free time • Employees enjoy working • Problems • Problems go unnoticed • Lack of clarity • Employees may make bad decisions

11. Delegation • Important part of leadership. • Giving employees an important task to carry out and giving him all the responsibility of that task. • Manager has more time to deal with important things and employee feels like an important part of the workforce. • E.g. asking the HR manager to completely take care of the interview process as the manager hasn’t got the time to

12. Motivation • Involves the manager energising employees and providing them with incentives so that they will work harder for the business. • Manager ants employees to work towards achieving the goals of the company and their own personal goals. • Motivated workers: • Work hard • Improve skills • Enjoy work • Produce excellent results

13. Maslow's Hierarchy of Needs

14. This states that: • Everything we do is done to satisfy one of these 5 needs. • We are motivated by a lot more then just money. • When one need is satisfied, we move on to the one above it on the pyramid

15. Self Actualisation - Need to reach full potential. More challenging work. • Esteem - need for respect and self respect. Praise or promotions. • Social - friendship and love. Staff parties. • Safety - need for feel safe and secure. Employment contract. • Physiological - essential human needs. Pay, canteen.

16. McGregor’s theory x and theory y • Theory X • Believes employees don’t like work, are all lazy and prefer to be told what to do (takes a pessimistic view). • Motivates by the hard approach (threats and punishments) and the soft approach (promise of more money). • He does not delegate to employees. • Employees resent being treated like this, become un-­co-­operative and will try to get most money for least work.

17. Theory Y: • Believes employees enjoy work and want more responsibility. • Motivates by offering promotions and titles. He praises employees for good work. • He delegates to employees. • This results in happy, co-­operative employees who work hard.