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Unit 2 – Chapter 8 Management and Leadership

Unit 2 – Chapter 8 Management and Leadership. Page: 141-151. He is the individual that is responsible for setting objectives, organizing recourses and motiving the staff so that the ‘aims’ of the business could be met. Who is a manager?. So what are the 5 things they should do?.

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Unit 2 – Chapter 8 Management and Leadership

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  1. Unit 2 – Chapter 8 Management and Leadership Page: 141-151

  2. He is the individual that is responsible for setting objectives, organizing recourses and motiving the staff so that the ‘aims’ of the business could be met Who is a manager? So what are the 5 things they should do? Setting objectives and planning Organizing resources to meet the objectives Directing and motivating staff Coordinating activities Controlling and measuring performance against targets Examples?

  3. Management roles: In order for the manager to carry out these functions he/she must undertake a number of responsibilities. Henry Mintzberg (The Nature of Managerial Work, 1973) identified 10 roles common to the work of all manager (See table 8.1 page:143) Interpersonal Role – Dealing with and motivating staff at all levels of the business Informational Role – Acting as a source, receiver and transmitter of information Decisional Roles – Taking decisions and allocating recourses to meet the organization's objectives

  4. Interpersonal Roles Figurehead – Symbolic leader of the organization undertaking duties of a social or legal nature Leader – motivation subordinates, selecting and training other managers or staff Liaison – Linking with managers and leaders of other divisions of the business and other organizations

  5. Informational Roles Monitor – collecting data relevant to the business’s operations Disseminator – sending information collected from external and internal sources to the relevant people within the organization Spokesperson – communicating information about the organization its current position and achievements to external groups and people

  6. Decisional Roles Entrepreneur – looking for new opportunities to develop the business Disturbance handler – responding to changing situations that may put the business at risk, assuming responsibility when threatening factors develop Resource allocator – deciding on the spending go the organization's financial resources and the allocation of its physical and human resources Negotiator – representing the organization in all important negotiations

  7. Leadership ‘the art of motivating a group of people towards achieving a common objective’ Who is a leader in this Class? Leadership positions in business • Directors • Managers • Supervisors • Workers’ representatives Explain?

  8. Leadership Styles: Autocratic (Authoritarian) Democratic Paternalistic Laissez - faire Autocratic Leadership A style of leadership that keeps all decision making at the centre of the organization What does this mean?

  9. Democratic Leadership A leadership style that promotes the active participation of the workers in taking decisions So should all businesses have democratic leadership? WHY? No/Yes?

  10. Paternalistic Leadership A leadership style based on the approach that the manager is in a better position than the workers to know what is best for an organization Effect Motivation level? You will not be asked about this in the exam

  11. Laissez-faire Leadership A leadership style that leaves much of the business decision making to the workforce a hands-off approach and the reverse of the autocratic style How does this leadership style work?

  12. McGregor’s Theory X and Theory Y What is it? Theory X Theory Y • Dislike work • Avoid Responsibilities • Not Creative • Enjoy their work • Accept Responsibilities • Are Creative

  13. Leadership style depend on a number of factors: The level of training and experience of the workforce The amount of time available for consultation and participation The attitude of managers, management and the culture of the business The importance of the issues under consideration.

  14. Informal Leadership A person who has no formal authority but has the respect of colleagues and some power over them Explain? Who? Anyone in the class?

  15. Emotional Intelligence The ability of managers to understand their own emotions, and those of the people they work with, to achieve better business performance • Understanding yourself, your goals, your behaviour and your responses to people • Understanding others and their feelings

  16. Daniel Goleman is the best known researcher into the Emotional Intelligence and the four main (EI) competencies that managers should work on according to him are: • Self-awareness • Self-management • Social awareness • Social Skills Meaning?

  17. Chapter Finished! Thank you!

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