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. Intelligence Judgment Objectivity Imitative Dependability Cooperation Honesty Courage Confidence

Chapter 12 Bell Activity – Wednesday 11-1-2008 Rank the following leadsership traits based on what you consider to be the most important trait. . Intelligence Judgment Objectivity Imitative Dependability Cooperation Honesty Courage Confidence Stability Understanding.

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. Intelligence Judgment Objectivity Imitative Dependability Cooperation Honesty Courage Confidence

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  1. Chapter 12 Bell Activity – Wednesday 11-1-2008Rank the following leadsership traits based on what you consider to be the most important trait. • . • Intelligence • Judgment • Objectivity • Imitative • Dependability • Cooperation • Honesty • Courage • Confidence • Stability • Understanding

  2. UNIT 4 – MANAGEMENT RESPONSIBILITIES • Chapter 11 – Management Functions and Decision Making • Chapter 12 – The Manager as Leader • Chapter 13 – Planning and Organizing • Chapter 14 – Implementing and Controlling

  3. What are we learning? • The importance of leadership • Analyze human relations • Discuss management viewpoints about employees

  4. Leaders are Born, NOT Made!Write one agree or disagree statement • Agree • Disagree Why? Why?

  5. Chapter 12 Vocabulary • Position Power • Reward Power • Expert Power • Identity Power • Autocratic Leader • Open Leader

  6. Chapter 12-The Manager as Leader • Briefly skim the text to preview that chapter. • Any questions? Thoughts? • Get out a piece of paper and take notes. • These are ongoing notes that you will use throughout the next few chapters.

  7. The Importance of Leadership Goals • Recognize the importance of leadership and human relations. • Identify important leadership characteristics and types of power. • Describe four types of power available to leaders. Chapter 12 The Manager as Leader

  8. What Is Leadership? • Leadership— ability to influence individuals and groups to cooperatively achieve organizational goals • Human relations are vital – respect, negative feelings • Leader — manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization • Leadership skills can be developed. Chapter 12 The Manager as Leader

  9. Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding Basic Leadership Traits Chapter 12 The Manager as Leader

  10. Management Power POSITION POWER comes from manager’s position in the organization REWARD POWER based on the ability to control rewards and punishments IDENTITY POWER given to people because others identify with and want to be accepted by them EXPERT POWER given to people because of their superior knowledge about the work Which do you think is more respected by employees?

  11. Developing Leadership Skills Goals • Discuss why businesses value leadership skills of managers and employees. • Identify and define five important human relations skills. Chapter 12 The Manager as Leader

  12. Human Relations Skills • Self-understanding • Awareness of your attitudes, opinions, leadership style • Understanding others • Everyone cannot be treated the same • Communication • What to communicate and how. • Team building • Part of team. Pride, responsibility, believe in goals • Developing job satisfaction • Personal characteristics of emp. and mgrs. – work itself Chapter 12 The Manager as Leader

  13. Leadership Styles Goals • Describe three views of employees that affect the amount of management supervision. • Differentiate among three leadership styles. Chapter 12 The Manager as Leader

  14. Management Views of Employees • Close management — employees must be closely managed to perform well • Limited management — employees enjoy their work and do not need close supervision and control • Flexible management — managers’ flexible views of employees allow flexibility in their treatment Chapter 12 The Manager as Leader

  15. Leadership Styles • Autocratic leader— gives direct, precise orders and detailed instructions; seldom consults with employees • Democratic leader— encourages workers to share in decision making • Open leader— gives little or no direction • Situational leader— matches actions and decisions to the circumstances Chapter 12 The Manager as Leader

  16. Dealing with Employee Problems Goals • Recognize when and how to deal with the personal problems of employees. • Discuss why work rules are needed in organizations. • Describe how managers should respond to employee rules violations. Chapter 12 The Manager as Leader

  17. Dealing with Employee Problems • Handling difficult personal problems • Applying work rules (regulations created to maintain an effective working environment in a business) • Responding to rules violations Chapter 12 The Manager as Leader

  18. HOMEW ORK • Home work • Review Facts P. 315-316 • # 1-14 • Turn in Friday!!

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