Intro to Business 7 e CHAPTER 7 Management

Intro to Business, 7 e CHAPTER 7 Management and Leadership 7 -1 7 -2 7 -3 Management Leadership Ethical Management © 2009 South-Western, Cengage Learning SLIDE 1

Intro to Business, 7 e 7 -1 Management Goals l Define the five functions of management. l Describe the levels of management in businesses. l Discuss when to use the two management styles. © 2009 South-Western, Cengage Learning SLIDE 2

Intro to Business, 7 e Chapter 7 Key Terms l management l planning l organizing l staffing l implementing l controlling l management style © 2009 South-Western, Cengage Learning SLIDE 3

Intro to Business, 7 e ROLE AND WORK OF MANAGERS Chapter 7 l Who is a manager? l What do managers do? l l l Planning Organizing Staffing Implementing Controlling © 2009 South-Western, Cengage Learning SLIDE 4

Intro to Business, 7 e Chapter 7 Checkpoint >> What are the five management functions? Answer l planning l organizing l staffing l implementing l controlling. © 2009 South-Western, Cengage Learning SLIDE 5

Intro to Business, 7 e Chapter 7 MANAGEMENT LEVELS l Top management l Mid-management l Supervisors l Management by others © 2009 South-Western, Cengage Learning SLIDE 6

Intro to Business, 7 e Chapter 7 Checkpoint >> What are the differences among the three levels of management? Answer l Top-level managers are executives with responsibilities for the direction and success of the entire business. l Midlevel managers are specialists with responsibilities for specific parts of a company’s operations. l Supervisors are first-level managers who are responsible for the work of a group of employees. © 2009 South-Western, Cengage Learning SLIDE 7

Intro to Business, 7 e Chapter 7 MANAGEMENT STYLES l Tactical management l Strategic management l Mixed management © 2009 South-Western, Cengage Learning SLIDE 8

Intro to Business, 7 e Chapter 7 Checkpoint >> How is tactical management different from strategic management? Answer l The tactical management style is more directive and controlling than the strategic management style. l Using tactical management, the manager makes the major decisions and supervises employees closely to make sure the work is done well. l In strategic management, managers are less directive and involve employees in decision-making. © 2009 South-Western, Cengage Learning SLIDE 9

Intro to Business, 7 e 7 -2 Leadership Goals l Describe the need for leadership skills and the characteristics of an effective leader. l Identify the human relations skills needed by managers and leaders. l Recognize four types of leadership influence. © 2009 South-Western, Cengage Learning SLIDE 10

Intro to Business, 7 e Chapter 7 Key Terms l leadership l human relations l influence l informal influence l formal influence © 2009 South-Western, Cengage Learning SLIDE 11

Intro to Business, 7 e Chapter 7 WHAT IS A LEADER? l Need for leadership l Leadership characteristics © 2009 South-Western, Cengage Learning SLIDE 12

Intro to Business, 7 e Characteristics of Effective Leaders l Understanding l Initiative l Dependability l Judgment l Objectivity l Confidence Chapter 7 l Stability l Cooperation l Honesty l Courage l Communication l Intelligence © 2009 South-Western, Cengage Learning SLIDE 13

Intro to Business, 7 e Chapter 7 Preparing to Be a Leader l Study leadership l Participate in organizations and activities l Practice leadership at work l Observe leaders l Work with a mentor l Do a self-analysis and ask for feedback © 2009 South-Western, Cengage Learning SLIDE 14

Intro to Business, 7 e Chapter 7 Checkpoint >> What are several ways to develop leadership skills? Answer l Leadership skills can be developed through studying leadership, participating in organizations and activities, practicing leadership at work, observing leaders, working with a mentor, and doing a self-analysis and asking for feedback. © 2009 South-Western, Cengage Learning SLIDE 15

Intro to Business, 7 e IMPORTANCE OF HUMAN RELATIONS Chapter 7 l Human relations skills l l l Self understanding Understanding others Communication Team building Developing job satisfaction © 2009 South-Western, Cengage Learning SLIDE 16

Intro to Business, 7 e Chapter 7 Checkpoint >> Why do managers and leaders need effective human relations skills? Answer l Managers and leaders need effective human relations skills because their success depends on their ability to get along well with all of the people with whom they work. © 2009 South-Western, Cengage Learning SLIDE 17

Intro to Business, 7 e Chapter 7 INFLUENCING PEOPLE l Kinds of influence l l Position influence Reward influence Expert influence Identity influence l Formal and informal influence © 2009 South-Western, Cengage Learning SLIDE 18

Intro to Business, 7 e Chapter 7 Checkpoint >> What is the difference between formal and informal influence? Answer l Managers have formal influence because their leadership position is part of the organization’s structure. l Managers and non-managers alike can have informal influence when they fill a leadership role that is not part of a formal structure. © 2009 South-Western, Cengage Learning SLIDE 19

Intro to Business, 7 e 7 -3 Ethical Management Goals l Justify the need for ethical management. l Identify the role of leaders in increasing ethical behavior. © 2009 South-Western, Cengage Learning SLIDE 20

Intro to Business, 7 e Chapter 7 Key Terms l ethical business practices l core values © 2009 South-Western, Cengage Learning SLIDE 21

Intro to Business, 7 e IMPORTANCE OF ETHICAL BEHAVIOR Chapter 7 l Not everyone has the same belief about what is ethical and what is not ethical. l Organizations should develop a clear view of what is acceptable business behavior and what is not. l Individuals and organizations develop reputations based on their actions and the decisions they make. © 2009 South-Western, Cengage Learning SLIDE 22

Intro to Business, 7 e WHAT IS ETHICAL BEHAVIOR? Chapter 7 l It is lawful. l It is consistent with company values and policies. l It does not harm some while benefiting others. l If the actions and results become public, it will not embarrass the company. © 2009 South-Western, Cengage Learning SLIDE 23

Intro to Business, 7 e Chapter 7 ETHICAL MANAGEMENT l Actions and activities of the business are legal, honest, and ethical. l People and other companies treated fairly. l Work of the company improves the communities and countries in which it operates. l Company works to protect the environment and conserve natural resources. © 2009 South-Western, Cengage Learning SLIDE 24

Intro to Business, 7 e Chapter 7 Checkpoint >> What are the two parts of ethical behavior? Answer l The two components of ethical behavior are (1) the actions of individuals and groups and (2) the results of those actions. © 2009 South-Western, Cengage Learning SLIDE 25

Intro to Business, 7 e Chapter 7 INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP l Preparing the organization l Modeling ethical behavior © 2009 South-Western, Cengage Learning SLIDE 26

Intro to Business, 7 e Chapter 7 Checkpoint >> What are the core values of an organization? Answer l An organization’s core values are the principles that guide decisions and actions in the company. © 2009 South-Western, Cengage Learning SLIDE 27