Chapter11 Leading and managing people 2013

Your site here Contents Something about mgmt Basic theories Supervision Leadership

Your site here  Management is getting things done through other people.  Every organization needs management, but different organizations have different structures for carrying out management functions.  Managers need authority and power to take responsibility, and they have to be accountable. Something about management

Your site here  Authority is the scope and amount of discretion given to a person to make decisions.( 权威 )  Responsibility is the liability of a person to discharge duties.( 责任 )  Managers are accountable to their superiors for their actions. （负有责任）  All of these have something to do with the allocation of power. Authority, accountability, responsibility

Your site here  Manager’s authority are delegated from the superior.  Authority is the right to do something, and power is the ability to do it.  There’re many sources of power: physical, resource, coercive, reward, position, expert, referent, and so on.  Power differs depending on the position in the hierarchy. Manager’s power

Your site here  Working planning  Resource allocation: human resources, material resources, financial resources and information.  Project management: planning, teambuilding, communication, coordination, monitoring, and problem-solution Manager’s role

Your site here  Henri Fayol( 亨利﹒法约尔 ) thought that management has five functions: planning( 计划 ), organizing( 组织 ), commanding( 指挥 ), coordinating( 协调 ) and controlling( 控制 ).  He considered that this principle can be used in every organization.  He thought that management is an universal activity. Classic management theories

Your site here  Frederik W. Taylor( 弗雷德里克﹒泰勒 ) is the founder of scientific management.  He argued that management should be based on well-recognized, clearly defined and fixed principles.  He focus on how to improve the production efficiency. Classic management theories

Your site here  Elton Mayo( 埃尔顿﹒梅奥 ) is the founder of behavior science, he was interested in human behavior.  He found that worker altitudes and group relationships were important in determine the levels of production.  People can be motivated by a variety of psychological needs. –human relations school （人际关系学派） Classic management theories

Your site here  Peter Drucker( 彼得﹒德鲁克 ) thought that the business manager is different from others, because their basic function is economic performance.  Manager’s jobs include managing business, managers, workers and work.  He then grouped the work of the manager into five categories. Modern management theories

Your site here  Henry Mintzberg( 亨利﹒明茨伯格 ) described managerial roles.  There are ten managerial roles, and these roles can be divided into three categories: interpersonal, informational and decisional.  He thought that management is a disjointed, non-systematic activity. Classic management theories

Your site here  Supervision is the interface between the operational core and management.  Supervisors are the lowest level of management.  Supervisors are front-line managers, they does operational or technical work, and use day-to-day, frequent and detailed information. Supervision and management

Your site here LOGO  Leadership is the activity of influencing people to strive willingly for group objectives.  Leadership copes with change, and is exercised over people; but mgmt copes with complexity, and is exercised over non-personal things.  A good leader should have many skills, and these skills can be learned. Leadership

Your site here LOGO  Trait theories are early theories of leadership, suggesting that there’re certain personal qualities common to successful leaders.  Style theories think that leadership is an interpersonal process, effective styles can be adopted.  Contingency theories believe that there is no “one best way” of leading. Theories of leadership

Your site here  The Ashridge Management College distinguished 4 mgmt styles: tells, sells, consults, and joins. They think that the consults style is better.  Blake and Mouton paid attention to two dimensions of leadership: concern for production(task performance), and concern for people. Style theories of leadership

Your site here LOGO  Effective leadership is dependent on a number of variable or contingent factors.  Fiedler identified 2 types of leader: psychologically distant managers(PDMs) and psychologically close managers (PCMs).  When the situation is extremely good or bad, PDMs works; when the situation is moderate, PCMs works. Contingency approaches

Your site here  John Adair think leadership process is made up of 3 interrelated variables: task needs, individual needs and group needs.  Effective leadership can meet the various needs.  Other comments about managers and leaders: Bennis Contingency approaches