Management and Leadership Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Learning Goals Explain how the changes that are occurring in the business environment are affecting the management function. Describe the four functions of management. Describe the different types of planning and the importance of decision making in choosing the best alternative. Describe the organizing function of management and the three categories of skills needed by managers. Explain the differences between leaders and managers, and describe the various leadership styles. Summarize the five steps of the control function of management. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

New Approaches in Management Styles and Why Managers are now guiding, training, supporting, motivating, and coaching employees. Employees are better educated. Emphasis on teamwork and cooperation. Employees are seen as partners. Employees tend to be more transient. More females and younger workers. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Tasks and Skills at Different Levels of Management Technical - the ability to perform specific tasks Human relations - the ability to relate to people Conceptual - the ability to see the “big” picture Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Leading Communicate a vision and rally others around that vision Establish corporate values Promote corporate ethics Embrace change Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Reasons for Empowering Non-Supervisory Employees It leads to better decisions made by those closest to the customer Fewer, busier managers Predominance of knowledge workers Leads to better decisions and more valuable employees OT 7-7 Changes Creating Opportunity for Leadership by Non-Supervisory Employees 1. This acetate illustrates things that are occurring in our economy today that work to increase the need for well-trained employees even though they do not have a formal management responsibility. 2. The following describe each bullet: Increased competition- better, faster, cheaper, newer are the standards organizations must meet to be competitive today. Loosening of structures- in an effort to create flexibility, jobs have been left undefined. Employees enjoy more flexibility than in the past. Fewer, busier- besides reductions in managerial ranks, there are so many cross-functional teams and offsite/outsourced activities, managers don’t have nearly the knowledge/control over clients they once had. Predominance of knowledge- although knowledge workers tend to be self-managing and don’t want/need daily supervision, they are not necessarily self-leading. Focus on projects- today more organizations are focusing on specific project objectives which means that project members are often from different departments, and resources seldom are under the direct control of a single manager. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Controlling Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

Controlling Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson