© 2012 Delmar, Cengage Learning Section I Management, Supervision and Leadership: An Overview Chapter 1 Management, Supervision and Leadership

© 2012 Delmar, Cengage Learning Managers and Management Management –Uses resources to achieve organizational goals –Supports the development of individual responsibility Supervision –Makes sure activities are effectively implemented by those responsible for doing so –Focuses on the daily operations of a department

© 2012 Delmar, Cengage Learning Authority, Responsibility and Delegation Authority –Power to enforce laws, exact obedience and command –Legal right to get things done through others by influencing behavior Responsibility –Being answerable, liable or accountable Delegation –Transferring authority

© 2012 Delmar, Cengage Learning Basic Management Skills and Tools Technical skills –Having all the procedures necessary to be a successful officer Administrative skills –Organizing, delegating and directing the work of others Conceptual skills –Having the ability to problem solve and see the big picture People skills –Being able to communicate, motivate, discipline and inspire

© 2012 Delmar, Cengage Learning Successful Managers Have Clear goals A commitment to excellence Feedback Support

© 2012 Delmar, Cengage Learning Personal Characteristics Consistent self-confidence Consistent positive attitude

© 2012 Delmar, Cengage Learning Management Styles Theory X/Theory Y Four-System Approach Mature Employee Theory Managerial/Leadership Grid Theory A management style must match individual personalities and situations.

© 2012 Delmar, Cengage Learning Influences from the Business World Management by Objectives (MBO) –Managers and subordinates set goals and track performance to ensure objectives are met. –“Expect to get the right things done.” Total Quality Management (TQM) –Analyzing causes of product defects and correcting them –Recording the effects of corrections on subsequent product quality –“Zero defects”

© 2012 Delmar, Cengage Learning Avoiding Micromanaging Definition –Oversupervising, oversight with excessive control Symptoms –Being overly critical of subordinates –Spending too much time overseeing simple tasks Solutions –Allow honest mistakes –Become a mentor rather than a micromanager

© 2012 Delmar, Cengage Learning Leading versus Managing Managers focus on tasks. Leaders focus on people. Manage things; lead people.

© 2012 Delmar, Cengage Learning Leadership Working with and through individual groups to accomplish organizational goals Generating an emotional connection between the leader and the led

© 2012 Delmar, Cengage Learning Characteristics of Leaders Being the boss doesn’t mean bossing. Leaders have self-confidence and positive attitude. A true leader exhibits humility. Leaders respect knowledge of others regardless of rank. Effective leadership requires trust.

© 2012 Delmar, Cengage Learning Theories Related to Leadership Trait Theorists Michigan State and Ohio State Universities Studies Managerial Grid from a Leadership Perspective Situational Leadership Transformational Leadership

© 2012 Delmar, Cengage Learning Leadership Styles Autocratic –Leaders inherit positions; authority is uncontested. Consultative, Democratic or Participative –Management welcomes employees’ ideas and input. Laissez-faire –Everything runs itself without intervention from leader.

© 2012 Delmar, Cengage Learning Leadership Training and Development Dispersed leadership –Leadership not tied to rank –Commitment to shared goals and values Developing new sergeants into leaders Leadership training before appointment –Participative management and team-building theory –Motivational theory, communications, decision making

© 2012 Delmar, Cengage Learning Common Leadership Errors Preoccupation Indecisiveness Defending decisions without full information Ignoring danger signs

© 2012 Delmar, Cengage Learning Guidelines for Effective Management/Leadership Know your work and those you manage. Know how to get and maintain cooperation. Learn as much as possible about decision making. Learn as much as possible about how to be a leader. Learn how to give praise and constructive criticism. Learn to think positively; create rather than destroy. Learn to handle bad situations as well as good ones. Know when to discipline and when to be authoritarian or democratic/participatory.

© 2012 Delmar, Cengage Learning Guidelines for Effective Management/Leadership (cont.) Help your employees improve themselves. Be honest with yourself and your officers. Use your employees’ abilities. Do not oversupervise. Remember that you are part of management, and never downgrade management or managers. Keep your perception of your leadership abilities in line with subordinates’ perceptions. If you call a meeting, make it worthwhile.

© 2012 Delmar, Cengage Learning Guidelines for Effective Management/Leadership (cont.) Treat employees’ mistakes as a teaching responsibility, not a punitive opportunity. Develop officers who differ with you, rather than clones. Develop officers who can compensate for your weaknesses. The tendency is to do the opposite. Be consistent. Be direct. Be honest. Be fair. Listen. Lead by example. Develop people skills. Be a risk taker.

© 2012 Delmar, Cengage Learning Management and Leadership— A Call for Change Managers must pay attention to new ideas and trends: –Commitment to people –Development of people-oriented workplace –Belief that leadership can and does make a difference Coercion discourages creativity. Managers must listen to the citizens in new and more open ways.