CHAPTER OBJECTIVES THE MANAGER AS LEADER nDefine the concept of leadership and important characteristics of leaders. nIdentify five important human relations skills needed by managers. nDiscuss two viewpoints of managers about employees' attitudes toward work. nCompare three different leadership styles and determine when each is most effective. nDescribe the importance of work rules in a business and the procedures managers should follow in enforcing them. 1212

nKey quality for a manager is to be an effective leader nIf you’re going to be in business, you need to develop your leadership skills nHow it use to be nManagers just told Es what to do and they were expected to do it. nToday nWe know that it isn’t that simple nEs must understand why the work is important and must want to do the work

nToday nEs want to be an important part nEs want their ideas valued as well as their work nA manager who earns the respect and cooperation of Es to effectively accomplish the work of an organization is known as a LEADER.

nLeadership nAbility to influence individuals and groups to cooperatively achieve organizational goals nHave excellent human relations skills nHuman relations - how well people get along with each other when working together nRelationships are so important -- need to related to your workers

LEADERSHIP TRAITS nIntelligence nJudgment nObjectivity nInitiative nDependability nCooperation nHonesty nCourage nConfidence nStability nUnderstanding

THE IMPORTANCE OF LEADERSHIP nLeadership characteristics nCreate an atmosphere that encourages Es to do their best work nMust work to satisfy important needs of EACH E while also meeting the goals of the business nPersonal qualities rather than behavior nNeed to be flexible and adjust to change

THE IMPORTANCE OF LEADERSHIP nInfluencing people nBoth negative and positive types nInfluence E because of their power nPOWER - 4 types nPosition nReward nExpert nIdentity

THE IMPORTANCE OF LEADERSHIP nPosition/Reward power - NOT related to leadership characteristics nEs do not grant these to managers nCome from position in co. nExpert/Identity power - come from Es, not due to position in the company nEs grant these kinds of power to managers they consider worthy of nRelated to effective leadership characteristics

THE IMPORTANCE OF LEADERSHIP nDeveloping leadership skills nNot “born” leaders nThrough training and personal develop, one can improve their leadership qualities nTraining and experience can improve judgment in making decisions

HUMAN RELATIONS nHelps Es work well together nSelf-understanding nAwareness of your attitudes and options, your leadership style, your decision- making style, your relationship with other people nUnderstanding others nEvery individual is different nCannot treat everyone the same nSome want a great deal of support and some do not

HUMAN RELATIONS nCommunication nWhat needs to be communicated nListening nMust communicate w/ Es in a language they can understand nTeam building nEs need to feel they are part of a team nThat they are important nThat they can count on other team members

HUMAN RELATIONS nDeveloping job satisfaction nUsually not TOTALLY satisfied or unsatisfied with job nDifferent from day to day nShould carefully match the person with the kind of work they like to perform nMatch the job tasks with the needs and interests of the Es

MANAGEMENT VIEWPOINTS ABOUT EMPLOYEES nEmployees need to be closely managed nOr they won’t complete work well nMgr.’s that believe this closely supervise and control Es nThey make all important decisions nLikely to use rewards and penalties regularly

MANAGEMENT VIEWPOINTS ABOUT EMPLOYEES nEmployees perform well with limited management nEs like to work nTheir jobs meets their personal needs nMgr.s will ask for Es input/ideas nAllow Es a great deal of control nDo not apply immediate punishment/rewards

MANAGEMENT VIEWPOINTS ABOUT EMPLOYEES nA flexible viewpoint nProved to be the most effective managers nMrg.s adjust their approach as circumstances change nFlexibility in mrg.’s viewpoints towards Es permits flexibility in their treatment nEs prefer mgr.s who are flexible

LEADERSHIP STYLE nAutocratic leadership nGives direct, clear, and precise orders with detailed instructions as to what, when, and how work is to be done nEs do not make decisions nTo gain efficiency -- best style to use nSome Es prefer this style but many do not nThis style leads to E dissatisfaction and a decline in work performance nEffective in some situations -- best for emergencies

LEADERSHIP STYLE nDemocratic leadership nEncourages Es to share in making decisions about their work and work related problems nCommunicate openly; discuss problems and solutions with Es nEncourages Es to participate in planning, solving problems and making decisions nDon’t ask for help in just unimportant issues nTime consuming nEffective with well-trained workers

LEADERSHIP STYLE nOpen leadership nGives little or no direction to Es nEs may become the leader when certain decisions are made nShould be used very carefully nUse only after ensuring the Es are prepared for it and comfortable with individual responsibility

LEADERSHIP STYLE nSituational Leadership nMost effective nLeader who understands Es and job requirements nMatches E’s actions and decisions to the circumstances nFigure Es prefer a manager who…

HANDLING EMPLOYEE PROBLEMS nPersonal problems nMrg. Must be sympathetic by listening and showing an understanding nMay be serious/disruptive to work nWork w/ Es to get the necessary help nMrg.s are NOT trained to solve difficult problems nBut don’t ignore them nOffer/get professional counseling

HANDLING EMPLOYEE PROBLEMS nWork rules nDifficult mgm’t responsibility nCreated to maintain an effective working environment nMay apply to all or unique rules for different divisions of Es nProcess - warning, suspension, termination

HANDLING EMPLOYEE PROBLEMS nEnforcing work rules nIf problems aren’t handled in a timely manner, mrg.s will lose the respect of Es nDeal with situations directly nIf not dealt with immediately, Es will not have a clear expectation and will not know whether the mrg. intends to enforce the rules or not nFigure enforcing work rules

HANDLING EMPLOYEE PROBLEMS nEnforcing work rules nReact immediately, objectively and firmly n“hot stove principle” nIf reprimand is immediate, the E will pay more careful attention to the rules in the future nWhen conflicts and problems occur, leaders must work to solve them before they create larger problems.

nEthical Issues - p 312 nReview Facts - 5,6,9,11,12,13 nDisc - 1,4,8