1. Management & Leadership
Introduction to Business & Marketing

2. Task 49
Identify the functions of management

3. What is management?
Entrepreneurs start off having to manage only themselves
If a business has employees, then a management plan is needed
Management helps the business focus on setting & meeting goals efficiently and effectively

4. Essential Management Skills
Task-Oriented
Time Management
Interpersonal
Problem Solving
Communication

5. What do managers do? The functions (tasks) of management include:
Planning
Organizing
Staffing
Implementing / Directing
Controlling
Evaluating
The functions are listed in the order that they occur. Some managers specialize in one or two functions.
-- COMPLETE GALLERY WALK --

6. Planning Setting goals and objectives
Making long- and short-term plans for meeting goals
Determining resources required and standards that must be met

7. Organizing & Staffing
Obtaining & coordinating resources so that objectives can be met
Includes organizing people (human resources), work processes and equipment
May need to hire, train or fire employees

8. Implementing or Directing
Influencing, guiding and directing people to carry out their delegated tasks
Providing direction and vision
Requires leadership skills

9. Controlling
Keeping the business on track and making sure goals are met
Setting standards for the quality of work
Solving problems

10. Evaluating
Evaluating performance
Monitoring customer satisfaction

11. Are managers and leaders the same?
Think About It!

12. Task 50
Compare types of leadership styles

13. What is leadership? Leaders develop a vision for their organization.
Leaders organize, mobilize & energize other people in order to achieve a goal.

14. Characteristics of a Leader
Inspirational, Initiative, Goal-oriented
Motivation
Self-assured & decisive
Confidence
Ability to relate / provide mentorship
Communication Skills
Most valued quality – honest, loyal, fair
Integrity

15. Leadership Styles Pace-Setting Affiliative Coaching Visionary
Facilitating
Pace-Setting
Commanding

16. VISIONARY
Appropriate as an organization starts or needs a new direction
Goal is to move people toward a new set of shared visions

17. COACHING One-on-one style
Goal is to develop individuals, improve performance and help connect personal goals to business goals.
Leader asks for feedback from employees but comes to a final decision himself or herself
The leader asks for feedback from employees but comes to a final decision himself or herself.

18. AFFILIATIVE Emphasizes the importance of teamwork
Aims to create harmony in a group by connecting people to each other

19. FACILITATING a.k.a. Democratic
Draws on other people’s knowledge & skills
Creates group commitment to the resulting goals
Works best when the direction of the organization is unclear and the leader needs to tap the collective wisdom of the group.
It works best when the direction of the organization is unclear and the leader needs to tap the collective wisdom of the group.

20. PACE-SETTING Sets high standards of performance
Obsessive about doing things better & faster
Asks the same of everyone on the team

21. COMMANDING Classic ‘military’ style Most used but least effective
Rarely involves praise
Frequently involves criticism (criticism undercuts morale and job satisfaction)
Criticism undercuts morale and job satisfaction.

22. Why is it important for a person to change leadership styles?
On a daily basis, adapt your leadership style based, on the situation at hand, to you ensure that you make the best use of the available resources, tools and techniques to generate a positive outcome
Think About It!

23. What’s Your Style?
The Lion, the Fox and the Saint Bernard

24. Which leadership style should you use in each situation?
Discussion
Which leadership style should you use in each situation?
You have a team of experienced, intelligent and committed people who care about doing the best they can every day.
You are leading a team of eager people who want to do good work. They are really fast but make a lot of mistakes that you have to go back and fix. They feel they have something to prove.
You have just taken over a team that only does enough to get by. They don’t really want to work but don’t want to be unemployed either. They always have excuses – it’s never their faults.