1. Management and Leadership* * *
Management and Leadership
CHAPTER 7
Nickels McHugh McHugh * *
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2. Planning Organizing Leading Controlling Management
The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.
Management Functions
Planning
Organizing
Leading
Controlling
See Learning Goal 2: Describe the four functions of management.
See Text Pages:

3. Division Heads, Plant Mgrs.
Management Levels
President,
Vice Pres.
Division Heads, Plant Mgrs.
Foreman, Dept Heads
Employees
Also available on a Transparency Acetate
See Learning Goal 4: Describe the organizing function of management.
See Text Pages: 190
Management Pyramid
A good visual of management levels within a corporation. Note the pyramid shape and the type of job positions that are in each level.
It’s important for the student to know the necessary skill levels that each position in the pyramid requires.
A Top-Level Manager needs good conceptual skills, and be able to effectively communicate their goals to the entire corporation.
Middle-level managers typically develop the strategies for goal attainment; and develop the tactics necessary to achieve stated goals. Middle managers require good analytical skills and the ability to communicate.
First-line managers are responsible for execution of business plans. Technical skills and good communications skills are necessary.

4. Skills Managers Needed
Katz’s managerial skills include
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization
What types of skills do managers need? Robert L. Katz proposed that managers need three critical skills in managing: technical, human, and conceptual.
Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers because
they typically manage employees who use tools and techniques to produce the organization’s products or service the organization’s customers
Human skills involve the ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are equally important to all levels
of management.
Finally, conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers see the organization
as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important
to top managers.

5. Skills Needed at Different Managerial Levels

6. Leader and Leadership
Leader – Someone who can influence others and who has managerial authority
Leadership – What leaders do; the process of influencing a group to achieve goals
Ideally, all managers should be leaders
Although groups may have informal leaders who emerge, those are not the leaders we’re studying

7. Styles of leadership
Autocratic: Leadership style that involves making managerial decisions without consulting others. Example: Hitler.
Participative (Democratic): Leadership style that consists of managers and employees working together to make decisions. Example: Franklin Delano Roosevelt and John F. Kennedy.
Free Rein: Managers set objectives but employees are relatively free to do whatever it takes to accomplish those objectives. Example: Steve Jobs, Public University teaching, Panama Canal etc.

8. Empowering Workers
Empowerment means giving employees the authority to make a decision without consulting the managers and the responsibility to respond quickly to customer requests.