2. DO NOW Read Case Study page 141, we will discuss shortly

3. Manager How do you describe a good manager, what are the characteristics of successful management. a manager is a business professional that sets the objectives, organizes resources and motivates staff in order to achieve those objectives,

4. Activity On the piece of paper handed out I want you to draw a typical Business Manager, and write what you consider to be a good manager on the right side and a bad manager on the left side.

5. Management Responsibilities Setting objectives and planning – thinking ahead and planning is a key component for any manager. Organizing Resources – ensuring you have enough staff and the right staff to achieve the organizations objectives. Directing and Motivating Staff – ensuring staff are on task and achieving set objectives.

6. Management Responsibilities Coordinating Activities – ensuring consistency and coordination between departments within a business. (reduces communication issues) Controlling and Measuring performance – ensuring that each department performs at the levels expected. (set out in corporate objectives)

7. Mintzberg Management Roles Interpersonal Roles - Figurehead – Symbolic leader of organization i.e. Richard Branson (Virgin) - Leader – Motivating, selecting and training staff. - Liaison – Linking with managers from other branches and divisions.

8. Activity 8.1 Page 144 Answer Questions 1 and 2 you have 15 mins All Styles Department Store

9. Mintzberg Management Roles Informational Roles - Monitor – collecting data relevant to business organization. - Disseminator – sending data collected to the relevant people within an organization. - Spokesperson – Communicating with media and other sources about the organization.

10. Mintzberg Management Roles Decisional Roles - Entrepreneur – The ideas person. - Disturbance Handler – Handling issues within a business and anything that will put a business at risk. - Resource Allocator – Deciding how the business spends its money and allocates physical and human resources. - Negotiator – representing the organization in important negotiations. Ie tenders

11. Leadership What makes a good leader? List the qualities that make the leaders in these pictures good leaders.

12. Leadership Leadership is at the heart of any great movement be it business, sporting or cultural. We all want someone to follow, these people generally have a charisma and sense of direction that we naturally find challenging and exciting. Businesses need strong leaders who can motivate staff to all move in the same direction. If employees lose respect or feel as though there is a lack of direction, they very quickly lose faith, this can often be attributed to poor leadership.

13. Leadership Characteristics Desire to succeed and have a natural self confidence Creativity - think outside the square Multi Talented can understand all aspects of the business. Gets to the heart of the issue rather than wasting time on unnecessary details.

14. Leadership positions in Business Directors Managers Supervisors Worker representatives (Trade unionists)

15. Leadership Styles Autocratic – This style is from the old school of management treating staff like drones, they are the boss, they issue instructions without any really discussion from workers and make sure it gets done with constant checking. (Micro Managing) these staff normally have a lack of creativity and low motivation levels as they become reliant on the leader to make all the decisions. Where might this method be useful?

16. Leadership Styles Democratic – This style is becoming the most common form of leadership in business effectively empowering employees to help with the decision making within a business, this requires advanced communication skills from the manager and also buy in from the staff. General speaking this will lead to higher levels of motivation as staff will feel like what they do makes a difference. Managers need to be careful though as the are still the boss and to much discussion around decisions can lead to inefficiencies.

17. Leadership styles Paternalistic – Basically acting as a father or mother in the business there will be discussion around decisions but ultimately they will make the final decision. They find it hard to let go and therefore staff can often lose motivation as they feel like they have no real impact on the business and its decisions. Where might we see this style of leadership used?

18. Leadership Styles Laissez – faire – this is a form of leadership that allows the staff full responsibility over decision making. This requires a lot of autonomy and faith in your staff to get the job done, in the case of designers and creative people this leadership style can be very useful but in most cases employees want to know what they are doing is correct and therefore no input from senior management could lead to disaster.

19. Activity 8.2 Page 147 Complete questions 1,2 and 3

20. McGregor's Theory X and Theory Y Douglas McGregor's research concluded that the style of leadership used by a manager is a direct response to there attitude towards there employees. Theory X managers believe their workers are lazy, dislike work and aren't prepared to accept responsibility because of this they need to be controlled and made to work. Theory Y managers believed staff enjoyed work, would be prepared to accept responsibility, were creative and took an active part in contributing ideas and solutions to work related problems.

21. Leadership Styles What is the best style of leadership? Because every business is different and every workforce is different there is no one right style and managers will sometimes switch between a few depending on the circumstance. Some factors that may influence leadership style will include the training and experience of the workforce, the amount of time available to make a decision, the attitude of managers and the importance of the issues under consideration.

22. Informal Leadership This is very common in the workplace, often there will be people within an organisation who other staff will follow despite not having any formal responsibility. This is a tricky situation for managers as they cant exclude the employee as there opinion carries weight with the rest of the staff, and its hard to promote them because they are likely to lose there influence with the staff because of being seen as having gone to the dark side. Working alongside the informal leader to ensure business aims are met is crucial.

23. Emotional intelligence The ability to understand your emotions and your staffs emotions to ensure a better business performance. This is a very new area of research but because business is a very people oriented environment the brightest person in academic terms may not be the best at managing staff where as someone with a higher EQ is likely to do a better job.

24. Emotional Intelligence Four main competencies for managers. 1. Self Awareness – Having self confidence in our abilities. 2. Self Management – Being able to manage our behaviour despite the situation. 3. Social Awareness – ‘Reading’ people and taking there views into account, being able to relate to a wide range of individuals. 4. Social Skills – Being able to use social skills to lead and motivate staff, and interpreting social interactions correctly.

25. Case Study Page 152 Read the case study and answer question 3 and 4.