1. Managers, Management, and Productivity

2.  G:\Leadership Empowerment - YouTube.mht G:\Leadership Empowerment - YouTube.mht

3.  THEY DO NOT MAN THE ASSEMBLY LINE  THEY DO NOT STAFF THE SERVICE CENTRE

4.  THEY ARE BUSY 60-70 HOURS PER  WEEK (INCLUDING WEEKENDS AND HOLIDAYS)  Why is that?!?!

5.  What do managers do?  MAKE DECISIONS, SOLVE PROBLEMS  LEAD, DIRECT, SET GOALS  LIASE, CONFERENCE, CO-ORDINATE  DELEGATE, REPORT AND COMMUNICATE  NOTHING THAT OBVIOUSLY CONTRIBUTES TO PRODUCT OR SERVICE

6. SOMEHOW, BY THEIR ACTIONS AND “PRESENCE”, THEY... ADD VALUE.. TO THE ORGANIZATION

7.  Managers:  A person who is responsible for the work of others  Examples—CEO, supervisor, plant manager  Must co-ordinate human resources with material resources (information, raw materials) to produce goods and services  A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs

8.  Organizations:  A collection of people working together to achieve a common purpose  Three characteristics:  Purpose—to create a good or service  Division of labour—different tasks assigned to different people  Hierarchy of authority—a level-by level management structure of increasing responsibility

9.  Using the three characteristics, prove that the following are an organization:  1) McDonald’s  2) A soccer team  3) Your family

11.  Upper Management  Establishes organizational objectives  Monitors external environment and trends  Examples: CEO, COO, CFO, Vice-President of Marketing, VP of Human Resources

12.  Middle Management  Interpret direction from above  Guide lower management  Examples: Department Heads, Plant Manager, Human Resource Director

13.  Lower Management  Manages operating employees  Examples: Supervisor, Foreperson, Assistant Manager

14.  Line and Staff Managers  Line managers  Their work directly contributes to production  Examples: supervisors, CEO, plant managers  Staff managers  Work in specialized support areas such as marketing, accounting, human resources, and the legal department

15.  Managers and Administrators Managers  Work in for profit organizations Administrators  Work in non-profit organizations  Examples: CAO, Principal, Hospital Administrator

16.  Functional and General Functional  Responsible for a single area—accounting, engineering, marketing, human resources General  Responsible for complex areas—department store manager

17.  Complete the chart!

18.  Interpersonal Roles  Interacting with other people  Figurehead  Leader  Liaison  Informational Roles  Exchanging and processing data  Monitor  Disseminator  Spokesperson

19.  Decisional Roles  Using information to make decisions  Entrepreneur  Disturbance handler  Resource allocator  Negotiator

20.  Technical Skills  Specialized skills such as engineering, accounting, marketing, information technology  Most important in lower management  Human Skills  An ability to interact with people  Important at all management level

21.  Conceptual Skills  Ability to think critically and analytically  Solve problems  Most important in upper management

22. 1) Planning  The process of setting goals and determining how those goals will be met 2) Organizing  The process of arranging people, tasks, responsibilities, and resources.

23. 3) Leading  The process of inspiring and motivating people to excellence. 4) Controlling  The process of monitoring achievement and taking corrective action

24.  Profit = Revenues – Expenses  Productivity Measure of the work completed in relation to the inputs - Look at sheet for example