1. Management and Leadership in Today’s Organization Chapter 6 *some outside sources used

2. I. Some Objectives A. Objectives – specific, measurable B. Goals - broadly stated general guidelines C. Mission Statement - a statement of the purpose of the organization

3. II. Four Activities of Management A.Planning- anticipating problems or opportunities 1. Strategic Planning - long-range, broad goals 2. Tactical Planning - to implement a strategic plan; shorter term and more specific 3. Operational planning - creating very specific policies and procedures 4. contingency planning - alternative actions for unusual or crisis situations

4. B. Organizing 1. Coordinating and allocating a firm’s resources a. Developing a structure for the firm by: 1. Dividing up tasks (division of labor) 2. Grouping jobs and employees (departmentalization) 3. Assigning authority and responsibilities (delegation)

5. 2. Levels of Management Top Management Middle Management Supervisory Management CEO Vice President Division Heads, Regional Managers Supervisors, Team Leaders, Shift Leaders Strategic Plans, long range issues Tactical Plans, mid-range issues Operational Plans, daily issues

6. Four Activities of Mgmt (cont’d) C. Leading - guiding and motivating others toward the achievement of organizational goals 1. Sources of power of leaders Legitimate a. Legitimate position in organization Reward b. Reward control over rewards Coercive c. Coercive control over punishments Expert d. Expert extensive knowledge Referent e. Referent charisma, respect,admiration

7. –95% of nurses in a research study were willing to follow doctors’ orders to administer a clearly unsafe dosage of medicine to patients (Source: Hofling et al., 1966, Journal of Nervous and Mental Disease, v. 143, pp. 171-180) Automatic Deference to Expert & Legitimate Power can be Harmful

8. 2. Leadership styles Autocratic a. Autocratic - directive, controlling, very little input from subordinates Participative b. Participative 1) democratic 2) consensual 3) consultative Free-rein c. Free-rein (Laissez-Faire) - members have freedom, leaders give ideas and information 3. Employee empowerment

9. D. Controlling - determine whether employees are following plans and progress is being made 5-stage cycle of controlling: 1. Set performance standards 2. Measure performance 3. Compare performance to standards 4. Make necessary modifications, if needed 5. Use information gathered to set future performance standards

10. III. Managerial Roles Type of role:Activities: Informational A. Informational information gathering, disseminating, spokesperson Interpersonal B. Interpersonal figurehead, leader, liaison Decisional C. Decisional resource allocation, resolve conflicts, negotiate

11. V. The Decision-Making Process 1. Define the problem 2. Search for solutions 3. Select one, list alternatives 4. Put plan into action problem is solved 5. Follow up to see if

12. VI. Managerial Skills A. A. Technical Skills - specialized knowledge and expertise B. B. Human Relations Skills - need to communicate effectively with customers and employees C. C. Conceptual Skills - understanding the big picture