Which of the following is not an important human relations skill needed by leaders and managers?

Management and
Leadership

CHAPTER 7

7-1 Management Functions & Styles

7-2 Leadership

7-3 Ethical Management

7-1Management Functions and Styles

Goal 1 Define the five functions of management

Goal 2 Describe the levels of management in businesses and organizations

Goal 3 Discuss how and when to use the two management styles

Role and Work of Managers

• Who is a manager?
• What do managersdo?
• Planning
• Organizing
• Staffing
• Leading
• Controlling

Management

The process of accomplishing the goals of an organization through the effective use of people and other resources

A Manager’s 5 Functions

Involves analyzing info, setting goals, and making decisions about what needs to be done

Planning

A Manager’s 5 Functions

Identifying and arranging the work and resources needed to achieve goals

Organizing

A Manager’s 5 Functions

All the activities involved in obtaining, preparing, and compensating employees

Staffing

A Manager’s 5 Functions

The effort to direct and guide people to accomplish the planned work

Leading

A Manager’s 5 Functions

Keeping the company on track and making sure goals are met

Controlling

Checkpoint ✓

• What are the five functions of management?
• planning
• organizing
• staffing
• leading
• controlling

MANAGEMENT LEVELS

Top management

Middle management

Supervisors

Top Management

EXECUTIVES are top-level managers with responsibilities for the direction and success of the entire business

Job titles include:

CEO, President, COO,
CFO, VP, etc

Middle Management

MIDDLE MANAGERS are specialists with responsibilities for specific parts of a company’s operations

Job titles include:

Marketing manager, info. tech. manager, customer service manager, regional manager, human resource manager, etc.

Supervisors

SUPERVISORS are the first level of management in a business

Checkpoint ✓

• What are the differences among the three levels of management?
• Top-level managers are executives with responsibilities for the direction and success of the entire business.
• Middle managers are specialists with responsibilities for specific parts of a company’s operations.
• Supervisors are first-level managers who are responsible for the work of a group of employees.

MANAGEMENT STYLES

Tactical Management

Strategic Management

Mixed Management

Management Style

The way a manager works with and involves employees

Tactical Management

A style in which the manager is more directive and controlling

• Manager makes the major decisions
• Useful in crisis situations and when working with new, inexperienced employees

Strategic Management

A style in which managers are more collaborative and involve employees in decision-making

• Managers expect employees to work without direct supervision and will seek their input on important decisions

Mixed Management

The combined use of tactical and strategic management

CHOOSING A MANAGEMENT STYLE

Checkpoint ✓

• How is tactical management different from strategic management?
• The tactical management style is more directive and controlling than the strategic management style.
• Using tactical management, the manager makes the major decisions and supervises employees closely to make sure the work is done well.
• In strategic management, managers are less directive and involve employees in decision-making.

7-2Leadership

Goal 1Describe the need for leadership skills and the characteristics of an effective leader.

​

Goal 2Identify the human relations skills needed by managers and leaders.

​

Goal 3Recognize four types of leadership influence.

LEADERSHIP

Ability to motivateindividuals and groups to accomplish important goals

CHARACTERISTICS
OF EFFECTIVE LEADERS

• Understanding
• Initiative
• Dependability
• Judgment
• Objectivity
• Confidence

• Stability
• Cooperation
• Honesty
• Courage
• Communication
• Intelligence

PREPARING TO
BE A LEADER

• Study leadership
• Participate in organizations and activities
• Practice leadership at work
• Observe leaders
• Work with a mentor
• Do a self-analysis and ask for feedback

Checkpoint ✓

• What are several ways to develop leadership skills?
• Leadership skills can be developed through studying leadership, participating in organizations and activities, practicing leadership at work, observing leaders, working with a mentor, and doing a self-analysis and asking for feedback.

IMPORTANCE
OF HUMAN RELATIONS

Human Relations

The way people get along with each other

IMPORTANCE OF
HUMAN RELATIONS

Human relations skills

Self-understanding

Understanding others

Communication

Team building

Developing job satisfaction

Self-
Understanding

Leaders must first understand their own strengths and weaknesses

​

Others count on leaders
to be predictable and fair

Understanding Others

Recognizing similarities will help to develop a stronger team

​

Recognizing differences can help to involve each person in the way that is most beneficial to the team

Communication

Formal

Established and approved

Informal

Common but unofficial

Internal

Within the organization

External

With others outside
the company

Vertical

Up and down a
chain of command

Horizontal

Across at the same level

Oral

Spoken directly

Written

Notes, letters, reports,
images, etc

Nonverbal

Body language, gesture,
posture, facial expression

The combined skills of the people in an effective team are greater than that of individuals working alone

Developing Job Satisfaction

Managers can influence how employees feel about their jobs on a daily basis

​

Sources of job dissatisfaction include:

• Assignments employees do not like
• Difficult working conditions
• Ineffective communication
• Lack of recognition

Checkpoint ✓

Why do managers and leaders need effective human relations skills?

Managers and leaders need effective human relations skills because:

Much of their success depends on their ability to get along well with all of the people with whom they work and build effective work groups.

INFLUENCING PEOPLE

Kinds of influence

​

Formal and informal influence

Influence

The ability to affect the actions of others

Kinds of Influence

Position influence

Reward influence

Expert influence

Identity influence

Position Influence

Ability to get others to accomplish tasks because of the position the leader holds

Reward Influence

Comes from the leader’s ability
to give or withhold rewards

Expert Influence

Comes from group members recognizing and appreciating a leader’s expertise in a specific area

Identity Influence

Comes from the personal trust and respect members have for the leader

Formal and Informal Influence

Informal Influence

Power resulting from the personal characteristics of the leader rather than the formal structure of the organization

Formal Influence

Power based on a leader’s position within the formal structure of an organization

Checkpoint ✓

• What is the difference between formal and informal influence?
• Formal influence results from a position that is a part of the organization’s structure.
• Informal influence results from personal characteristics and is not a formal position in the organization.

7-3 Ethical Management

Goal 1 Justify the need for ethical management

Goal 2 Identify the role of leaders inincreasing ethical behavior

IMPORTANCE OF ETHICAL BEHAVIOR

• Not everyone has the same belief about what is ethical and what is not ethical.
• Organizations should develop a clear view of what is acceptable business behavior and what is not.
• Individuals and organizations develop reputations based on their actions and the decisions they make.

Ethical Business Practices

Ensure that appropriate standards of conduct are maintained by everyone who is a part of the business and with anyone affected by the business

Ethical Behavior
– 2 parts

The decisions and actions of individuals and groups

​

The results
of those
actions

What is Ethical Behavior? – 4 standards

• It is lawful.
• It is consistent with company values and policies.
• It is not intended to harm some so that others can benefit.
• If the actions and results become public, it will not embarrass the company.

ETHICAL MANAGEMENT

• Actions and activities of the business are legal, honest, and ethical.
• People and other companies treated fairly.
• Work of the company improves the communities and countries in which it operates.
• Resources are used efficiently with consideration of the effect on people and the environment.

Checkpoint ✓

• What are the two parts of ethical behavior?

​

• The actions of individuals and groups

​

• The results of those actions

INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP

• Preparing the organization
• Mission statement
• Core values
• Modeling ethical behavior

Mission Statement

Describes the reason a business exists and what it wants to accomplish

Core Values

Important principles that will guide decisions and actions in the company

Checkpoint ✓

• What are the core values of an organization?
• An organization’s core values are the principles that guide decisions and actions in the company.