Management Leadership Skills

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Management Leadership Skills Powered By Docstoc
					Management, Leadership,
and Internal Organization
1 Define management and                   5
                                              Contrast the types of business
    the skills necessary for                  decisions and list the steps in the
    managerial success.                       decision-making process.

    Explain the role of vision and
2                                         6 Define leadership and compare
    ethical standards.                        different styles of leadership.

    Summarize the benefits of                 Discuss the meaning and
3   planning and distinguish strategic,   7   importance of corporate
    tactical, and operational planning.       culture.

    Describe the strategic planning           Identify forms of departmentalization
4                                         8
    process.                                  and types of organization
Management is the process of achieving
organizational objectives through people and
other resources.
• Develop long-range
  strategic plans for the
• Inspire executives and
  employees to achieve their
  vision for the company’s
• Focus on specific
  operations, products, or
  customer groups within
  an organization.
• Responsible for
  developing detailed
  plans and procedures to
  implement the firm’s
  strategic plans.
• Implement the plans
  by middle managers.
• Responsible for non-
  manager employees.
• Motivate workers to
  accomplish daily, weekly,
  and monthly goals.
→ Technical skills
    Manager’s ability to understand and use the techniques,
     knowledge, and tools and equipment of a specific discipline
     or department.
→ Human skills
    Interpersonal skills that enable a manager to work effectively
     with and through people.
→ Conceptual skills
    Ability to see the organization as a unified whole and to
     understand how each part of the overall organization
     interacts with other parts.
Planning                            Controlling
• Process of determining            •   Evaluating an organization’s
  courses of action for achieving       performance to determine
  organizational objectives.            whether it is accomplishing
                                        its objectives.
                                        1)   Establish performance
• Blending human and material                standards.
  resources through a formal            2)   Monitor actual performance.
  structure of authority.
                                        3)   Compare actual
Directing                                    performance with
                                             established standards.
• Guiding and motivating
  employees to accomplish               4)   Take corrective action if
  organizational objectives.                 required.
• Vision is the perception of marketplace needs and
  the methods an organization can use to satisfy them.
   – Must be focused yet adaptable to changes
     in the business environment.

• Long-term success is also tied to the ethical
  standards that top executives set.
   – High ethical standard can also encourage, motivate,
     and inspire employees to achieve goals.
• There are different types and levels of plans
• Organizations should have a
  comprehensive planning framework.
  – From mission statement to objectives and goals
  – Narrow functional plans

• Plans outline the steps the company will
  take to meet outlined goals and objectives.
• Decision making is the process of recognizing a
  problem or opportunity, evaluating alternative
  solutions, selecting and implementing an alternative,
  and assessing the results.
• Programmed decision involves simple, common
  problems with predetermined solutions.

• Nonprogrammed decision involves a complex,
  unique problem or opportunity with important
  consequences for the organization.
• Leadership is the ability to direct or inspire
  people to attain organizational goals.
• Involves the use of influence or power.
• Three traits are common among many
   – Empathy
   – Self-awareness
   – Objectivity in dealing with others
     Autocratic Leadership
  Make decisions on own without
     consulting employees.

     Democratic Leadership
  Involve employees in decisions,
   delegate assignments and ask
    employees for suggestions.

      Free-Rein Leadership
Leave most decisions to employees.
               Corporate Culture
           Organizations system of
       principles, beliefs, and values.

   Managerial philosophies,
communications networks, and
 workplace environments and
practices all influence corporate
• Organization: structured grouping of people working together to
  achieve common goals.
• Three key elements:
   – Human interaction
   – Goal-directed activities
   – Structure
• Product departmentalization: organized based on the goods
  and services a company offers.
• Geographical departmentalization: organized by geographical
  regions within a country or, for a multinational firm, by region
  throughout the world.
• Customer departmentalization: organized by the different
  types of customers the organization serves.
• Functional departmentalization: organized by business
  functions such as finance, marketing, human resources, and
• Process departmentalization: organized by work processes
  necessary to complete production of goods or services.
• Delegation is the act of assigning work activities to subordinates.
    – The responsibility and the necessary authority for completing the tasks.
    – Employees have accountability, or responsibility for the results of the way
      they perform their assignments.
    – Authority and responsibility move down; accountability moves up.
• Span of management is the number of subordinates, or direct
  reports, a supervisor manages.
• Centralization: decision making is retained at the top of the
  management hierarchy.
• Decentralization: decision making is located at the lower levels.
  Many firms believe it enhances their flexibility and responsiveness to
  customer needs.
       Line Organizations
       • Oldest and simplest form; direct flow of authority from CEO
         to subordinates.
       • Chain of command indicates who directs which activities and
         who reports to whom.

Line-and-Staff Organizations
• Combines line departments and staff departments.
• Line departments participate directly in decisions that affect
  the core operations of the organization.
• Staff departments lend specialized technical support.
• Authority and responsibility are in the
  hands of a group of individuals.
• Often part of a line-and-staff structure.
• Often develop new products.
• Tend to act slowly and conservatively.
• Often make decisions by compromising
  conflicting interests rather than choosing
  best alternative.
• Project management structure that links employees from
  different parts of the organization to work together on specific
• Employees report to a line manager and a project manager.

Advantages:                         Challenges:
• Flexibility in adapting to        • Integrating skills of many
  changes.                            specialists into a coordinated
• Focus on major problems or
  products.                         • Employee frustration and
                                      confusion over reporting to two
• Outlet for empoyees’ creativity
  and initiative.

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