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Chapter 9: Management & Leadershipin Todays Organizations
Introduction to Business Management
COMM 102.3
Copyright 2!" #y $e%sonducation Ltd'
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Learning Outcomes
1. Diferentiate between management and leadership.
2. Discuss the our types o planning.
3. ist the primary responsibilities o managers in organi!ingacti"ities.
#. Describe how leadership styles in$uence a corporate culture.
%. &'amine how organi!ations control acti"ities.
(. )ummari!e the roles managers ta*e on in diferentorgani!ational settings.
+. ,dentiy the set o managerial s*ills necessary or managerialsuccess.
-. ist some o the trends that will afect management in the uture.
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Management and Leadership
Management
Leadership
(rocess o) guiding thede*e%opment+ maintenance+and a%%ocation o) resourcesto achie*e the
organizationa% goa%s',e%ationship #et-een a%eader and )o%%o-ers -ho-ant rea% changes. the
outcomes re/ect theirshared purposes'
Authority
,ight to ma0e
decisions
Responsibility
1ssignment o)
tas0s
Accountability
1cceptance o)
success)ai%ure
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Manageria%(rocessCyc%e
1nticipating
(ro#%em
s
Coordi
nati
ng
,eso
urces
3uiding
(ersonne%
,e*ie-in
g2
Chang
ing
he Managerial /rocess
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&ciency and &fecti"eness
4sing the %east amount o) resources
doing things right
5ciency
(roducing the desired resu%ts or goods
doing the right thing
6ecti*eness
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unctions o Management
1. /lanning
2. Organi!ing
3. eading4Moti"ating
#. Controlling4&"aluating
(OLC
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Planning
rocess o) deciding -hat needs to #e done to
hie*e organizationa% o#7ecti*es+ identi)ying
en and ho- it -i%% #e done+ and determining
-hom it shou%d #e done'
et "ision5 mission5 goals and ob6ecti"es7ision 8
Mission 89oals4ob6ecti"es 8
lanning is a continuous process
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Planning
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Mission )tatements
Mission8 an organi!ation:s purpose andreason
or e'isting; its longow it diferentiated itsel and the *eys to
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i*iding up theTas0s
3rouping
7o#s andemp%oyees;
1ssigningauthority and
responsi#i%ities;
i*ision o)La#our
epartmenta%ization
e%egation
Organi!ing
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opManagers
MiddleManagers
irst
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Organi!ing? rends
rend toward sel
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Leading4Moti"ating
Creating a "ision
Communicate the "ision and rally others
&stablish corporate "alues
/romote corporate ethics
Creating a culture
&mbrace change
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The process o) guiding and moti*ating othersto-ard the achie*ement o) organizationa%goa%s'
8ource
s o)(o-er
Legitimate
>Theposition
,e-ard
>Thegoods
Coerci*e
>The#ad
?pert
>Thes0i%%s
,e)erent
>Therespect
Leading4Moti"ating?/ower
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Leading4Moti"ating )tyles
eadership styles
- =utocratic
- /articipati"e
- ree
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&mployee &mpowerment
!@
The process o) gi*ing emp%oyees increasedautonomy and discretion to ma0e decisionsand contro% o*er the resources needed toimp%ement those decisions'
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Manager:s&mpowerment Chec*list
Do employees understand your plans and goals@
=re employees encouraged to utili!e these plans and
goals as a basis or day
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Corporate Culture
The set o) attitudes+*a%ues+ and standards o)#eha*iour that
distinguishes oneorganization )rom another'
How do you create acorporate culture?
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Controlling4&"aluating
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ew =pproaches inManagement )tyles and hy
Managers are now guiding+ training+supporting+ moti*ating+ and coachingemp%oyees.
&mployees are #etter educated.
&mphasis on team-or0 andcooperation.
&mployees are seen as partners.
&mployees tend to be more transient.
More )ema%esand younger wor*ers.
9lobal competitionand constant change.
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rends in Management
Crisis management
9rowing use o inormation technology
,ncreasing need or global management s*ills
inding4*eeping employees
inancing long
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Coping with )tress
Do you eel stress@
>ow can we manage stress@
Enderstand the mind