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Transcript of Ob & management
OB & Management
Quiz covers 1.3 - Up to Moral
Management , plus Chapter 13,
Opener, 13.1 and 13.2
(Wks. 4 – 5)
The slides after 13-32 in this
presentation are optional and not on
the quiz1-1Copyright © 2010 John Wiley & Sons, Inc.
What is the nature of managerial work?
Manager
› Someone whose job it is to directly support
the work efforts of others.
Effective manager
› One whose team consistently achieves its
goals while members remain capable,
committed, and enthusiastic.Copyright © 2010 John Wiley & Sons, Inc. 1-2
What is the nature of managerial work?
Task performance
› Quality and quantity of the work produced
by the work unit as a whole.
Job satisfaction
› How people feel about their work and the
work setting.
Copyright © 2010 John Wiley & Sons, Inc. 1-3
What is the nature of managerial work?
The management process.
› Planning
› Organizing
› Leading
› Controlling
Copyright © 2010 John Wiley & Sons, Inc. 1-4
Figure 1.4
Copyright © 2010 John Wiley & Sons, Inc. 1-5
What is the nature of managerial work?
The nature of managerial work.
› Managers work long hours.
› Managers are busy people.
› Managers are often interrupted.
› Managerial work is fragmented and variable.
› Managers work mostly with other people.
› Managers spend a lot of time communicating.
Copyright © 2010 John Wiley & Sons, Inc. 1-6
Figure 1.5 Henry Mintzburg
Copyright © 2010 John Wiley & Sons, Inc. 1-7
What is the nature of managerial work?
Managerial skills and competencies
(Robert Katz)
Skill
› An ability to translate knowledge into
action that results in a desired
performance.
Copyright © 2010 John Wiley & Sons, Inc. 1-8
What is the nature of managerial work?
There are three managerial skill areas according to
Robert Katz:
Technical skill
› Ability to perform specialized tasks.
Human skill
› Ability to work well with other people.
Conceptual skill
› Capacity to analyze and solve complex and interrelated
problems.Copyright © 2010 John Wiley & Sons, Inc. 1-9
Chapter 13Leadership Essentials
With leadership things
happen
Chapter 13 Study Questions
What are leadership and management?
What are situational contingency
approaches to leadership?
Copyright © 2010 John Wiley & Sons, Inc. 13-11
What are leadership and management?
Role of management is to promote
stability or to enable the organization
to run smoothly.
Role of leadership is to promote adaptive
or useful changes.
Copyright © 2010 John Wiley & Sons, Inc. 13-12
What are leadership and management?
Leadership
› Process of influencing others to understand
and agree on what needs to be done and
how to do it; and
› Process of facilitating individual and group
efforts to accomplish shared objectives.
Copyright © 2010 John Wiley & Sons, Inc. 13-13
What are inspirational leadership perspectives?
“Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution everybody
can understand.”
- Colin Powell
Copyright © 2010 John Wiley & Sons, Inc. 13-14
What are leadership and management?
Formal leadership
Exerted by persons
appointed (or elected)
to positions of formal
authority in
organizations.
Informal
leadership Exerted
by persons who
become influential
because they have
special skills that meet
the resource needs of
others.
Copyright © 2010 John Wiley & Sons, Inc.
13-15
What are leadership and management?
Approaches to leadership
1. Trait theory perspectives.
2. Behavioral perspectives.
3. Situational perspectives
Copyright © 2010 John Wiley & Sons, Inc. 13-16
What are leadership and management?
Trait theories of leadership
› Assume that personality traits play a
central role in differentiating between
leaders and non-leaders, or in predicting
leader or organizational outcomes.
Copyright © 2010 John Wiley & Sons, Inc. 13-17
Figure 13.1Traits associated with successful leaders.
Copyright © 2010 John Wiley & Sons, Inc. 13-18
What are leadership and management?
Behavioral theories
› Assumes that leadership is central to
performance and other outcomes.
› Focuses on leader behaviors rather than
traits.
Copyright © 2010 John Wiley & Sons, Inc. 13-19
What are leadership and management?
Michigan leadership studies
› Employee-centered supervisors:
Place strong emphasis on subordinate’s
welfare.
› Production-centered supervisors:
Place strong emphasis on getting the work
done.
Copyright © 2010 John Wiley & Sons, Inc. 13-20
What are leadership and management?
Ohio State leadership studies
› Consideration
Sensitive to people’s feelings and making things
pleasant for the followers.
› Initiating structure
Concerned with spelling out the task requirements
and clarifying other aspects of the work agenda.
Copyright © 2010 John Wiley & Sons, Inc. 13-21
What is situational contingency leadership?
Situational Contingency Leadership
› The effects of leader traits and behaviors
are enhanced by their relevance to the
situation.
Copyright © 2010 John Wiley & Sons, Inc. 13-22
What is situational contingency leadership?
Fiedler’s contingency model
› Situational control
The extent to which a leader can determine
what his or her group is going to do, as well
as the outcomes of the group’s actions and
decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-23
Copyright © 2010 John Wiley & Sons, Inc.
Fiedler’s Situation Control Variables
Leader /Member Relations
(good/poor):
Members support for leader.
Task Structure (high/low):
Spells out leader’s task goals and
procedures.
Position Power (strong/weak):
Leader’s task expertise, and
reward/punishmentauthority
What is situational contingency leadership?
13-24
Figure 13.2.Fiedler’s situation contingency model.
Copyright © 2010 John Wiley & Sons, Inc. 13-25
Fiedler’s model requires a match on several parameters before leader’s effectiveness can be predicted.
What is situational contingency leadership?
House’s path-goal theory of
leadership
› Assumes that a leader’s key function is to
adjust his or her behaviors to complement
situational contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-26
Figure 13.3 House’s theory of path-goal relationships.
Copyright © 2010 John Wiley & Sons, Inc. 13-27
What is situational contingency leadership?
Directive leadership
› Informing subordinates what should be
done and how to do it.
Supportive leadership
› Showing care and concern for the
subordinates’ well being.
Copyright © 2010 John Wiley & Sons, Inc. 13-28
What is situational contingency leadership?
Achievement oriented leadership
› Emphasizing challenging goals,
stressing excellence in performance
and showing confidence in people’s
ability to achieve goals
Copyright © 2010 John Wiley & Sons, Inc.
Participative leadership Seeking, and seriously considering
subordinates’ input in before making
decisions.
13-29
What is situational contingency leadership?
Hersey and Blanchard Situational
Leadership Theory
› Diagnose demands of the situation
› Assess Readiness
The extent to which the follower has the
ability and willingness to complete a task.
› Implement appropriate leadership response.Copyright © 2010 John Wiley & Sons, Inc. 13-30
Figure 13.4
Copyright © 2010 John Wiley & Sons, Inc.
Hersey and Blanchard’s Situational Leadership
13-31
What are inspirational leadership perspectives?
Transactional leadership›Involves leader-follower exchanges
(communication) necessary for meeting routine
performance that is agreed upon by leaders and
followers. •Uses contingent rewards to motivate followers.
•Identifies what must be done to accomplish the
desired results.
•Uses corrective action only when goals not met.
•Laissez faire style – avoids making decisions.Copyright © 2010 John Wiley & Sons, Inc. 13-32
What are inspirational leadership perspectives?
Transformational leadership
› Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to
look beyond self-interests.
Copyright © 2010 John Wiley & Sons, Inc. 13-33
What are inspirational leadership perspectives?
Dimensions of transformational
leadership
› Charisma
› Inspiration
› Intellectual stimulation
› Individualized consideration
Copyright © 2010 John Wiley & Sons, Inc. 13-34
What are inspirational leadership perspectives?
Charismatic/transformational
leadership is not uniformly better
› Dark-side charismatics can have negative
effects on followers.
› Effectiveness can be maximized when
used in conjunction with traditional
leadership.
Copyright © 2010 John Wiley & Sons, Inc. 13-35
In your experience…
In your current or former job, did your
manager behave the same way with each of
the people he/she managed?
› A=Yes, B=No
If no, what was different about the
relationships between the manager and each
employee?
13-36Copyright © 2010 John Wiley & Sons, Inc.
Ethical questions for leaders and followers. Are decisions self serving?
Who wins and loses?
Have stakeholders been
considered?
What is long-term impact?
Is there enough
information?
Will this decision set a
standard for all situations?
Will decision stand up to
CEO scrutiny?
Is the decision legal?
Would you want your
family or friends to know?
Could you explain your
decision in a courtroom?
Copyright © 2010 John Wiley & Sons, Inc. 13-37