Management Motivation and Leadership Bringing Business to Life 2 LO1 What is the role of management and why is it important to organizational success LO2 What are the key theories and current practices of motivation ID: 703432
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Slide1
©2013
Cengage
Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide2
Management, Motivation, and Leadership:
Bringing Business
to Life
2
LO1
What is the role of management and why is it important to organizational success?
LO2 What are the key theories and current practices of motivation?LO3 What are the categories of business planning? What is strategic planning?LO4 What is the purpose of organizing as a management function?LO5 What is the role of managerial leadership and key leadership styles?LO6 What is the management control process?Slide3
Bringing Resources to Life
3
Management - Achieving
the goals of an organization through planning, organizing, leading, and controlling organizational resources including people, money and
timeSlide4
Management Hierarchy:
Levels of Responsibility
4
© 2009 South-Western, a division of Cengage Learning
Top
Mgt.
Middle
Management
First Line
Management
Articulate Vision
Establish
Priorities
Allocate Resources
Facilitate Communication
Coordinate
Teams
Manage the Managers
Train, Motivate, Evaluate Employees
Manage
Daily ProcessesSlide5
Management Skills
Technical Skills
Expertise in a specific functional area
Human Skills
The ability to work with through other people
Conceptual Skills
The ability to grasp a big-picture view
5Slide6
Motivation: Lighting the Fire
Good managers motivate others to reach their best
Motivated workers feel great about work
Workers who feel good, produce more
There are multiple motivation theories
6Slide7
Maslow’s Hierarchy of Needs Theory
7Slide8
Theories of Motivation
8Slide9
Job Enrichment
9
Creating jobs with meaningful
content, creative work:
Skill Variety
Task Identity
Task Significance
AutonomyFeedbackSlide10
Expectancy Theory
10
Relationship among individual
effort
, individual
performance
,
and individual rewardIf there is a break in any part of the chain from effort, performance and reward, the employee will not be motivated.Slide11
Equity Theory
Based on perceptions which may not be correct
Response might require
changing your work habits
distorting perceptions
leaving the company
Communication from management is imperative
11Perception of fairness directly impacts worker motivation.Source: Motivate Your Staff by Larry Page, How to Succeed in 2005, Business 2.0 magazine, December 1, 2004, http://money.cnn.com/magazines/business2/business2_archive/2004/12/01/8192529/index.htm.Slide12
Motivation Today
12
Range of motivation approaches
Engaged and productive workers
Emphasis on corporate culture
Expanded incentives
Focus on training and development
Source: A New Game at the Office: Many Young Workers Accept Fewer Guarantees by Steve Lohr, The New York Times, December 5, 2005, http://select.nytimes.com/gst/abstract.html?res=F00F12FE38550C768CDDAB0994DD404482.Slide13
Planning: Figuring Out Where to Go and How to Get There
13
The
planning function
is
core to effective
management. The best
plans keep the organization on track, but flexibleCut Throat CompetitionRapid ChangeEconomic UncertaintySlide14
Managerial Planning
14
Type of Planning
Management Level
Examples of Planning Questions and Concerns
Strategic Planning
Senior Management
Should we acquire a new company?
Should we outsource?
Tactical Planning
Middle Management
Should we invest in new equipment?
Should we spend fewer ad dollars?
Operational Planning
First line management
How should employees be scheduled?
How should customers be greeted?Slide15
Contingency Planning
How should we respond if our competitors knock off our bestselling product?
What should we do if the government regulates our industry?
How should we respond if our data management/computer system fails?
How can we restart our business if a natural disaster destroys our supply channels?
How will we evacuate employees if terrorists strike our headquarters?
15Slide16
Strategic Planning
16
Define the mission
Evaluate
competitive
position
Set goals
Create strategiesImplement strategiesEvaluate results and incorporate lessonsSlide17
Defining Your Mission
17
Organization’s purpose, values, and core goals, providing the framework for all other plans.
Google's
mission is to organize the world's information and make it universally accessible and useful
.
Starbucks’
mission is to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.Chilli’s Bar and Grill’s mission is to spice up everyday life.Slide18
Evaluating Your Competitive Position:
SWOT
Analysis
18Slide19
Developing and Implementing Strategy
19
Creating Your Strategies
SWOT
is a starting point
Respond to environment
Dynamic and flexible
Implementing Your StrategiesTactical planningCoordination of middle managersEvaluating Your Results and Incorporating LessonsContinual processControlling functionFactor in lessonsSlide20
Goal Setting: Getting it Right
20
Effective goals are:
Specific and measurable
Tied to timeframe
Realistic but challengingSlide21
Organizing: Fitting Together
the Puzzle Pieces
21
Logical structure for people, their jobs, and interaction
Multiple options for structure
Managers consider:
Goals and objectives
ProductsTechnologySizeCompetitorsSlide22
Key Organization Considerations
22
Degree of Centralization
Span of Control
Departmentalization
Functional
Product
CustomerGeographicalProcessSlide23
Hybrid Departmentalization
23Slide24
Organizational Models
24
Staff Managers –
provide advice
and assistance.
Legal, Accounting, HRLine Organization – clear, simple chain of command.Slide25
Matrix Organization
25
Project Manager
Matrix Organization –
Brings together specialists to work on
projects
No clear chain of commandEffective for project type work
Functional
ManagerSlide26
Leadership: Directing and Inspiring
Defining the qualities of a great leader can be complex
Range of personalities, characteristics and backgrounds
True leaders are trustworthy, visionary, and inspiring
Other traits include empathy, courage, creativity, intelligence and fairness
26Slide27
Leadership Style
Autocratic leaders
hoard decision-making power for themselves.
Democratic leaders
share power with their followers.
Free-reign leaders
set objectives for their followers but give them freedom to choose how they accomplish those goals.
27Slide28
Controlling: Making Sure It All Works
28
Establish
clear performance standards
Measure
actual performance against standards
Take
corrective action if necessarySlide29
Looking Back
What is the role of management and why is it important to organizational success?
What are the key theories and current practices of motivation?
What are the categories of business planning? What is strategic planning?
What is the purpose of organizing as a management function?
What is the role of managerial leadership and key leadership styles?
What is the management control process?
29