BUS106 Management and Leadership - from UNDERSTANDING CANADIAN BUSINESS, 7th Canadian Edition (custom publication for Seneca) ; published by McGraw-Hill

1. Week 8, Chapter 7
Management and Leadership

2. Agenda
Chapter 7
Exercise
Review

3. Learning Objectives
The management function:
responding to change
Four functions of management
(PDOC):
• Planning – achieving organizational goals
• Directing (leading) – different from
managing
• Organizing for success
• Controlling – the five steps
The different types of planning
and the importance of decision
making

4. Learning Objectives
The organizing function
of management and
the three categories of
skills needed by
managers.
The differences
between leaders and
managers, and the
various leadership
styles.
The five steps of the
control function of
management.

5. Managers’ Roles Are Evolving - New Approaches: Why?
Global Competition
Business Scandals
Constant Change
Better Educated Workers
Downsizing/Rightsizing
Image source: http://www.flickr.com/photos/teamtraveller/

6. Managers must practise the art of getting things done
through organizational resources.
Image sources: http://www.flickr.com/photos/bendavid/; http://www.flickr.com/photos/divemasterking2000/; http://www.flickr.com/photos/blatantworld/

7. Management: The process used to accomplish organizational goals
through: PDOC
Planning
Directing (Leading)
Organizing
Controlling

8. Planning: A management function that includes anticipating trends
and determining the best strategies and tactics to achieve
organizational GOPST:
Goals, Objectives, Plans,
Strategies and Tactics.
Image source: http://www.flickr.com/photos/ehoba/

9. Directing (Leading) - Creating a vision for the
organization and guiding, training,
coaching, and motivating others to
work effectively to achieve the organization’s goal and
objectives.

10. Organizing - A management
function that includes
designing the structure of
the organization and
creating conditions
and systems in
which everyone and
everything works
together to
achieve the
organization’s
goals and
objectives.
Determining how to
use existing
resources to
implement the plan
Jobs must be
arranged in a
structure to create
an efficient task
system

11. Controlling - Involves establishing clear standards to determine
whether an organization is progressing toward its goal and
objectives
rewarding
people for doing
a good job
taking corrective
action if they
are not

12. PDOC – see Figure 7.1

13. Planning: Create Vision
A vision is more than a
goal; it’s an
encompassing
explanation of why the
organization exists and
where it’s trying to
head. A vision gives the
organization a sense of
purpose.
Values are a set of
fundamental beliefs that
guide a business in the
decisions they make.

14. A mission statement is an outline of the organization’s
fundamental purposes.

15. Seneca College Mission Statement
To contribute to Canadian
Society by being a
transformational leader in
providing students with
career-related education
and training
Source: http://www.senecac.on.ca/ori/elearning/downloads/StrategicPlan2004-2009.pdf

16. Goal(s) are the broad, long-term accomplishments an
organization wishes to attain – usually expressed in terms of
measurable objectives.

17. Objectives are specific, short-term statements detailing
how to achieve the organization’s goals.

18. Plans are the ordered sequences of strategies
an organization uses to achieve each objective. – plans always
have a time element.

19. A large part of creating measurable objectives (by which you will
achieve your corporate ―goal‖) is to understand what you are good
at and what you are not good at. What are your strengths,
weaknesses, opportunities and threats?
Image source: http://www.flickr.com/photos/jeanlouis_zimmermann/

20. SWOT Analysis – evaluation technique to analyze an organization
and its environment by identifying…
Strengths Weaknesses
Opportunities Threats
internal
external
internal
external

21. Seneca SWOT Analysis
Strengths Weaknesses
Opportunities Threats

22. Questions of Planning
What is the
situation now?
Where do we
want to go?
How can we get
there from here?

23. "Would you tell me, please, which way I ought to go from here?'
'That depends a good deal on where you want to get to,' said the Cat.
`I don't much care where...' said Alice.
'Then it doesn't matter which way you go,' said the Cat."
Lewis Carrol (Alice's Adventures in Wonderland).
Source: http://i268.photobucket.com/albums/jj36/lucidogene/Alice_in_Wonderland_2000.jpg

24. Forms of Planning – see Figure 7.4
Strategic Planning
• Setting of broad, long-range
goals by top managers
Tactical Planning
• Identification of specific,
short-range objectives by
lower managers
Operational Planning
• Setting of work standards
and schedules
Contingency Planning
• Backup plans in case
primary plans fail

25. Strategic planning outlines how the company will meet its
objectives and goals.
It provides the
foundation for
the policies,
procedures, and
strategies for
obtaining and
using resources
to achieve those
goals

26. Tactical planning is the process of developing detailed, short-
term statements about what is to be done, who is to do it, and
how it is to be done.

27. Operational planning is the process of setting work standards and
schedules necessary to implement the company’s objectives.
Focuses on the specific responsibilities
of supervisors, department managers, and individual
employees.

28. Contingency Planning (or ―What If‖?)
Identify in advance
changes that might
occur
Identify ways the
company can
respond to changes
Image source: http://apimages.ap.org

29. Contingency planning is the process of preparing alternative
courses of action that may be used if the primary plans don’t
achieve the organization’s objectives.
The economic and competitive environments
change so rapidly that
it’s wise to have alternative
plans of action.

30. Crisis planning involves reacting to sudden changes in the
environment.
Image source: http://apimages.ap.org
can be especially
challenging to medium-
sized and smaller
companies due to fewer
resources

31. Problem solving is the process of solving the everyday problems
that occur.
It is less formal than the decision-making
process and usually calls for quicker action.

32. Decision Making: Process
Define Describe
Develop
Alternatives
Develop
Agreement
DecideDo
Determine

33. Problem solving technique - brainstorming (i.e.,
coming up with as many solutions as possible in a short period of
time with no censoring of ideas)

34. Problem solving techniques: PMI
Solution
Pluses
(+)
Minuses
(-)
Interesting

35. Organizing – see Figure 7.5

36. Organizing – see Figure 7.6

37. Management Planning - Levels and Time SpansTime
Top
Management
2 Years +
Middle
Management
1 Year,
Quarter
Lower Level
Management
Days,
Weeks

38. Management Skills
• the ability to do specialized
tasks such as keyboarding,
artwork, accounting,
marketing etc.
Technical
• “people skills” that enable
managers to understand
and get along with others
Human
Relations
• the ability to view problems
creatively and abstractly,
and to accurately analyze
situations
Conceptual
Image source: http://apimages.ap.org

39. Required Management Skills – see Figure 7.7

40. 40
Homework

41. Stakeholders
surrounding
communities
environmental
groups
suppliers
employees
customers
dealers

42. Stakeholders
The consensus seems to be that smaller organizations
are more responsive than larger organizations.
Therefore, many large firms are being restructured into
smaller, more customer-focused units.

43. In business literature there is a trend toward separating the notion
of management from that of leadership.
One person might be a good
manager but not a good
leader.
Another might be a good
leader without being a
good manager.

44. Good leaders motivate workers and create the
environment for workers to motivate themselves.
Management is the carrying out
of the leadership’s vision.

45. Leaders are motivated by
intrinsic as opposed to extrinsicvalues:
Values, Needs,
Desires, Motive
and Will power
Rewards and
Recognition

46. Autocratic Leadership Style: Close Supervision
Such a style is effective in
emergencies and
when absolute
―followership‖ is
needed— for example, when
fighting fires.
Image source: http://www.flickr.com/photos/ldandersen/

47. Participative (Democratic)
Leadership Style
Employee
participation in
decisions may not
always increase
effectiveness,
but it usually
increases job
satisfaction.
Image courtesy of Brown Man Clothing Company http://www.brownmanclothing.com/

48. Free-rein Leadership Style
In certain
organizations, where
managers deal
with doctors,
engineers, or other
professionals,
often the most
successful leadership
style is free-rein.

49. Managing Knowledge
Finding the right
information, keeping the information
in a readily
accessible place, and
making the information known
to everyone in the firm.

50. Sources of Management Information
Outside Sources
• Customers & Suppliers
• Financial Institutions
• Other Managers
• Publications, Conferences
• Academics & Consultants
Inside Sources
• Subordinates & Teams
• Superiors
• Meetings and Seminsars
• Management Information Systems
• Grapevine

51. Controlling
Controlling consists of five steps:
• Establishing clear performance
standards.
• Monitoring and recording actual
performance
• Comparing results against plans
and standards.
• Communicating results and
deviations to the employees
involved.
• Taking corrective action when
needed and providing positive
feedback.

52. Controlling – see Figure 7.10

53. Chapter Summary
The management function:
responding to change
Four functions of management
•Planning – achieving organizational
goals
•Directing (leading) – different from
managing
•Organizing for success
•Controlling – five steps
The different types of planning
and the importance of decision
making.
The organizing function of
management and the three
categories of skills needed by
managers.
The differences between
leaders and managers, and the
various leadership styles.
The five steps of the control
function of management.