Discussion – How I Prefer to Lead
This is an assessment developed specifically for college students. The results indicate which BEHAVIOR the person prefers to practice in his or her leadership. Your results include which behavior you scored highest in:
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
The module learning materials offer review of what each one means and provides examples of how each leadership behavior is demonstrated.
For this discussion board:
1. Share which one you scored highest in
2. Write out an explanation of how you feel you lead with that behavior
3. Provide a specific example of how you have led with this behavior. If you have not already served as a leader in that manner, then write about how you can plan to use that leadership behavior in your near future.
HISTORY OF MANAGEMENT THEORY
Scientific Management, 1911, Frederick W. Taylor
Managerial Activities & Functions, 1916-1947,
Fayol & Weber
Hawthorne Studies. Group pressures can
significantly affect individual productivity.
Organizational Behavior, 1960s-Today
A deliberate arrangement
of people brought
together to accomplish
some specific purpose
WHO ARE MANAGERS?
Someone who directly coordinates and oversees
resources and the work of other people so that
organizational goals can be accomplished in an efficient
•First-line Managers – Individuals who
manage the day-to-day work of non-
managerial employees. Supervisors,
coaches, shift manager, team leaders,
•Middle Managers – Individuals who
manage the work of first-line managers.
Department head, project leader,
district manager, division manager, store
•Top Managers – Individuals who are
responsible for making organization-
wide decisions and establishing plans
and goals that affect the entire
organization. CEOs, VPs, Presidents,
Non-managerial employees work
directly on a job or task and have no
responsibility for overseeing the work
of others. Ex: cashiers, food server.
EFFECTIVENESS AND EFFICIENCY
Management is the process of getting
things done effectively and efficiently,
with and through other people.
WHERE DO MANAGERS WORK?
Organizations – A deliberate arrangement of
people assembled to accomplish some specific
purpose (that individuals independently could
not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
WHAT DO MANAGERS DO?
overseeing the work
activities of others so that
their activities are
completed efficiently and
FOUR FUNCTIONS OF MANAGEMENT
When is a time you serve as a manager? How are you as a manager?
What are your areas of strengths? How can you improve?
MANAGEMENT ROLES- MANAGERIAL BEHAVIOR
Henry Mintzberg identified 10 different but interrelated roles
managers can play at any time.
• Interpersonal roles (involve people, duties that are ceremonial and
symbolic in nature). Figurehead, Leader, Liaison
• Informational roles ( collecting, receiving and disseminating
information) Monitor, disseminator, spokesperson
• Decisional roles (making decisions or choices) . Entrepreneur,
disturbance handler, resource allocator, negotiator.
MINTZBERG’S MANAGERIAL ROLES
MINTZBERG’S MANAGEMENT THEORY
SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS
Skills used to think and to conceptualize
about abstract and complex situations. Using
these skills, managers see the organization as
a whole, understand the relationships
among various subunits, and visualize how
the organization fits into its broader
environment. These skills are most important
to top managers.
and techniques needed
to proficiently perform
work tasks. First-line
manage employees who
use tools and techniques
to produce the
organization’s products or
Involve the ability to work
well with other people both
individually and in a group.
Because all managers deal
with people, these skills are
equally important to all
levels of management.
UNIVERSAL NEED FOR MANAGEMENT
The untold story of Larry Page’s Incredible Comeback- business insider
CHANGES FACING MANAGERS
CHALLENGES OF BEING A MANAGER
– Can be a thankless job
– May entail clerical type duties
Managers also spend significant
amounts of time in meetings and
dealing with interruptions
– Managers often have to deal with a
variety of personalities and have to
make do with limited resources
REWARDS OF BEING A MANAGER
– Responsible for creating a
productive work environment
– Recognition and status in your
organization and in the community
– Attractive compensation in the form
of salaries, bonuses, and stock
REWARDS AND CHALLENGES OF BEING
Derek Jeter scenario
RIGHT OR WRONG?
Managers at all levels have to deal with ethical dilemmas and
those ethical dilemmas are found in all kinds of circumstances. For
instance, New York Yankees shortstop Derek Jeter, who is
regarded as an upstanding and outstanding player in Major
League Baseball, admitted that in a September 2010 game
against the Tampa Bay Devil Rays he faked being hit by a pitch in
order to get on base. According to game rules, a hit batter
automatically moves to first base. In this case, the ball actually hit
the knob of Jeter’s bat, but he acted as if the pitch had actually
struck him. Jeter later scored a run, although the Yankees
ultimately lost the game. Such ethical dilemmas are part and
parcel of being a manager although they’re not easy, you’ll learn
how to recognize such dilemmas and appropriate ways of
Source: Robbins, Decenzo, Coulter. Fundamentals of Management: Essential Concepts & Applications, 8th Edition
THINK ABOUT IT:
1. What do you think? Were Jeter’s actions acceptable?
Were they ethical?
2. Does the fact that theatrics are part of all sports
competitions make it acceptable?
3. Was it the umpire’s “fault” for missing the call?
4. Did the team manager have any responsibility to respond
to Jeter’s action?
5. What if the Yankees had actually won the game by one
run? Would that make a difference in how you feel about
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