Lecture 11-Leadership Flashcards
Necessary attributes of a FS manager
- fiscally responsible
- knowledgable about regulations
- able to describe role of fs within larger organization
- aware of workforce issues
- sensitive to customer needs
- facile with technology
- able to implement continuous quality improvement
Management
process of reaching organizational goals by working with and through people and organizational resources
purpose is to influence other to increase productivity
Leadership
- leader creates a vision for the organization, promotes major changes in goals and procedures, sets and communicates new directions and inspires subordinates
- characteristic behaviours and traits exhibited over time in the process of inspiring others
Characteristics of effective managers
- technical expertise and knowledge
- interpersonal skills that promote participative environment
Practices of effective managers
- foster an environment or learning, innovation and risk taking
- believe and treat employees as most important resource in department
Manager’s role (Mintzberg Model)
- interpersonal (building and maintaining contacts/relationships)
- informational (monitor operations, disseminate info)
- decisional (identify and interpret trends, develop new approaches, set priorities)
Responsibility
managers obligation to perform certain tasks or duties
Authority
power to allocate resources in performance of tasks or duties
Who developed the Functional- Hierarchical Organizational structure
Frederick Taylor
Planning- managerial functions
- determine future of organization or group
- is a continuous process
- 3 types of planning: strategic (long range, based on new opportunities), operational (short-range, based on existing facilities) and performance (built on employee potential)
Organizing- managerial fuctions
- defining fine points of job specification and determining how work is to be grouped
- breaking down tasks and assignments and establishing authority, responsibility and communication for each
Leading/influencing-managerial functions
process of guiding the activities of an organizations members by enthusiasm, hard work, and inspiration to move toward organizational goal attainment
- purpose to increase productivity
- requires interpersonal skills and effective communication and motivation
Controlling-managerial functions
- process of measuring work performance to actual outcomes that are consistent with the planned outcomes specified by the goals and objectives
- ensures accountability
Managerial power
ability to influence someone or something to change the course of events or overcome resistance
5 types of managerial power
expert, referent, legitimate, reward and coercive
Expert
based on expert knowledge, experience or information
Referent
based on personal charisma or personality
Legitimate
granted based on position or title held
Reward
based on control of resources to compensate individuals for good performance
Coercive
based on punishing those who make mistakes or perform poorly
Participative management
creating a work environment in which employees are encouraged to participate in decision making
requires dedication and persistence of management
Creating a participative work culture
- train and develop employees to their highest potential: on the job training, job rotation, apprenticeship and mentoring
- share decision making authority
- build a team mindset
- compensate and reward employee achievement
- remove obstacles to employee advancement
- communicate effectively
General motivation guidelines
- reinforce desired performance or achievement by providing formal rewards
- design jobs that are interesting and challenging
- praise positive aspects of the performance and suggest specific improvements without threats or punishment
Employee empowerment
employees organized into self divided teams and empowered to do their jobs and even to change work processes if that will improve product quality
3 levels of empowerment
suggestion, job, high
Suggestion
employees are encouraged to contribute ideas through formal suggestion systems but managers retain decision making power
Job
employees are involved in job design, exercise a larger variety of skills, get more feedback and are responsible for an identifiable piece of work
high
thrives in a culture that promotes participative management where info on the organizations business performance is shared
Barriers to participative management
- employee skepticism
- employee level of development
- fear of failure, job insecurity
- managers who have no experience in a participative environment
