Leadership and empowerment
- 2. Management Functions Planning. Is a process includes defining goals, establishing strategy, and developing plans to coordinate activities.
- 3. Organizing. Is a process that determines what tasks are to be done ; who needs to do them ; how the tasks are to be grouped ; who reports to whom ; and where decisions are to be made.
- 4. Leading. Is a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts
- 5. Controlling. Is a function that monitors activities to ensure that they are being accomplished as planned and correct any significant deviations.
- 6. Managerial Roles Intrapersonal Roles Figurehead- represents the company in social or civic functions. Leader- motivates and directs employees; act as role model and mentor. Liaison- maintains a wide network of outside contacts for possible information/favours when the needs arises.
- 7. Informational Roles • Monitor- receives and screen information inside and outside the organization. • Disseminator- transmit, sends and transfers information received from outside contact to members of the organization. • Spokesperson- transmit information to outsiders on organization plans, policies, procedures and results.
- 8. Decisional Roles • Entrepreneur- look for opportunities in and out of the organization; initiates projects for improvements. • Resource Allocator- approves organizational decisions on purchases, sources of supplies and raw materials. • Negotiator- represents the organization major business deals and negotiation.
- 9. Managerial Activities 1. Traditional Management includes decision making, planning, budgeting and controlling. 2. Communication includes exchanging routine information and processing paper works.
- 10. 3. Human resource management includes motivating, disciplining, managing conflicts, staffing and training. 3. Networking includes socializing, politicking and interacting with outsiders.
- 11. Types of Managers First Line Management. These are the supervisors who are responsible for the basic work of organization. Middle Management. These are the supervisors’ immediate superiors. They organize, lead and control their subordinate. Top Management. They are responsible for the performance of entire organization.
- 12. Management Skills a. Technical skills b. Analytical skills c. Decision-making skills d. Computer skills e. Human Relations skills f. Communication skills g. Conceptual skills
- 13. Leadership It is defined as the process of influencing others to facilitate the attainment of organizationally relevant goals.
- 14. Likert’s Job-centered & Employee-centered Leadership Job-centered approach uses legitimate power and force to influence employee behaviour. Employee-centered approach uses a more liberal leadership style by creating a more supportive work environment.
- 15. Lewin’s leadership Styles Autocratic leadership uses strong, direct, & controlling actions to enforce rules & regulations. Democratic leadership takes collaborative, reciprocal & cooperative actions of followers. Laissez-faire means that the leader does not want to take his responsibility as a leader.
- 16. Structure & Consideration Structure includes establishing well-defined patterns of job assignments & channels of communication. Consideration involves a more approachable leadership style such as building mutual trust, warmth & rapport with subordinates.
- 17. Fiedler’s Contingency Leadership Model assumes that group performance can only be achieved through the interaction between leadership style and situational favourableness or compatibility.
- 18. Path Goal Model asserts that leaders can be effective by influencing their subordinates through motivation, performance ability & satisfaction. Directive Leader informs his expectations to his subordinates. Supportive Leader treats his subordinates equally.
- 19. Participative Leader gets the suggestions of his followers before reaching a decision. Achievement-oriented Leader seeks challenging goal, provides training & sets high expectations for his followers.
- 20. Situational Leadership Theory asserts that the leaders’ ability to determine follower’s maturity & adapt the most appropriate leadership style. Telling leader informs followers what, where, how & when to do the tasks.
- 21. Selling leader provides structured procedures but is also supportive to employees. Participating leader shares with followers some decisions or high quality jobs.
- 22. Vroom-Jago Leadership Model assumes that no single leadership style is appropriate for a particular situation. Autocratic where the leader makes the decision by himself without getting inputs from his subordinates.
- 23. Consultative where the followers have some inputs but the leader still makes the final decision. Group where the entire group makes the decision with the leader as just an ordinary group member. Delegated where the leader authorizes the group to make the decision.
- 24. Attribution Theory views the leader as the information processor. The leader classifies the causes of follower’s behaviour as one of the following: person, entity, and context.
- 25. Charismatic Leadership asserts the emergence of leaders with exceptional qualities, a charisma that motivates employees to achieve outstanding performance.
- 26. Transactional Leadership emphasizes that leaders help followers to identify what must be accomplished to get the desired results. Transformational Leadership where the leaders help followers to achieve long-term rather that short-term self-interest & for self- actualization rather than for security.
- 27. Coaching is an everyday transaction between a leader and a follower. A manager helps a subordinate to improve his performance. P-oriented & M-oriented Leadership Style P-oriented leadership encourages a fast work pace and emphasizes good quality & high accuracy.
- 28. M-oriented leadership is sensitive to employee’s feelings. Douglas McGregor’s Theory X and Theory Y Theory X supports the authoritarian management style. Theory Y encourages the participative management
- 29. Emotional Intelligence Components of Emotional Intelligence Self-awareness- it is the ability to read one’s emotions. Self-management- is the ability to control one’s emotions. Motivation- is the passion to work for reasons to go beyond money & status.
- 30. Social Awareness- uses empathy and Intuition. Relationship Management- is the ability to communicate clearly and convincingly.
- 31. Management & Leadership Management is coping with complexity. Leadership is coping with change.
- 32. Leadership as Cultural Bound Leadership styles are affected by national culture. Leaders cannot choose their style at will. They must learn to adapt. They are constrained by the cultural aspects of a country and are bounded by the practices, values & traditions of their followers.
- 33. Bounded by the cultural aspects of a country, leaders need to make adjustments on how to deal with their subordinates. An aristocratic style of management is appropriate with high power distance such as Russia, Spain, Saudi Arabia & most of Latin America. Participative style is effective in low power distance such as Norway, Finland, Denmark & Sweden.
- 34. Empowerment Is defined as a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness & through their removal by both formal organizational practices & informal techniques of providing efficacy information.
- 35. Stages in the Empowerment Process 1. Remove conditions/hindrances for empowerment 2. Enhance conditions for empowerment 3. Perception of employees on the empowerment process 4. Performance is improved
- 36. Impression Management Is defined as the process by which individuals attempt to control the impression. People who are concerned with impression management are the high monitors. They are good at reading situations & molding their appearance to fit each situations. Low self-monitors tend to present their self-images according to their personalities.
- 37. Impression Management Techniques Conformity- agreeing to the opinions of others to gain their approval. Excuses- giving excuses or alibis on the present decision on order to minimize the severity of the alternative not chosen. Apologies- admitting accountability for a mistake & immediate giving an apology.
- 38. Self-promotion- downplaying weaknesses, emphasizing strengths, and highlighting one’s best qualities by comparing achievements with someone else’s. Flattery- Giving compliments to others in an attempt to be more likable & pleasing to others.
- 39. Association- enhancing or protecting one’s image and providing information that will highlight one’s association with someone, who has some influence on the situation.
- 40. Decision Making Process ESTABLISH GOALS AND OBJECTIVES DEFINE THE PROBLEM ESTABLISH PRIORITIES IDENTIFY THE CAUSES OF THE PROBLEM PROVIDE ALTERNATIVE SOLUTIONS TO THE PROBLEM EVALUATION & SELETION OF THE BEST ALTERNATIVE IMPLEMENTATION OF THE CHOSEN ALTERNATIVE MONITOR AND FOLLOW UP
- 41. Approaches to decision making 1. Inquiry. It is a very open process that generates multiple alternatives. It also fosters exchange of ideas and produces a well-tested solution. 2. Advocacy. It involves participants who are passionate about their preferred solutions. They stand firm in the face of disagreement.
- 42. Types of Decision 1. Programmed. There is a definite procedure for handling decisions. 2. Nonprogrammed. This is unstructured with no established procedure for handling decisions.
- 43. Group vs. Individual Decision Making a. Groups can better establish goals and objectives than individuals. b. Individuals efforts are required in identifying alternative courses of action as compared to groups. The latter can evaluate alternative solutions better because of a collective judgement. c. Groups can take more risks than individuals in the selection of the best alternative.
- 44. Creativity Tools Brainstorming is used to generate ideas. Delphi Technique involves gathering and comparing unknown solutions to a problem through a questionnaire. This is sent to participants through mail and analysts evaluate their responses. Nominal Group Technique wherein each participants is asked to write on a sheet of paper then presents to the group in a round-robbin fashion.
- 45. Three C’s in the Decision Making 1. Conflict • Cognitive conflict involves disagreements over ideas and assumptions and differing views on the best way to proceed. • Affective conflict involves personal friction, rivalries & clashes in personalities.
- 46. 2. Consideration- is where the leader who should still decide but the participants should also believe that their views were considered and they were given the opportunity to express themselves & influence the final decision. 3. Closure- where leaders should avoid deciding too early or deciding too late.
- 47. Models of Decision Making 1. Rational Model(Simon,1957) Assumptions: a) The outcome will be completely rational b) The decision maker has a consistent system of preferences where the best alternative will be drawn c) The decision maker is aware of all the possible alternatives
- 48. d) The decision maker can predict the probability of success for each alternative. 2. Bounded Rationality Model a) Managers select the first alternative that is satisfactory b) Managers recognize that their conception of the world is simple c) Managers are comfortable in making decisions without determining all the alternatives d) Managers make decisions by rules
- 49. Garbage Can Model PROBLEMS SOLUTIONS PARTICIPANTS CHOICES
- 50. POWER Bases of Power a. Legitimate Power/Authority is based on one’s position. b. Reward Power is the ability to control one’s resources or ability to reward a follower for a good performance.
- 51. c. Coercive Power is the power to give sanctions or punishments. d. Expert Power which comes from being recognized for his expertise or skill in a particular field. e. Referent Power is the power of a person to be liked and be respected by others.
- 52. Forms of Power Information power is a power which stems from having control over some pertinent information in the organization. Persuasive power is the ability to convince people to a particular course of action or decision. Charisma is the ability to have a sense of dynamism or charm so that others would like to help that person to achieve a particular goal
- 53. Faces of Power from McClelland Personal Power is the power used for personal gain. Social Power is the power used to create motivation or to accomplish group goals.
- 54. Sociological Orientation to Power a. Coercive power- makes use of punishment or intimidation to influence others. b. Utilitarian power- uses rewards and benefits to influence others. c. Normative power- influences members by letting them know that they ate expected to do the right thing in as much as they want to belong in the organization.
- 55. Characteristics of Powerful People a. Ability to intercede for someone in trouble; b. Ability to get placements for favoured employees; c. Exceeding budget limitations; d. Procuring above-average increases for employees;
- 56. e. Getting items on the agenda at meetings; f. Access early information; and g. Having top managers seek out their opinions.
- 57. Symbols of Power a. Furniture conveys a message of power. b. Time Power means using clocks or watches as power symbols. c. Standing by means that people are obliged to stay close to their phones so that an executives can have an access to them.
- 58. Four types Of Organizational Politicians 1. Craftsman. He/she is often a technical specialist who likes detail and precision. 2. Jungle Fighter. He/she is after success at any cost. 3. Conservative(men/women). His/her goal is the protection of one’s self and the company he/she works for. 4. Gamesman. He/she likes contests.
- 59. Management Lessons from Apple Management Lessons: 1. Technology-oriented company should be run by engineers. 2. A strong foundation of respect between managers and employees. 3. Employees are empowered to own and improve the products.
- 60. 4. Employees are encourage to grow. 5. Never miss deadlines. 6. Innovate and challenge the status quo. 7. Get people who are passionate with Apple.