Management and Leadership

1. CHAPTER 7 Management and Leadership 7-1 Management 7-2 Leadership 7-3 Ethical Management

2. 7-1 Management Goals Define the five functions of management. Describe the levels of management in businesses. Discuss when to use the two management styles.

3. management planning organizing staffing implementing controlling management style Chapter 7 Key Terms

4. Chapter 7 ROLE AND WORK OF MANAGERS • Who is a manager? • What do managers do? • Planning • Organizing • Staffing • Implementing • Controlling

5. What are the five management functions? Chapter 7 Checkpoint >> Answer • planning • organizing • staffing • implementing • controlling.

6. Chapter 7 MANAGEMENT LEVELS • Top management • Mid-management • Supervisors • Management by others

7. What are the differences among the three levels of management? Chapter 7 Checkpoint >> Answer • Top-level managers are executives with responsibilities for the direction and success of the entire business. • Midlevel managers are specialists with responsibilities for specific parts of a company’s operations. • Supervisors are first-level managers who are responsible for the work of a group of employees.

8. Chapter 7 MANAGEMENT STYLES • Tactical management • Strategic management • Mixed management

9. How is tactical management different from strategic management? Chapter 7 Checkpoint >> Answer • The tactical management style is more directive and controlling than the strategic management style. • Using tactical management, the manager makes the major decisions and supervises employees closely to make sure the work is done well. • In strategic management, managers are less directive and involve employees in decision-making.

10. 7-2 Leadership Goals Describe the need for leadership skills and the characteristics of an effective leader. Identify the human relations skills needed by managers and leaders. Recognize four types of leadership influence.

11. Chapter 7 Key Terms • leadership • human relations • influence • informal influence • formal influence

12. Chapter 7 WHAT IS A LEADER? • Need for leadership • Leadership characteristics

13. Understanding Initiative Dependability Judgment Objectivity Confidence Stability Cooperation Honesty Courage Communication Intelligence Chapter 7 Characteristics of Effective Leaders

14. Chapter 7 Preparing to Be a Leader • Study leadership • Participate in organizations and activities • Practice leadership at work • Observe leaders • Work with a mentor • Do a self-analysis and ask for feedback

15. What are several ways to develop leadership skills? Chapter 7 Checkpoint >> Answer • Leadership skills can be developed through studying leadership, participating in organizations and activities, practicing leadership at work, observing leaders, working with a mentor, and doing a self-analysis and asking for feedback.

16. Chapter 7 IMPORTANCE OF HUMAN RELATIONS • Human relations skills • Self understanding • Understanding others • Communication • Team building • Developing job satisfaction

17. Why do managers and leaders need effective human relations skills? Chapter 7 Checkpoint >> Answer • Managers and leaders need effective human relations skills because their success depends on their ability to get along well with all of the people with whom they work.

18. Chapter 7 INFLUENCING PEOPLE • Kinds of influence • Position influence • Reward influence • Expert influence • Identity influence • Formal and informal influence

19. What is the difference between formal and informal influence? Chapter 7 Checkpoint >> Answer • Managers have formal influence because their leadership position is part of the organization’s structure. • Managers and non-managers alike can have informal influence when they fill a leadership role that is not part of a formal structure.

20. 7-3 Ethical Management Goals Justify the need for ethical management. Identify the role of leaders in increasing ethical behavior.

21. Chapter 7 Key Terms • ethical business practices • core values

22. Chapter 7 IMPORTANCE OF ETHICAL BEHAVIOR • Not everyone has the same belief about what is ethical and what is not ethical. • Organizations should develop a clear view of what is acceptable business behavior and what is not. • Individuals and organizations develop reputations based on their actions and the decisions they make.

23. Chapter 7 WHAT IS ETHICAL BEHAVIOR? • It is lawful. • It is consistent with company values and policies. • It does not harm some while benefiting others. • If the actions and results become public, it will not embarrass the company.

24. Chapter 7 ETHICAL MANAGEMENT • Actions and activities of the business are legal, honest, and ethical. • People and other companies treated fairly. • Work of the company improves the communities and countries in which it operates. • Company works to protect the environment and conserve natural resources.

25. What are the two parts of ethical behavior? Chapter 7 Checkpoint >> Answer • The two components of ethical behavior are (1) the actions of individuals and groups and (2) the results of those actions.

26. Chapter 7 INCREASING ETHICAL BEHAVIOR THROUGH LEADERSHIP • Preparing the organization • Modeling ethical behavior

27. What are the core values of an organization? Chapter 7 Checkpoint >> Answer • An organization’s core values are the principles that guide decisions and actions in the company.