KF4133 W3 Management Leadership and Employee Empowerment

7/30/2019 KF4133 W3 Management Leadership and Employee Empowerment

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KF 4134 ENGINEERING

MANAGEMENT

Management, Leadershipand Employee

Empowerment

Dr Nizaroyani Saibani

JKMB

Copyright 2010 by the McGraw-Hi ll Companies, I nc. All ri ghts reserved.McGraw-Hill/Irwin

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*Profile

Started at Pepsi after earning masters degreesfrom the Indian School of Management and Yale.

INDRA KRISHNAMURTHY NOOYIPepsi

Goal was to increase salesoverseas, introduce good-for-you products and place moreemphasis on food.

She is a top manager using aboss-centered leadershipstyle while still being a teamplayer.

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Source: Fortune Magazine, www.fortune.com, October 13, 2008.

AMERICAS MOST POWERFUL

FEMALE MANAGERS

Name Organization Age

Indra Nooyi PepsiCo 52

Irene Rosenfeld Kraft Foods 55

Pat Woertz Archer Daniel Midland 55Anne Mulcahy Xerox 55

Angela Braly Wellpoint 47

Andrea Jung Avon 50

Susan Arnold Proctor & Gamble 54

Oprah Winfrey Harpo 54

Brenda Barnes Sara Lee 54

Ursula Burns Xerox 50

Profile

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*Four Functions

of Management

Management -- The process used to accomplishorganizational goals through planning, organizing,

leading and controlling people and other

organizational resources.

WHAT IS MANAGEMENT?LG2

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*Managers Roles

Are Evolving

Younger and moreprogressive.

- Growing numbers of women.

- Fewer from elite universities.

Emphasis is on teams andteam building.

Managers need to be skilledcommunicators and teamplayers.

TODAYS MANAGERS

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Source: Entrepreneur, www.entrepreneur.com, March 2009.

RESPECT and HOW to GET IT Managers RolesAre Evolving

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Source: BusinessWeek, www.businessweek.com , January 19, 2009.

The BEST MANAGERS

Name Age Organization

David Axelrod 53 Obama Campaign

Frank Blake 59 Home Depot

Jamie Dimon 52 JPMorgan

Larry Ellison 64 Oracle

Takeo Fukui 64 Honda

Mark Hurd 53 Hewlett-Packard

Satoru Iwata 49 NintendoPeter Loscher 51 Siemens

Irene Rosenfeld 55 Kraft Foods

Managers Roles

Are Evolving

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Source: BusinessWeek, www.businessweek.com, January 19, 2009.

The WORST MANAGERS

Name Organization What Went Wrong

James Cayne Bear Stearns Played golf and bridgewhile the companycollapsed.

Richard Fuld Lehman Brothers Ignored warning signsand rewarded greed.

Kerry Killinger Washington Mutual Bad lending standardsled to bankruptcy.

Philip Schoonover Circuit City Fired 3,400experiencedemployees for cheaperreplacements.

Managers Roles

Are Evolving

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*Four Functions

of Management

1.Planning

2.Organizing

3.Leading

4.Controlling

FOUR FUNCTIONS ofMANAGEMENT

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The lack of professional managers is keepingU.S. companies from expanding rapidly in global

markets.

Flexibility is the key to successfully expandingabroad.

Developing products to appeal to another marketis another way to be successful.

WE NEED MANAGERS HERE(Reaching Beyond Our Borders)

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*Planning &

Decision Making

Vision -- More than a

goal, its a broadexplanation of why the

organization exists and

where its trying to go.

SHARING the VISION

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*Planning &

Decision Making

Mission Statement -- Outlines the organizationsfundamental purposes. It includes:

- The organizations selfconcept.- Its philosophy.

- Longterm survival needs.

- Customer needs.

- Social responsibility.

- Nature of the product or service.

DEFINING THE MISSION

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*Planning &

Decision Making

Goals -- The broad, long-termaccomplishments an

organization wishes to attain.

Objectives -- Specific, short-term statements detailing how

to achieve the organizationsgoals.

SETTINGGOALS and OBJECTIVES

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*Planning &

Decision Making

What is the situation now?

SWOT Analysis --Analyzes the organizationsStrengths, Weaknesses, Opportunities andThreats.

How can we get to our goal from here?

- Strategic planning

- Tactical planning

- Operational planning

- Contingency planning

PLANNING ANSWERSFUNDAMENTAL QUESTIONS

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*Planning &

Decision Making

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SWOT MATRIX

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*Planning &

Decision Making

Strategic Planning -- Done by top managementand determines the major goals of the organization

and the policies, procedures, strategies andresources it will need to achieve them.

Tactical Planning -- The process of developing

detailed, short-term statements about what is to bedone, who is to do it and how.

STRATEGIC and TACTICALPLANNING

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*Planning &

Decision Making

Operational Planning -- The process of settingwork standards and schedules necessary to

implement the companys tactical objectives.

OPERATIONAL and CONTINGENCYPLANNING

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Contingency Planning --The process of preparing

alternative courses of action

the firm can use if its primaryplans dont work out.

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*Planning &

Decision Making

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PLANNING FUNCTIONS

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Poor planning

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Poor planning

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*Decision Making:

Finding the Best

Alternative

Decision Making -- Choosing among two or morealternatives.

DECISION MAKING

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*Decision Making:

Finding the Best

Alternative

1. Define the situation.

2. Describe and collect needed information.

3. Develop alternatives.

4. Develop agreement among those involved.

5. Decide which alternative is best.

6. Do what is indicated.

7. Determine whether the decision was a good oneand follow up.

RATIONAL DECISION-MAKINGMODEL

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*Decision Making:

Finding the Best

Alternative

Problem Solving -- The process of solving theeveryday problems that occur; less formal than

decision making and needs quicker action.

Problem-solving techniques includebrainstorming and PMI -- Listing all thepluses for a

solution in one column, all the minuses in anotherand the implications in a third.

PROBLEM SOLVING

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*Organizing:

Creating a

Unified System

Organization Chart --A visual device that

shows relationshipsamong people and

divides the organizations

work; it shows who

reports to whom.

ORGANIZATIONAL CHARTS

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*Organizing:

Creating a

Unified System

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LEVELS of MANAGEMENT

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*Organizing:

Creating a

Unified System

Top Management -- The highest level, consistsof the president and other key company executives

who develop strategic plans.

Middle Management -- Includes generalmanagers, division managers, and branch and

plant managers who are responsible for tactical

planning and controlling.

Supervisory Management -- Those directlyresponsible for supervising workers and evaluating

daily performance.

MANAGEMENT LEVELS

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*Organizing:

Creating a

Unified System

Chief Executive Officer (CEO)- Introduces change into an organization.

Chief Operating Officer (COO)- Implements CEOs changes.

Chief Financial Officer (CFO)- Obtains funds, plans budgets, collects funds, etc.

Chief Information Officer (CIO)- Gets the right information to the right people so

decisions can be made.

TOP MANAGEMENT

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Technical Skills -- The ability to perform tasks in aspecific discipline or department.

MANAGERIAL SKILLSTasks and Skills

at Different Levels

of Management

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Human Relations Skills -- Skills

that involve communication andmotivation; they enable managers

to work through and with people.

Conceptual Skills -- Skills thatinvolve the ability to picture theorganization as a whole and the

relationship among its various

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*Tasks and Skills

at Different Levels

of Management

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SKILLS NEEDED at VARIOUSLEVELS of MANAGEMENT

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*Staffing: Getting

and Keeping the

Right People

Staffing -- Recruiting, hiring, motivating andretaining the best people available to accomplish the

companys objectives.

Recruiting good employees is critical.

Many people are not willing to work at companiesunless they are treated well with fair pay.

STAFFING

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*Leading: Providing

Continuous Vision

and Values.

Leaders must:

- Communicate a vision and rally others around that

vision.

- Establish corporate values.

- Promote corporate ethics.

- Embrace change.

- Stress accountability and responsibility

LEADERSHIP

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*Leading: Providing

Continuous Vision

and Values.

Transparency -- The presentation of the companysfacts and figures in a way that is clear and apparent

to all stakeholders.

ACCOUNTABILITY throughTRANSPARENCY

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As a first-line manager, you have new informationthat your department head hasnt seen yet. The

findings of the report indicate your managers

plans should fail. If they do fail, you could bepromoted.

Will you give your department head the report?

What is the ethical thing to do?

What might be the consequences?

To SHARE or NOT to SHARE(Making Ethical Decisions)

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*Leadership

Styles

Autocratic Leadership --Making managerial decisions

without consulting others.

Participative or DemocraticLeadership -- Managers andemployees work together to

make decisions.

Free-Rein Leadership --Managers set objectives andemployees are free to do

whatever is appropriate to

accomplish those objectives.

LEADERSHIP STYLES

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*Leadership

Styles

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VARIOUS LEADERSHIP STYLES

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Source: CIO Magazine, www.cio.com.

NATURAL BORN LEADERS?Four Types of Executives

Rationalists Humanists

Politicists Culturists

Leadership

Styles

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Progressive leaders give employees theauthority to make decisions on their own withoutconsulting a manager.

Customer needs are handled quickly.

Managers role becomes less of a boss and more

of a coach.

Enabling -- Giving workers the education and toolsthey need to make decisions.

EMPOWERMENT(giving employees the authority to make decisions on

their own without consulting a manager)

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Empowerment

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Source: BusinessWeek, www.businessweek.com .

Manage output instead of hours.

Train workers to be ready for a more complex

corporate structure.

Allow lower-level managers to make decisions.

Use new technology to foster teamwork.

Shift hiring emphasis to collaboration.

WORK SMARTERHow to Ease Pressure on Workers

Empowering

Workers

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*Managing

Knowledge

Knowledge Management --Finding the right information,

keeping the information in areadily accessible place and

making the information known

to every one in the firm.

MANAGING KNOWLEDGE

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*Controlling:

Making Sure it

WorksFIVE STEPS of CONTROLLING

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Source: CFO Magazine, www.cfo.com.

Do you have strategic initiatives that you havenot addressed?

Do you often check on employees for qualitycontrol?

Do you often check on subordinates throughoutthe day?

Do you rarely take vacations? Is there a lot of turnover?

ARE YOU a MICROMANAGER?Controlling:

Making Sure it

Works

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*A Key Criterionfor Measurement:

Customer

Satisfaction

Traditional forms of measuring success arefinancial.

Pleasing employees, stakeholders and customers

(both internal and external) are important.

External Customers -- Dealers, who buy productsto sell to others, and ultimate customers (or end

users), who buy products for their own use.

Internal Customers -- Individuals and units withinthe firm that receive services from other individuals or

units.

MEASURING SUCCESS

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ASSESSMENT:

QUIZ

20 minutes on todays topic

Next Thursday, 6th

October 2011

The results will be counted towards your finalcourse marks

QUIZ

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