Chapter 14 Management and Motivation

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Chapter 14 – Management, Motivation, and Leadership:

Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 14 – Management, Motivation, and Leadership

What makes a good manager?:

What makes a good manager? from employee point of view from top management point of view

Slide3:

“Leaders don't create followers, they create more leaders.” Tom Peters From a student: I once had a boss give me great advice. It is your responsibility to train the person below you. That is one of the best ways to position yourself to be promoted. If someone can't fill your shoes why would they take the one person away from the job that knows it. I have used that advice and it has worked. It should be everyone’s responsibility to train those who are below them, it will help make transition much easier and provide greater efficiency.

Slide4:

4 Characteristics of a Good Leader Values Being a good communicator Confidence Being creative and striving for innovation Helping you team produce results Mentoring and motivating your team Inspiring Adding value to your community Maintaining Good Relationships

Management Skills:

Management Skills

Management: Responsibilities and Skills Involved CLOP?:

Management: Responsibilities and Skills Involved CLOP? 6

Trough Planning:

Trough Planning A competitive advantage for Caterpillar is trough planning. They know things will get tough – how will they react to it.

Theories of Motivation:

Theories of Motivation

Motivation: How does it work?:

Motivation: How does it work? 9

Slide10:

10

Slide11:

11

Strategic Planning Process:

Strategic Planning Process Defining the mission Mission : Definition of organization’s purpose, values, and core goals Evaluating competitive position SWOT analysis : Helps management evaluate an organization in terms of internal strengths and weaknesses, and external opportunities and threats Setting goals Strategic goals : Benchmarks that managers use to measure performance in key areas

Leadership: Being Direct and Bureaucratic:

Leadership: Being Direct and Bureaucratic Autocratic leaders Hoard decision-making powers and issue orders without consulting their followers Democratic leaders Share power with followers but make final decisions Free-rein leaders Set objectives for their followers but give them freedom to choose how they accomplish those goals

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