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Edit Comment Close Premium member Presentation Transcript Chapter 12: Chapter 12 AUTHORITY, LEADERSHIP, and SUPERVISIONChapter 12-1 OBJECTIVES: Chapter 12-1 OBJECTIVES 1. Differentiate among the terms power, influence, and authority. 2. Recognize the importance of authority for organizational stability. 3. Identify the sources of power, influence, and authority. 4. Relate the sources of power, influence, and authority to the organizational position of the line manager.Chapter 12-1 OBJECTIVES Continued: Chapter 12-1 OBJECTIVES Continued 5. Recognize the limits placed on the use of power and authority in organizational settings. 6. Recognize the importance of delegation of authority. 7. Identify the styles of leadership. 8. Identify the relationship of leadership to the supervisory activities of issuing orders and directives and taking disciplinary action.Chapter 12 – 2 POWER: Chapter 12 – 2 POWER the ability to obtain compliance by means of coercion. the ability to have one’s own will carried out despite resistance. force; naked strength. does not seek consensus or agreement.Chapter 12 – 3 INFLUENCE: Chapter 12 – 3 INFLUENCE similar to power: seek to obtain compliance differs from power: does not use force voluntary acceptance and compliance seeks consensus and agreement relies on persuasionChapter 12 – 4 FORMAL AUTHORITY: Chapter 12 – 4 FORMAL AUTHORITY legitimate power the right to issue orders and to direct action. the right to employ resources, make commitments, exercise control.Chapter 12 – 5 SOURCES OF POWER, INFLUENCE AND AUTHORITY: Chapter 12 – 5 SOURCES OF POWER, INFLUENCE AND AUTHORITY Acceptance or Consent Patterns of Formal Organization Cultural Expectations Technical Competence and Expertise Characteristics of Authority HoldersChapter 12 – 6 RELATED TERMS: Chapter 12 – 6 RELATED TERMS consent zone of indifference zone of acceptance the psychological contractChapter 12-7 USE OF AUTHORITY RESTRICTED BY:: Chapter 12-7 USE OF AUTHORITY RESTRICTED BY: Organizational Position Legal and Contractual Mandates Social Limitations Physical Limits Technological Constraints Economic Constraints Zone of AcceptanceChapter 12 – 8 THE IMPORTANCE OF DELEGATION: Chapter 12 – 8 THE IMPORTANCE OF DELEGATION The manager cannot do everything! Delegating leads to increased zone of acceptance and cooperation. Workers who are in contact with clients can take effective action without delay. Manager is free to attend to other management duties.Chapter 12 – 9 DO’S AND DON’TS OF DELEGATION: Chapter 12 – 9 DO’S AND DON’TS OF DELEGATION 1. Know when to delegate, e.g. routine tasks. 2. Know when NOT to delegate, e.g. hiring and firing. 3. Avoid countermanding supervisors. 4. Set up a balanced system of availability and support.Chapter 12-10 SUPPORTING THE UNIT SUPERVISOR: Chapter 12-10 SUPPORTING THE UNIT SUPERVISOR Formal, periodic meetings focusing on work flow Formal developmental meetings focusing on supervisory skills Mentoring and career path development Informal daily interaction as needed Combination of formal and informal interaction (“The Huddle”)Chapter 12 – 11 ASPECTS OF LEADERSHIP: Chapter 12 – 11 ASPECTS OF LEADERSHIP The ability to get things done through people. The ability to organize tasks and make things happen. The ability to make the critical decisions. The ability to achieve organizational objectives by coordinating, motivating, and directing the work group.Chapter 12 – 12 FUNCTIONS OF A LEADER: Chapter 12 – 12 FUNCTIONS OF A LEADER Take calculated risks Be the catalytic agent for change Represent the group Absorb the group’s frustration and hostility Embody the values of the organizationChapter 12 – 13 LEADERSHIP STYLES: Chapter 12 – 13 LEADERSHIP STYLES Autocratic Bureaucratic Participative Laissez-faire PaternalisticChapter 12 – 14 INFLUENCES ON LEADERSHIP STYLE: Chapter 12 – 14 INFLUENCES ON LEADERSHIP STYLE Work Assignment Employee’s Personality and Ability Employee’s Attitude toward Manager Manager’s Personality and AbilityChapter 12-15 THE PRIMARY PURPOSE OF MOST DISCIPLINARY ACTION SHOULD BE: Chapter 12-15 THE PRIMARY PURPOSE OF MOST DISCIPLINARY ACTION SHOULD BE CORRECTION OF BEHAVIOR.Chapter 12 – 16 THE PROGRESSIVE DISCIPLINE PROCESS: Chapter 12 – 16 THE PROGRESSIVE DISCIPLINE PROCESS 1. General Counseling 2. Oral Warning (and record) 3. Written Warning 4. Suspension/Layoff as necessary 5. Termination You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Chapter 12 Audio Lecture wholly Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 23 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: February 09, 2012 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: kweb (1 month(s) ago) do you have any other finance pres besides chapter 1&2. Fantastic learning tool Saving..... Post Reply Close By: wholly (1 month(s) ago) http://www.authorstream.com/wholly/Healthcare-Finance/ Saving..... Edit Comment Close Premium member Presentation Transcript Chapter 12: Chapter 12 AUTHORITY, LEADERSHIP, and SUPERVISIONChapter 12-1 OBJECTIVES: Chapter 12-1 OBJECTIVES 1. Differentiate among the terms power, influence, and authority. 2. Recognize the importance of authority for organizational stability. 3. Identify the sources of power, influence, and authority. 4. Relate the sources of power, influence, and authority to the organizational position of the line manager.Chapter 12-1 OBJECTIVES Continued: Chapter 12-1 OBJECTIVES Continued 5. Recognize the limits placed on the use of power and authority in organizational settings. 6. Recognize the importance of delegation of authority. 7. Identify the styles of leadership. 8. Identify the relationship of leadership to the supervisory activities of issuing orders and directives and taking disciplinary action.Chapter 12 – 2 POWER: Chapter 12 – 2 POWER the ability to obtain compliance by means of coercion. the ability to have one’s own will carried out despite resistance. force; naked strength. does not seek consensus or agreement.Chapter 12 – 3 INFLUENCE: Chapter 12 – 3 INFLUENCE similar to power: seek to obtain compliance differs from power: does not use force voluntary acceptance and compliance seeks consensus and agreement relies on persuasionChapter 12 – 4 FORMAL AUTHORITY: Chapter 12 – 4 FORMAL AUTHORITY legitimate power the right to issue orders and to direct action. the right to employ resources, make commitments, exercise control.Chapter 12 – 5 SOURCES OF POWER, INFLUENCE AND AUTHORITY: Chapter 12 – 5 SOURCES OF POWER, INFLUENCE AND AUTHORITY Acceptance or Consent Patterns of Formal Organization Cultural Expectations Technical Competence and Expertise Characteristics of Authority HoldersChapter 12 – 6 RELATED TERMS: Chapter 12 – 6 RELATED TERMS consent zone of indifference zone of acceptance the psychological contractChapter 12-7 USE OF AUTHORITY RESTRICTED BY:: Chapter 12-7 USE OF AUTHORITY RESTRICTED BY: Organizational Position Legal and Contractual Mandates Social Limitations Physical Limits Technological Constraints Economic Constraints Zone of AcceptanceChapter 12 – 8 THE IMPORTANCE OF DELEGATION: Chapter 12 – 8 THE IMPORTANCE OF DELEGATION The manager cannot do everything! Delegating leads to increased zone of acceptance and cooperation. Workers who are in contact with clients can take effective action without delay. Manager is free to attend to other management duties.Chapter 12 – 9 DO’S AND DON’TS OF DELEGATION: Chapter 12 – 9 DO’S AND DON’TS OF DELEGATION 1. Know when to delegate, e.g. routine tasks. 2. Know when NOT to delegate, e.g. hiring and firing. 3. Avoid countermanding supervisors. 4. Set up a balanced system of availability and support.Chapter 12-10 SUPPORTING THE UNIT SUPERVISOR: Chapter 12-10 SUPPORTING THE UNIT SUPERVISOR Formal, periodic meetings focusing on work flow Formal developmental meetings focusing on supervisory skills Mentoring and career path development Informal daily interaction as needed Combination of formal and informal interaction (“The Huddle”)Chapter 12 – 11 ASPECTS OF LEADERSHIP: Chapter 12 – 11 ASPECTS OF LEADERSHIP The ability to get things done through people. The ability to organize tasks and make things happen. The ability to make the critical decisions. The ability to achieve organizational objectives by coordinating, motivating, and directing the work group.Chapter 12 – 12 FUNCTIONS OF A LEADER: Chapter 12 – 12 FUNCTIONS OF A LEADER Take calculated risks Be the catalytic agent for change Represent the group Absorb the group’s frustration and hostility Embody the values of the organizationChapter 12 – 13 LEADERSHIP STYLES: Chapter 12 – 13 LEADERSHIP STYLES Autocratic Bureaucratic Participative Laissez-faire PaternalisticChapter 12 – 14 INFLUENCES ON LEADERSHIP STYLE: Chapter 12 – 14 INFLUENCES ON LEADERSHIP STYLE Work Assignment Employee’s Personality and Ability Employee’s Attitude toward Manager Manager’s Personality and AbilityChapter 12-15 THE PRIMARY PURPOSE OF MOST DISCIPLINARY ACTION SHOULD BE: Chapter 12-15 THE PRIMARY PURPOSE OF MOST DISCIPLINARY ACTION SHOULD BE CORRECTION OF BEHAVIOR.Chapter 12 – 16 THE PROGRESSIVE DISCIPLINE PROCESS: Chapter 12 – 16 THE PROGRESSIVE DISCIPLINE PROCESS 1. General Counseling 2. Oral Warning (and record) 3. Written Warning 4. Suspension/Layoff as necessary 5. Termination