8 Leaders and Leadership

Three representative distinctions between leadership and man-agement follow:

• Management is more formal and scientific than leadership. It relies on

universal skills such as planning, budgeting, and controlling. Management is a set of explicit tools and techniques based on reasoning and testing that can be used in a variety of situations.

• Leadership involves having a vision of what the organization can

become. Leadership requires eliciting cooperation and teamwork from a

large network of people and keeping the key people in that network

motivated, using every manner of persuasion.

• Managing focuses on continuous improvement of the status quo,

whereas leadership is a force for change that compels a group to innovate

and depart from routine. Leadership requires having a vision

What are the attributes of a good leader? Leaders often (but not necessarily always):

■ have a sense of mission;

■ are charismatic;

■ are able to influence people to work together for a common cause;

■ are decisive;

■ use creative problem solving to promote better care and a positive working

environment.

Leadership is creating a vision

Influence Tactic

1.Leading by example means that the leader influences group members by

serving as a positive model of desirable behavior. A manager who leads

by example shows consistency between actions and words.

2.Leading by values means the leader influences people by articulating and

demonstrating values that guide the behaviors of others.

3.Assertivenessrefers to being forthright in your demands.

leadership style- The typical pattern ofbehavior that a leaderuses to influence his or her employees toachieve organizational goals.

participative leader- A leader who shares decision making with group leaders.

autocratic leader- A task- oriented leaderwho retains most ofthe authority for himself or herself and is not generally concerned with group members’ attitudes toward decisions

Leadership Grid- A visual representation of different combinations of a leader’s degree of concern for task-related issues.

Transformational leader- A leader who helps organizations and people make positive changes in the way they do things.

Charisma- The ability to lead or influence others based on personal charm, magnetism, inspiration, and emotion.

Situational leadership- adapting leading style to the situation

Mentor- A more experienced person who develops a protégé’s abilities through tutoring

Shadowing- mimicking someone more experienced

9 Communication and Information Technology Management

Communication- The process of exchanging information by the use of words, letters, symbols, or nonverbal behavior.

Encoding- transforming ideas into a clear communicate

Decoding- opposite to encoding

Feedback- response to the message

Noise- lack of clearness of the message

Nonverbal communication- The transmission of messages by means other than words.

Formal communication channels- The official pathways for sending information inside and outside an organization.

Grapevine- The informal means by which information is transmitted in organizations

Communication network- A pattern or flow of messages that traces the communication from start to finish.

Learning organization- An organization that is skilled at creating, acquiring, and transferring knowledge.

Knowledge management- The ways and means by which a company leverages its knowledge resources to generate business value.

Information overload occurs when an individual receives so much information that he or she becomes overwhelmed.

Informative confrontation- asking about what’s unclear

Active listening- Listening for full meaning without making premature judgments or interpretations.

Metacommunicate- communicating about communication e.g. talking about how to talk.

Organizational politics- refer to informal approaches to gaining power or other advantage through means other than merit or luck

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Companies use Information Technology for:

-Increased Competitive Advantage (or Avoiding Competitive Disadvantage)

-Enhanced Business Model (plans of earning, operating)

-Improved Customer Service and Supplier Relationships

-Enhanced Communication and Coordination, Including the Virtual Office

-Quick Access to Vast Information

-Enhanced Analysis of Data and Decision Making

-Time saving

-Work monitoring

Extranet- a secure section of a Web site that only visitors with a password can enter.

Microblogging- sending brief updates online about work activities to employees.

e-leadership- providing leadership to people when their work is mediated by information technology.

Intranet- a Website for company use only.

Wiki is a password-protected Web page that allows for the collaboration of multiple users.

Problems with IT:

-wasting time on computers

-deterioration of customer service

-wired workers

Company presence in:

-social media

-website

-advertising

Creating an online image

work streamlining- the elimination of as much low-value work as possible replaced by concentration on activities that add value for customers or clients.

data mining - extraction of useful analyses from the raw mass of business transactions and other information.

Cloud computing

(a) moving data and software from computer hard drives to the virtual storage space on the Internet and

(b) the vast array of interconnected machines managing the data and software that were formerly run on desktop computers.

1 Summarize the demands information technology places on the manager’s job.

Management must build an organization that constantly transforms itself as information technology increases competition. To remain competitive requires innovation. Information and communications technology are at the center of the technological revolution and make globalization more practical because of ready access to employees everywhere. In general, information technology places managers in a continuous learning mode. Wireless communication devices facilitate work from different locations.

2 Describe the positive and negative consequences of information technology for the manager.

Information technology helps the manager work smarter in such ways as improved productivity and teamwork, competitive advantage (or avoiding competitive disadvantage), enhanced business models, improved customer service and supplier relation-ships, enhanced communication including the virtual office, quick access to vast information, enhanced analysis of data and decision making, greater empowerment and flatter organizations, time saved through employee self-service, and monitoring work

and employee surveillance.

3Discuss the impact of the Internet on customer and other external relationships.

The biggest impact of the Internet on business comes from selling many goods and services to other businesses over the Internet. Seventy-five percent of business conducted on the Net today occurs between firms. The manager must be familiar with e-commerce to help develop strategy, and the man-ager may work with a reduced staff because of online selling. A substantial change in managing customer relationships in recent years has been contacting them through the social media, with customer interaction being highly important.

E-commerce sometimes enables companies to purchase more efficiently than they could through other channels.

4Explain the effects of the Internet on internal company operations.

The Internet affects companies in a number of ways, beginning with more effective work processes as encouraged by the flattening of the business playing field through global competition. Information technology facilitates changing the method of distributing goods, and work streamlining. The Internet also squeezes profits and exerts pressure toward cost control and facilitates data mining.

10 Building and Managing Human Resources. Operations Management.

talent management- hiring, keeping people with attributes fitting to the needs of the company

job embeddedness- set of factors that make the worker want to stay with the firm

affirmative action- non-discriminative way of hiring

strategic human resource planning- The process of anticipating and providing for the movement of people into, within, and out of an organization to support the firm’s business strategy.

Recruitment is the process of attracting job candidates with the right characteristics and skills to fit job openings

realistic job preview- a complete disclosure of the potential negative features of a job to a job candidate.

Behavioral interviewing- A style of interviewing in which the interviewer asks questions whose answers reveal behaviors that would be either strengths or weaknesses in a given

Position.

reference check- An inquiry to a second party about a job candidate’s suitability for employment

Development is a form of personal improvement that usually consists of enhancing knowledge and skills of a complex and unstructured nature.

employee orientation program- A formal activity designed to acquaint new employees with the organization.

Training- any procedure intended to foster and enhance learning among employees, particularly directed at acquiring job skills.

E-LEARNING- we all know, the worst thing in the world

informal learning takes place in meetings, on breaks, and in customer interactions.

Performance evaluation- formal system for measuring, evaluating, and reviewing performance. Being a:

1.Good task performer

2.Good citizen

3.Any voluntary actions (for some reason called counterproductive)

forced rankings- evaluating employees against a performance standard in which employees are measured against one another. (CALL CENTERS, OH GAWD)

360-degree feedback- being evaluated by everyone in a company that has contact with you

Traits are stable aspects of people, which are closely related to personality.

Behavior, or activity, is what people do on the job.

Results are what people accomplish, the objectives they attain.

job evaluation- the process of rank-ordering jobs, based on job content, to demonstrate the worth of one job in comparison to another.

MUNEY

variable pay- the amount of money a worker receives is partially dependent on his or her performance

stack-ranking- system that requires managers to rank each employee within each unit and distribute raises and bonuses accordingly.

employee benefit- noncash payment given to workers as part of compensation

(somehow I think it’s important)

Human resource and talent management is an integral part of business strategy. Without effective human resource management, the company cannot accomplish high-level goals such as competing glob-ally, grabbing market share, and being innovative.

The talent management (or staffing) model consists of seven phases: awareness of the legal aspects of staffing; strategic human resources planning; recruitment; selection; orientation, training and development; performance appraisal; and compensation.

All phases can influence employee retention.

Recruitment is the process of attracting job candidates with the right characteristics and skills to fit job openings and the organizational culture. External and internal sources are used in recruiting, including online job boards, company Web sites, and social networking sites. Selecting the right candidate from among those recruited may involve a preliminary screening interview, psychological and personnel testing, a job interview, reference checking, and a physical examination. The four types of psychology cal and personnel tests used most frequently in employee selection are situational judgment, aptitude, personality, and honesty and integrity. Tests should be scientifically accurate and nondiscriminatory toward any group. Interviews are more valid when the interviewer is trained and experienced. Job interviews help both the interviewer and the interviewee acquire important information. Behavioral interviewing helps

make the interview job-related. Job simulations are essentially a job tryout. Reference checks and back-ground investigations are useful in making sound selection decisions, as is the physical examination

An employee onboarding program helps acquaint the newly hired employee with the firm. Training includes any procedure intended to foster employee skills. Development is a form of personal improvement that generally enhances knowledge and skills of a complex and unstructured nature. A needs assessment should be conducted prior to selecting training and development programs.

A performance evaluation (or appraisal) is a standard method of measuring, evaluating, and reviewing performance of individuals and teams. The 360-degree appraisal involves feedback from many people. The forced-ranking method compares employees to each other. Performance evaluations serve important administrative purposes, such as help ing managers make decisions about pay increases and promotions and carry out the leadership function. Appraisal systems measure traits, behavior, and results; some systems take into account more than one factor.

Workers are typically paid wages or salaries, bonuses, and sometimes additional payment for job skills. The purpose of job evaluations is to determine how much a job is worth. Variable pay is used to motivate employees and reduce company expenses.

Employee benefits are a major part of compensation. Compensation is a major factor in recruiting and retaining employees, yet expensive benefits such as health insurance and pensions have been reduced in recent years to help companies face global competition.

Labor unions typically seek:

• Fair and consistent policies and practices

• Open-door management policies (workers are free to discuss problems

with management)

• Competitive pay and benefits

• Employee trust and recognition