Business Studies

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• Business Studies
• MANAGEMENT SKILLS
• Hospira
• Wednesday 22nd February

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Management Skills

• A skill is the ability to do something expertly.
  Rarely will all managers be experts at
  everything. Therefore just like us, managers
  will attend courses lectures to improve their
  skills.
• Leadership motivation are two of the essential
  skills of management
• Leadership
• Leadership means setting an example to staff
• Knitting the staff into a team
• Ensuring work is carried out effectively to
  achieve objectives

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Management Skills

• Motivation is linked closely to leadership,
  because a good manager will motivate staff
  through respect trust, and a motivated staff
  will have a greater chance of achieving their
  objectives
• Direction delegation are also intertwined with
  leadership.
• There are 4 main types of leader, but each must
  have certain qualities like honesty fairness
  the ability to listen motivate to be successful

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Management Skills

• Four types of Leader
• Autocratic
• Democratic
• Free-rein
• Charismatic
• Authoritarian/autocratic
• This type of leader wants things done immediately
  in a particular way. This way might well be
  successful in achieving objectives, but result in
  low employee morale motivation

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Management Skills

• Participative/Democratic Leader
• This leader will discuss all problems with staff
  obtain their views before making vital
  decisions. Such leaders may well be popular with
  employees who feel they have a say in the
  decision making process a genuine role in the
  org.
• Free-Rein Leader
• This leader lets workers do their own thing.
  He/she will give only general directions on how
  the firm should try and achieve its objectives.
  This approach may result in inefficiency a
  sloppy org

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Management Skills

• Charismatic Leader
• Employees look up to this type of leader, who in
  turn is able to generate high productivity
  morale in employees because of their respect for
  him/her. The leaders strength of character
  charisma are sufficient to achieve the org
  objectives.
• Direction this involves guiding a group of
  people towards achieving a common objective.
  E.g. the director of a play establishes how the
  play should be presented, thus ensure the lights,
  sound actors are knitted together to achieve
  the finished result. Direction ensures that each
  individuals work contributes to the overall
  performance

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Management Skills

• Delegation
• This means passing on authority/power the
  responsibility for certain tasks to people lower
  down in the org. A manager cannot do all jobs,
  there needs to be some delegation of work
  authority
• Dangers of not delegating work
• Work is not finished in time because all the
  tasks are carried out by the same group of
  workers
• Good advice info are not received from
  qualified members of staff
• Overtime stress can cause executive burn-out
• Workers feel they are not being trusted

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Management Skills

• Benefits of Delegating work
• Greater involvement of workers in running the org
• Work is completed faster due to all employees
  using their skills abilities
• Morale of workers improves as they become more
  involved
• Tactical strategic Objectives are achieved more
  quickly

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Management Skills

• Motivation
• This refers to those factors which drive us to
  undertake particular tasks, to work hard
  achieve goals. It is the willingness of people
  to work without being pushed
• You might find it easy to motivate yourself to do
  something you like (visits friends, go out, play
  football) but its more difficult to be motivated
  when we have to do exactly the same thing every
  day.
• In business the usual motivator is the pay
  packet, but other factors like good working
  conditions, promotion recognition can also
  motivate

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Management Skills

• Many theories have been developed over the years
  to help management identify how best to motivate
  people
• Theories X and Y McGregor
• Maslows Hierarchy of Needs
• Theories X and Y
• McGregor's theory X is the assumption that
  workers have to be pushed into working his
  theory Y is the idea that workers can become
  committed to their work actively sees
  self-fulfilment

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Management Skills

• McGregor disagreed with the view that workers
  were generally lazy only motivated by threats
  or offers of more money. He called this view of
  workers Theory X believed that it was the
  philosophy (way of thinking) adopted by many
  managers
• Theory Y had the opposite view, this theory
  stated that workers were committed to their jobs
  like doing them. Their desire for
  self-development responsibility are what
  motivates them. Workers are willing to try
  solve problems within the workplace.

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Management Skills

• Many organisations have now come to see the
  benefits of theory Y. Human resource managers
  have been employed to discover ways of giving
  workers extra responsibilities encouraging them
  in their work
• Maslows Hierarchy of Needs
• Maslow stated that we have a hierarchy of
  needs as one is satisfied, the higher need
  becomes the motivator

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Management Skills

• Maslow believed that at any one time people are
  driven by one or more of five needs.
• They range from basic physical needs such as the
  need for food or shelter to more sophisticated
  ones such as the need to be liked
• Maslow believed that as one need is satisfied,
  the next one up becomes increasingly important.
• For example a man who is hungry does not care if
  people like him or not! He only care where his
  next meal is coming from. But if this man has
  just eaten knows where the next one is coming
  from is now more concerned what people think for
  him

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Management Skills

• Maslow stressed that as one need is satisfied,
  its role as a motivator of behaviour decreases,
  the higher need takes over as the major
  motivating factor.
• Benefits of Motivation
• A well motivated workforce will enjoy the
  following
• Everyday work will be a pleasure not a chore
• The workplace will have a good atmosphere
• General health well-being will improve
• Self-esteem a feeling of achievement success
  will rise

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Management Skills

• Organisations will also benefits from a well
  motivated workforce, for example
• High productivity will result
• Staff will contribute to a good image for the org
• Disputes will be a a minimum those that do
  occur will be solve quickly
• A spirit of intrapreneurship will be foster in
  management staff
• Management Not just for Business

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Communications

• Communication is the process whereby people
  exchange information. Its purpose is to aid the
  understanding of situations, data, people
  problems. Business communicate both internally
  externally
• The Four Elements in a communication
• The sender this is the person transmitting
  encoding the message. To encode means to
  translate ideas or info into a message which can
  be understood by others

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Communications

• The recipient decodes the message (Reads the
  message in order to understand it) Whether a
  message is understood depends on the experience
  intelligence of the recipient how well the
  message is presented
• The message is the actual words, graphs
  symbols used to express meaning
• The medium is the method used to present the
  message to the recipient, e.g. e-mail, letter,
  fax

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Communications

• The importance of Communications in Management
• It facilitates (helps) with good industrial
  relations
• It helps the management make decisions pass
  them on to employees
• It resolves conflict in the work-place
• Communication skills are necessary for
  negotiating wages conditions with employees
• Communication skills are used by managers when
  exercising leadership. To be a leader means to
  influence the behaviour of staff in a certain
  way, this requires strong communication skills