Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm' b ability to meet new challenges. Leader: The person exerting the influence Personal Leadership style: the ways leaders choose to influence others Some leaders delegate and support subordinates, others are very authoritarian Managers at all levels have their own Irwin/McGraw-Hill leadership style

Motivation oDefined as the psychological forces within a person that determine: 1) direction of behavior in an organization; 2) the effort or how hard people work 3) the persistence displayed in meeting goals. Intrinsic Motivation: behavior performed for its own sake

Personality traits Personality Traits: Characteristics that influence how people think, feel and behave on and off the job. Include tendencies to be enthusiastic demanding, easy-going, nervous, etc. Each trait can be viewed on a continuum, from low to high There is no \wrong trait, but rather managers have

Human Resource management Human Resource management includes all activities used to attract retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of 1. Recruitment selection 2. Training and development. 3. Performance appraisal and feedback. 4. Pay and benefits. 5. Labor relations Irwin/McGraw-Hill

Organizational Control Managers must monitor evaluate Are we efficiently converting inputs into outputs? Must accurately measure units of inputs and outputs. Is product quality improving e Are we competitive with other firms? Are employees responsive to customers? customer service is increasingly important. Are our managers innovative in outlook? Does the control system encourage risk-taking

Designing organizational structure Organizing the process by which managers establish working relationships among employees to achieve goals. Organizational Structure: formal system of task& reporting relationships showing how workers use resources

The planning process Planning is the process used by managers to identify and select goals and courses of action for the organization The organizational plan that results from the planning process details the goals to be attained o The pattern of decisions managers take to reach these goals is the organizations strategy

Managerial Decision Making Decision making: the process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of action. oDecisions in response to opportunities: managers respond to ways to improve organizational performance. ODecisions in response to threats: occurs when managers are impacted by adverse events to the organization

Ethics and stakeholders sTakeholders: people or groups that have an interest in the organization Stakeholders include employees, customers, shareholders, suppliers, and others Stakeholders often want different outcomes and managers must work to satisfy as many as possible Ethics: a set of beliefs about right and wrong. Ethics guide people in dealings with stakeholders and others, to determine appropriate actions Managers often must choose between the conflicting interest of stakeholders Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000

The Global environment oIn the past, managers have viewed the global sector as closed Each country or market was assumed to be isolated from others Firms did not consider global competition, exports oToday's environment is very different managers need to view it as an open market Organizations buy and sell around the world Managers need to learn to compete globally Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000