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Chapter 07 - Management and Leadership
7-21
progress
assessment
(Text page 188)
PPT 7-25
Progress Assessment
(See complete PowerPoint slide notes on page 7.45.)
PPT 7-26
Organizational Charts
(See complete PowerPoint slide notes on page 7.46.)
PPT 7-27
Levels of Management
TEXT FIGURE 7.4
Levels of Management
(Text page 188)
(See complete PowerPoint slide notes on page 7.46.)
lecture link 7-7
THE 21ST-CENTURY CEO
The real economic change in our recovery will be the new
crop of CEOs in American business. (See the complete lecture
link on page 7.61 of this manual.)
PPT 7-28
Management Levels
(See complete PowerPoint slide notes on page 7.46.)
Chapter 07 - Management and Leadership
b. MIDDLE MANAGEMENT is the level of man-
agement that includes general managers, divi-
sion managers, and branch and plant manag-
ers who are responsible for tactical planning
and controlling.
agers—they are workers with specific skills who
are promoted.
2. The higher a person moves up in the managerial
ladder, the more he or she needs to be a vision-
ary, planner, communicator, and motivator.
3. Managers must have THREE CATEGORIES OF
SKILLS:
a. TECHNICAL SKILLS involve the ability to per-
form tasks in a specific discipline (such as selling
Chapter 07 - Management and Leadership
7-23
PPT 7-29
Top Management
(See complete PowerPoint slide notes on page 7.47.)
PPT 7-30
America’s Most Powerful Female
Managers
(See complete PowerPoint slide notes on page 7.47.)
critical thinking
exercise 7-5
THE MOST POWERFUL WOMEN
IN BUSINESS
Each year Fortune magazine lists the most powerful
women in business. This exercise directs students to research
the listing for the current year. (See the complete exercise on
page 7.68 of this manual.)
PPT 7-31
Managerial Skills
(See complete PowerPoint slide notes on page 7.47.)
PPT 7-32
Thank You
(See complete PowerPoint slide notes on page 7.48.)
Chapter 07 - Management and Leadership
7-24
the right kind of incentives.
2. STAFFING is a management function that includes
hiring, motivating, and retaining the best people
employees will leave for other companies.
Chapter 07 - Management and Leadership
7-25
lecture link 7-8
LEARNING MANAGEMENT
SKILLS
Another way of classifying specific management skills is
presented here. (See the complete lecture link on page 7.61 of
this manual.)
critical thinking
exercise 7-6
RATE YOUR MANAGEMENT
SKILLS
This exercise expands the classification of management
skills (based on Lecture Link 7-8 above) and asks students to
rate themselves. (See the complete exercise on page 7.69 of this
manual.)
PPT 7-33
Skills Needed at Various Levels of
Management
TEXT FIGURE 7.5
Skills Needed at Various Levels of
Management
(Text page 189)
(See complete PowerPoint slide notes on page 7.48.)
lecture link 7-9
AMERICA’S UPCOMING
MANAGEMENT GAP
As upper managers are retiring, companies are worried
about where the next generation of managers will come from.
(See the complete lecture link on page 7.63 of this manual.)
PPT 7-34
Staffing
(See complete PowerPoint slide notes on page 7.48.)
Chapter 07 - Management and Leadership
learning goal 5
Explain the differences between leaders and managers, and describe the various leader-
2. MANAGEMENT involves carrying out the leader-
ing; they must:
a. Communicate a vision and rally others around
that vision
b. Establish corporate values
c. Promote corporate ethics
Chapter 07 - Management and Leadership
7-27
PPT 7-35
Staffing Is Tricky Business
(See complete PowerPoint slide notes on page 7.49.)
PPT 7-36
Leadership
(See complete PowerPoint slide notes on page 7.49.)
lecture link 7-10
MANAGED TO DEATH: JAPAN’S
ECONOMIC DECLINE
Once a country of strong corporate leadership, Japan has
been trapped in stagnation with leaders refusing to go against the
“Way.” (See the complete lecture link on page 7.40 of this man-
ual.)
MAKING
ethical
decisions
(Text page 191)
PPT 7-37
To Share or Not
to Share
(See complete PowerPoint slide notes on page 7.49.)
Chapter 07 - Management and Leadership
ii. TRANSPARENCY is the presentation of
1. Research studies have not been able to identify
one set of LEADERSHIP TRAITS that are com-
2. There are also DIFFERENT LEADERSHIP
a. AUTOCRATIC LEADERSHIP is a leadership
style that involves making managerial deci-
sions without consulting others; it is effective in
7-29
PPT 7-38
Accountability through
Transparency
(See complete PowerPoint slide notes on page 7.50.)
PPT 7-39
Leadership Styles
(See complete PowerPoint slide notes on page 7.50.)
PPT 7-40
Various Leadership Styles
TEXT FIGURE 7.6
Various Leadership Styles
(Text page 192)
(See complete PowerPoint slide notes on page 7.50.)
PPT 7-41
Natural Born Leaders?
(See complete PowerPoint slide notes on page 7.51.)
critical thinking
exercise 7-7
ARE LEADERS BORN OR CAN
THEY BE TAUGHT?
This exercise explores the research and rationale behind
this question. (See the complete exercise on page 7.70 of this
manual.)
critical thinking
exercise 7-8
TRAITS OF LEADERS
What traits are common to great leaders? (See the complete
exercise on page 7.71 of this manual.)
Chapter 07 - Management and Leadership
i. FREE-REIN LEADERSHIP is a leader-
ship style that involves managers setting
4. WHICH LEADERSHIP STYLE IS BEST?
Chapter 07 - Management and Leadership
7-31
.
social
media in
business
(Text page 193)
PPT 7-42
Using Social
Media to Build
Customer Support
(See complete PowerPoint slide notes on page 7.51.)
PPT 7-43
Empowerment
(See complete PowerPoint slide notes on page 7.52.)
PPT 7-44
Work Smarter
(See complete PowerPoint slide notes on page 7.52.)
Chapter 07 - Management and Leadership
7-32
authority and responsibility to respond quickly
to customer requests.
right information, keeping the information in a
readily accessible place, and making the infor-
VI. CONTROLLING: MAKING SURE IT WORKS
A. The CONTROL FUNCTION is critical to the man-
agement system because it provides the feedback
that lets managers adjust to any deviations from
plans.
1. The steps in controlling are:
a. Establishing clear PERFORMANCE
STANDARDS
7-33
PPT 7-45
Managing Knowledge
(See complete PowerPoint slide notes on page 7.52.)
PPT 7-46
Five Steps of Controlling
TEXT FIGURE 7.7
The Control Process
(Text page 195)
(See complete PowerPoint slide notes on page 7.53.)
Chapter 07 - Management and Leadership
Chapter 07 - Management and Leadership
7-35
PPT 7-47
Are You a Micromanager?
(See complete PowerPoint slide notes on page 7.53.)
PPT 7-48
Measuring Success
(See complete PowerPoint slide notes on page 7.53.)
Chapter 07 - Management and Leadership
7-36
progress
assessment
(Text page 197)
PPT 7-49
Progress Assessment
(See complete PowerPoint slide notes on page 7.54.)
VII. SUMMARY
Chapter 07 - Management and Leadership
7-37
PowerPoint slide notes
PPT 7-1
Chapter Title
PPT 7-2
Learning Goals
PPT 7-3
Learning Goals
Chapter 07 - Management and Leadership
7-38
PPT 7-4
John Mackey
PPT 7-5
Name That Company
Company: Best Buy
PPT 7-6
What Is Management?
Chapter 07 - Management and Leadership
7-39
PPT 7-7
Today’s Managers
As the demographic makeup of this country changes, the
typical manager is changing. Today more managers are
women and less are from elite universities. Managers today
act more like facilitators than supervisors.
PPT 7-8
Respect and How to Get It
1. This slide presents the results from a study con-
ducted by www.entrepreneur.com.
2. Ask the students. Why do you respect or not re-
spect a manager? (This question is certainly going
to develop a discussion among students in class.)
3. Ask the students, In your opinion why did sound
business strategy and ethical practices rank so high
in the study?
PPT 7-9
Education Matters
1. This slide shows the schools that have educated the
most CEOs among S&P 500 companies.
2. Ask the students, Are you surprised by the number
of CEOs who didn’t finish college? What qualities
must those CEOs have without formal education
behind them? What school did you expect to see on
the list that’s missing? What schools are you sur-
prised to see?
Chapter 07 - Management and Leadership
PPT 7-10
Four Functions of Management
Planning: Anticipating trends and determining the best
strategies and tactics to achieve organizational goals and
objectives.
Organizing: Designing the structure of the organization
and creating conditions and systems in which everyone and
everything works together to achieve goals.
Leading: Creating a vision for the organization and
communicating, guiding, training, coaching, and motivating
others to achieve goals and objectives in a timely manner.
Controlling: Establishing clear standards to determine
whether an organization is progressing toward its goals and
objectives, rewarding people for good work, and taking cor-
rective action if they are not performing.
PPT 7-11
Progress Assessment
1. Some of the changes in management today include
the following: managers are more facilitators than
bosses; managers tend to emphasize team-building;
managers tend to be younger; fewer managers at-
tended elite schools; more managers are women;
and they conduct more business globally.
2. Management is the process to accomplish organiza-
tional goals through planning, organizing, leading,
and controlling people and other organizational re-
sources.
3. The four functions of management are planning,
organizing, leading, and controlling.
PPT 7-12
Sharing the Vision
Creating vision for the company is not merely setting a
goal, but rather creating a sense of purpose for the organiza-
tion.
