business leadership unit 1

introvert

• Is a person who is comfortable spending time alone, prefers small, or even one-on-one conversations, listens more than they speak, is more reserved, and can have a deep focus for a long period of time.

• The common misconception of introverts is that they are “shy” people.

Extrovert

• Is a person who enjoys being more social and comfortable around many people, enjoys group conversations, likes to speak, is more outgoing, and perhaps can be easily distracted. 

• The common misconception of extroverts is that they are always better leaders.

Five Personality Traits

1. Extraversion

2. Agreeableness

3. Conscientiousness

4. Emotional Stability

5. Openness to Experience

Howard Gardner’s Eight Intelligences

1. Verbal-linguistic intelligence refers to an individual's ability to analyze information and produce work that involves oral and written language, such as speeches, books, and emails.

2. Logical-mathematical intelligence describes the ability to develop equations and proofs, make calculations, and solve abstract problems.

3. Visual-spatial intelligence allows people to comprehend maps and other types of graphical information.

4. Musical intelligence enables individuals to produce and make meaning of different types of sound.

5. Naturalistic intelligence refers to the ability to identify and distinguish among different types of plants, animals, and weather formations found in the natural world.

6. Bodily-kinesthetic intelligence entails using one's own body to create products or solve problems.

7. Interpersonal intelligence reflects an ability to recognize and understand other people's moods, desires, motivations, and intentions.

8. Intrapersonal intelligence refers to people's ability to recognize and assess those same characteristics within themselves.

Top Level Management 

• Is the ultimate source of authority and it manages goals and policies or an organization 

• It devotes more time on planning and coordinated functions 

• Consists of: Board of directors, CEOs, Managing Directors 

• Authority, Goals 

Functions of Top Management 

• Lays down the overall long term objectives of the organization

• Formulate broad policies and strategic plan

• Organizes the business into various departments and appoints department heads

• Provides direction and leadership to the organization as a whole

• Coordinates and controls the activities of different departments

Middle Level Management

• Is concerned with the task of implementing the policies and plans laid down by the top management

• The branch managers and departmental heads are part of middle level

• They are responsible to the top management for the functioning of their department.

Functions of Middle Management 

• Implement the policy decisions taken by the top management

• Plan the activities of various work units within the same departments

• Issues orders and detailed instructions to the lower level of management

• Make departmental decisions

• Serve as a link between top management and lower level management

Lower Level Management 

• Is also known as supervisory / Front Line Management

• It consists of supervisors, foreman, section officers, superintendent, etc.

• They are concerned with day-to-day planning and implementation of the policies of middle management

Functions of Lower Level Management 

• Planning of day-to-day work

• Assignment of work and issuing orders and instructions

• Maintaining close contact with workers to ensure discipline and results

• Sending reports to higher authorities

• Communicating the grievances and suggestions to the higher authorities

Management Skills 

1. Technical skills 

2. Interpersonal Skills 

3. Conceptual Skills 

4. Transferable Skills 

Four Functions of Management

1. Planning: Process of setting directions & objectives for the organization

2. Organizing: Set plans into action via coordination of people and resources 

3. Leading: Connecting with people, communicating vision, motivating to reach goals

4. Controlling: Checking & guiding to keep all on track 

What are ethics? 

• The code of moral principles that sets standards of good or bad, or right or wrong, in one’s conduct

• Guides people’s behaviour to make the moral choice among alternative courses of action.

What are ethical dilemmas? 

• Is a situation where you have a choice of alternatives that offer personal or organizational benefit but may be considered unethical.

What are some sources of ethical work dilemmas?

1. Discrimination

2. Sexual harassment

3. Conflicts of interest

4. Customer confidence

5. Organizational resources

Discrimination

promotion or appointment is denied because of race, religion, gender, age or other non-job-relevant criterion

Sexual harassment

manager’s comments or actions regarding sexuality make others feel uncomfortable

Conflicts of interest

situation where a manager has a personal involvement or something to gain from one course of action

Customer confidence

manager shares privileged information about a customer with another party

Organizational resources

use of corporate documents or resources for personal use

ethical views

1. Utilitarian

2. moral rights

3. individualism

4. justice

utilitarism

• Behaviour is ethical if it delivers the greatest good to the greatest number of people

  • Spock’s “the needs of the many outweigh the needs of the few”

• Judges behaviour based on the consequences

  • can be used to justify a layoff of 30% of the labour force to save the other 70% 

Moral-Rights

• Behaviour is ethical if it respects and protects the fundamental rights of people

  • The issue of human rights as an ethical concern in international business is a prime example

Individualism 

• Behaviour is ethical if it advances long-term self-interests

  • would prevent someone from cheating because short-term gain results in long-term disadvantage

Justice

• Behaviour is ethical if it treats people impartially and fairly (equitable) according to the guiding rules and standards.

• Encompasses…

  • Procedural Justice: does a senior manager get any preferential treatment (policies and rules are fairly applied)

  • Distributive Justice: are people treated equally regardless of individual characteristics.

  • Interactional Justice: are people treated with dignity and respect.

Corporate Social Responsibility

• Look at ethical issues on the organization level.

• Obligates organizations to act in ways that serve both its own interests and the interests of society at large.

What Guides Socially Responsible Business Practices? 

• People do their best with a balance of work and family life.

• Organizations perform best in healthy communities.

• Organizations gain by respecting the natural environment.

• Organizations must be managed and led for long-term success.

• Organizations must protect their reputations.

Perspectives of CSR

1. Classical View

2. Socioeconomic View

Classical View

Management’s only responsibility is to maximize profits.

Socioeconomic View

Management must be concerned for the broader social welfare, not just profits

Business Who Has A CSR Program

Tim Hortons Camp Day

Cultural Issues in Ethical Behaviourism

1. Cultural Relativism

2. Ethical Imperialism

3. Universalism

Cultural Relativism

Ethical behavior is always determined by cultural context (“when in Rome, do as the Romans do”).

Ethical Imperialism

Behavior that is unacceptable in one’s home environment should not be acceptable anywhere else.

Universalism

Ethical standards apply absolutely across all cultures.

What is motivation?

Is the internal or external force that drives individuals to take action and achieve goals. It influences behavior, effort, and persistence in personal and professional settings. In the context of business leadership, motivation plays a crucial role in employee productivity, job satisfaction, and organizational success.

Intrinsic rewards

• Come from within an individual and are driven by personal satisfaction, passion, or a sense of accomplishment. These rewards are not tangible but are deeply fulfilling.

• Examples include: Personal growth and development, Sense of purpose or meaning in work, Enjoyment of a task, Autonomy and mastery

Extrinsic rewards

• Are external incentives that motivate individuals through tangible or external means. These are often provided by an employer, leader, or external entity. 

• Examples include: Salary and bonuses, Promotions and career advancements, Public recognition or praise, Perks such as company benefits, awards, or incentives

How do intrinsic and extrinsic rewards motivate

• Intrinsic rewards create personal fulfillment and a deeper connection to work, making employees more engaged, creative, and committed. Leaders boost this by offering skill development, meaningful tasks, and autonomy.

• Extrinsic rewards provide tangible incentives like money or recognition to drive effort and performance. They work best when combined with intrinsic motivation, helping leaders reward achievements, increase competition, and ensure goals are met

Maslow’s Hierarchy of Needs

is a theory of psychology explaining human motivation based on the pursuit of different levels of needs. The theory states that humans are motivated to fulfill their needs in a hierarchical order. This order begins with the most basic needs before moving on to more advanced needs

• Deficit Principle: A satisfied need does not motivate 

• Progression Principle: These needs exist in a hierarchy; a need is activated only when next-lower is achieved.

McClelland’s Need Theory

states that every person has one of three main driving motivators: the need for achievement, affiliation, or power. These motivators are not inherent; we develop them through our culture and life experiences.

Herzberg Two-Factor Theory

Herzberg proposed the motivator-hygiene theory, also known as the two-factor theory of job satisfaction. According to his theory, people are influenced by two sets of factors. The idea is that hygiene factors will not motivate, but if they are not there, they can lower motivation

Alderfer’s ERG Theory

Is a theory in psychology proposed by Clayton Alderfer. Alderfer further developed Maslow's hierarchy of needs by categorizing the hierarchy into his ERG theory. Alderfer's ERG theory suggests that there are three groups of core needs: existence (E), relatedness (R), and growth (G)—hence the acronym ERG.

SMART Goals

SMART goals were developed by George Doran, Arthur Miller and James Cunningham in their 1981 article “There's a S.M.A.R.T. way to write management goals and objectives” . Specific, Measurable, Attainable, Realistic and Timely

Edwin A. Locke’s Goal Setting Theory

Goal-setting theory was developed by Edwin A. Locke. The American psychologist was a pioneer in goal-setting research. Locke originated the theory in 1968 with the publication of the article Toward a Theory of Task Motivation and Incentives.  Locke worked with Dr Gary Latham on the goal-setting theory that has been embraced by people around the world.