Management and Leadership
Lecture #6
How is Management Important to
Public Relations?
What is Management?
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Management: one or more managers individually
and collectively setting and achieving goals by
exercising functions (planning, organizing, staffing,
leading, and controlling) and coordinating various
resources (information, materials, money, and
people).
Management
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Managers then are the people who allocate and
oversee the use of resources
They are responsible for making decisions for the
organizations they work for.
Organization- an entity managed by one or more
persons to achieve stated goals
Management
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Managers are often responsible for creating three key
elements of an organization, as well as, making
decisions that are in line with these three elements.
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Mission: a clear and concise written document of an
organization’s central and common purpose, its reason for
existence
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Vision: a clear statement as to where the organization wants
to be in the future
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Core Values: values that should never change
Why Organizations Need Managers
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Every organization has a set of values and beliefs that
are important and meaningful to the organization and
individuals that hold them.
Management must support its organization, and the
organization must also support management in order
for management to be effective.
Managers primarily deal with two things:
Quality
 Customers
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So What is Managements Focus?
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Quality: which are the features and characteristics of a
product or service that allow it to satisfy requirements
of those who use or consume them.
Customer: the person or group, both inside and outside
the organization, who consumes outputs from an
organization or its members.
Internal- inside the organization
 External- outside the organization
Customer Relationship Management (CRM)- long-term
approach of strengthening the bond between the customer and
organization
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What Must a Manager Do?
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A manager must focus on:
 Leadership
 Ethics
 Diversity
 Technological
Advances
 Economic Changes
 Natural Disasters
 Crises
 Social and Political Changes
Management Stratum
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Management Hierarchy:
Top: the chief executive officer and their immediate
subordinates, vice presidents; oversee the entire
organization
 Middle: managers below the rank of vice president but
above supervisory level; translate top-line management
goals to short-term objectives. Regional Managers,
Merchandising Managers
 First-Line Management: supervisors, team leaders, and team
facilitators who oversee the work of non-management
people; manage day-to-day execution of ongoing
operations. In retail, these are the managers who are “in the
stores” interacting with customers
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Types of Managers
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Functional Managers: managers whose expertise
lies primarily in one or another specialty areas.
Buying, Merchandising, Branding, Communications,
Trend.
Marketing Managers: identifying current and
potential customers’ needs and preferences, along
with developing goods and services that will satisfy
them- focus is on the “4 P’s.”
Types of Management Continued
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Operations Management: perform the activities
needed to manufacture an item or provide a
service- concerned with controlling inventory and
deliveries, factory layout, production schedules,
maintaining equipment, and meeting quality
requirements.
Types of Management Continued
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Finance Managers: manage the flow of funds, and
how the organization’s funds can be used
effectively-using the company’s credit, investing
company funds, safeguarding the company’s assets,
tracking the organization’s financial health, and
preparing budgets.
Types of Management Continued
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Human Resources Management: responsible for
building and maintaining a competent and stable
workforce– recruiting, selecting, training people,
creating performance appraisal and compensation
systems; overseeing relations with the company’s
unions, handling these functions within the limits and
demands of federal, state, and local laws
Types of Management Continued
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Public Relations or Communications Management: it
is then the PR or Communications managers role to
work across all types of management to help
convey the mission of the organization and
departments to its customers in order to gain a
positive public opinion with both its internal and
external public.
Management Functions
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Planning

Organizing
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Staffing
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Leading
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Controlling
Planning
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Planning- the first function because it lays the
groundwork for all other functions, begins with defining
goals and alternative ways of meeting them (Planning
ahead).
Goals are the start of planning, they can be long-term
or short-term (within one year).
Plan- commits individuals, departments, entire
organizations, and the resources of each to specific
courses of action for days, months, and years into the
future.
Planning
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Duration and Scope of Planning varies from one
organization to the next, and also what position the
manager is in. Top managers typically plan 5 or
more years.
Planning
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Both internal and external forces influence planning.
Each planner must consider its impact of their plans
on others.
Must continually monitor the external environment.
Planning is not a one time activity, plans that have
not been executed must be reviewed and dated.
Planning
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Contingency Plans are an alternative course or
courses of action to reach that goal if and when
circumstances and assumptions change so drastically
as to make an original plan unusable.
Planning
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Managers must continually update their plans
based on certain controlled and uncontrolled
circumstances.
Preparation! Always important to think of as a
public relations practitioner.
The only thing constant in business is change.
Organizing
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Organizing- determines the tasks that must be
accomplished, group these tasks to form positions to
be occupied by full or part-time employees
Organizing
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Organizing- the management function that
establishes relationships between activity and
authority
 Clarifies
the work environment
 Creates a coordinated Environment
 Achieves the principle of unity of direction
 Establishes a chain of command
5 Step Organizing Process
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Review Plans and Goals-in time basic methods of
carrying out plans will change, new departments will be
created, old departments may be given new
responsibilities, etc.
Determining Work Activities- determining what activities
are necessary to accomplish goals, begins with
identifying ongoing tasks and ends with considering the
tasks unique to the business, unique needs being:
assembling, machining, shipping, storing, inspecting,
selling, and advertising
5 Step Organizing Process
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Specialization of Division of Labor- the degree to which
organizational tasks are subdivided into separate
parts, breaks a potentially difficult job down into
simpler tasks or activities (used in fashion), work can be
performed more efficiently by gaining skill and
expertise, disadvantage is that work becomes
mundane- accidents, absenteeism, quality suffers.
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Constructing a pair of denim: Grading, Cutting, Marking,
Sewing, Factions, Embellishments, have all been brokendown into separate jobs in factories, one person is not
responsible for constructing the entire garment alone.
5 Step Organizing Process
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Classifying and Grouping Activities:
 Examine
each activity identified to determine its
general nature- marketing, production, finance, human
resources
 Group activities into related areas
 Establish basic department design
5 Step Management Process
(Classifying Continued)
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Product Departmentalization: assemble the
activities of creating, producing, and marketing
each product into a separate department, each
product of a company requires a unique marketing
strategy, production process, distribution system, or
financial resources
Customer Departmentalization- groups activities
and responsibilities in departments based on the
needs of specific customer groups
5 Step Management Process
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Assigning Work
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Functional Definition- the activities to be performed determine the
type and quantity of authority necessary
Span of Control- the number of subordinates under the direction
of a manager
Horizontal and Vertical
Horizontal flattens the span and makes communications stronger
Vertical expands it and makes communications play a game of
telephone
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Usually in retail its is a vertical span, making it difficult to understand
what the organization’s goals really are.
By the time messages are delivered 3 or 4 levels, they have been
altered or delivered as one’s own interpretation of the message.
Staffing
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Staffing- acquiring and placing of people- Human
Resources, important in the overall efficiency of
your organization
Seeing that the right people are doing the right
jobs.
Leading
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Leading- leaders help their employees and
organizations achieve their goals. They serve as
models for expected behaviors. They coach, counsel,
inspire, and encourage both individuals and groups.
Based on mutual respect and trust. Use two-way
communication.
 Motivate
 Actions
Speak Louder Than Words
Control
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Controlling- attempts to prevent, identify, and
correct deviations from guidelines set to evaluate
both people and processes (This could definitely be
the public relations practitioner’s function).
Communications Audits can help with this aspect of
management.
Skills Required of Managers
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Technical Skills- processes, practices, techniques and
tools of the specialty area.
Human Skills- the ability to interact and communicate
successfully with other individuals
Conceptual Skills- the ability to conceive and
manipulate ideas and abstract relationships- view an
organization as a whole and see how parts relate to
and depend on one another—seeing without really
doing, “imagining.”
Management’s Use of Authority
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Authority- formal and legitimate right of a manager to
make decisions, give orders, and allocate resources
Line Authority- defines the relationship between
superior and subordinate
Staff Authority- serves in an advisory capacity,
managers who provide advice or technical assistance
are granted advisory authority
Functional Authority- permits staff managers to make
decisions about specific activities performed by
employees within other departments
Power
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Power- the ability to exert influence in an
organization, can multiply managers’ effectiveness
to influence people beyond what they can attain
through formal authority alone.
Power is personal, it exists because of the person, a
person does not need to be a manager to have
power.
Types of Power
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Legitimate Power- a power possessed by a
manager and derived from the position they occupy
in the formal organization.
Reward Power- the power that comes from the
ability to promise or grant rewards.
Types of Power
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Coercive Power- the power dependent on fear of
the negative results that may happen if one fails to
comply.
Expert Power- influence due to the abilities, skills,
knowledge, or experience.
Delegation
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As a company grows, delegation becomes more
important to the organization.
Delegation is the downward transfer of formal
authority from one person to another.
No person can do it all.
Lets managers focus on areas more critical.
Training tool for subordinates.
Based on mutual trust and respect.
Freedom to experiment and fail without being
reprimanded.
Delegation
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As a manager when you do not delegate:
You get more overwhelmed by what needs to be done,
often getting stressed out and taking your frustration
out on others.
Does not give subordinates the opportunity to grow.
Can cause managers to fail. By spending time on small
tasks, they lose focus of the important ones.
Delegation
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Two things are important to understand when
delegating:
 Responsibility:
the obligation to carry out one’s
assigned duties to the best of one’s ability.
 Accountability:
having to answer to someone for your
actions.
The two do not relieve managers of their duties.
Leadership
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Leadership is one of the most important parts of
anyone working in an organization.
Leadership- in its management application is the
process of influencing individuals and groups to set
and achieve goals.
Leadership
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Managers have the power to influence, inspire, and
motivate those working for them.
Influence- the power to sway other people to one’s
will or views.
Leadership involves three variables: those being
led, circumstances, and the situations they find
themselves facing.
Leadership Skills
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Diplomacy
Fluency in Communication
Persuasive
Social
Assertive
Persistent
Clever
Creative
Management vs. Leadership
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Managers plan, organize, staff, lead and control.
May or may not be influencing their subordinates or
team members to set and achieve goals.
Leadership- the empowerment to give people the
things they need to grow, to change, and to cope
with things, create and share visions.
Leadership and management skills combine to allow
a manager to function as a leader
Corporate Leadership
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Leadership begins in a corporate setting when a person
leads by example and creates a vision.
A leader comes up with a strategy for achieving that vision,
and empowers people at every level committed to change.
We are adaptable individuals, and leaders are the ones
who make us want to change.
Leadership is the ability to articulate a vision and to inspire
the best efforts of followers.
Power and Leadership
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Power- gives people the ability to exert influence
over others, to get them to follow, Leaders possess
power as do all managers whether or not they are
leaders.
Possessing power can increase the effectiveness of
managers by enabling them to inspire people—
getting them to perform willingly.
Leadership Styles
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A manager’s leadership style results from their
philosophies about motivation, the choices of
decision-making styles, and their areas of emphasis
in the work environment
Leadership Styles
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Positive vs. Negative Motivation
Motivation based on Reward or Penalties
 Positive
Leadership Styles: Praise, recognition, rewards,
granting additional responsibilities- encourage
development of employees, which leads to job
satisfaction
 Negative Leadership Styles: fines, suspensions,
termination- “Do it my way or else,” creates an
environment of fear
Leadership Styles
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Decision-Making Styles- the degree to which he or
she shares decision-making authority with
subordinates, can range from not sharing at all to
completely delegating decision-making authority
Leadership Styles
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Autocratic Style- does not share decision-making
authority with subordinates- makes the decisions
and then announces them, called the “I” approach
Leadership Styles
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Participative Style- shares decision-making authority
with subordinates, degree of sharing ranges—”we”
approach, involves others and lets them bring
unique viewpoints, talents, and experiences.
Leadership Styles
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Free-Rein Style- empowers individuals or groups to
function on their own, “they” approach, relies
heavily on delegation and when parties have
expert power.
Leadership Styles
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Task Oriented vs. People Oriented
Either a focus on task or focus on employees
perspective
Can be used separately or combined
Leadership Throughout the
Organization
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Leadership must be seen at all levels of the
organization or else change will not be made.
Managers should encourage and empower people to
become leaders at every level.
Leadership has been known to work so well that some
managers have chosen employees to solve quality
problems.
Both quality and morale improved.
Leaders sometimes have to make unpopular and
difficult decisions, must have the courage to see their
decisions through and face consequences/criticism.
Becoming a Better Leader
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Comes from within
Based off of an individual’s philosophies of their work
Managers who respect others will value diversity and
treat others with respect
If you value security, you may not have the ability to
make tough decisions and face the consequences that
go along with those decisions
Be adaptable, because leadership is situational
Remain open to what is new and different
Must be willing to suppress what they see fitting for
themselves and implement what is best for others
The Public Relations Professional as a
Manager
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Must be able to work with and communicate across
all levels of an organization.
Must be able to oppose ideas and suggestions
made by executives if they see them as harmful to
the organization– the lonely voice
Must be able to lead
Must understand how as a communications executive
your decisions impact the opinions of customers,
employees, shareholders, vendors, suppliers, and the
media.
Final Thoughts
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Management has various levels.
Management must control: authority, power, delegation,
influence, and leadership.
Always try to lead by example.
“Work ethic spotlights the character. Some turn up there
sleeves, some turn up their noses, and others don’t turn
up at all.”
References
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Plunkett, W.R., Attner, R.F., Allen, G.S. (2008).
Management: Meeting and Exceeding Customer
Expectations. (9th ed.). South-Western: United
States.