Page 134 - Business Studies 11-12 (2006)

BUSINESS LEADERSHIP: BECOMING A MANAGER, GRADE 12, WORKPLACE PREPARATION (BOG4E)
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Leadership
Overall Expectations
By the end of this course, students will:
• demonstrate an understanding of the nature and the importance of effective leadership in a business environment;
• demonstrate an understanding of the mechanics and processes of group dynamics;
• assess the role of the manager in motivating employees.
Specific Expectations
Effective Leadership
By the end of this course, students will:
– compare a variety of leadership styles (e.g., task-oriented, relationship-oriented, authoritarian, consultative, incentives- oriented);
– explain why different leadership styles are appropriate to different managerial tasks (e.g., implementing change, managing conflict, managing stress);
– describe the role of managers in promoting equity, diversity, and non-discriminatory practices in the workplace.
Group Dynamics
By the end of this course, students will:
– describe the stages of group development and the positive and negative roles and attitudes that individuals can assume within a group structure;
– compare formal and informal group struc- tures (e.g., departments and teams versus groups based on interests, friendship);
– identify the advantages (e.g., shared norms, positive attitudes, synergy, shared risk) and disadvantages (e.g., time wasted through social loafing, possible reinforcement of negative or discriminatory attitudes) of group structures in a business;
– demonstrate the ability to resolve conflict arising during group tasks (e.g., through avoidance, compromise, collaboration).
Motivating Employees
By the end of this course, students will:
– explain the relationship between motivat- ing factors (e.g., psychological contract, quality of work life, job satisfaction) and job performance in business;
– explain how individual needs and frustra- tions relate to motivation (e.g., with refer- ences to Maslow’s hierarchy of needs, McGregor’s Theory X and Theory Y);
– explain the use of control techniques (e.g., performance appraisals, progressive disci- pline procedures);
– describe incentives and rewards used by specific businesses to motivate individuals and groups (e.g., monetary, non-monetary, psychological, benefits systems).