* * Chapter Seven Management and Leadership Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGra...
WHAT IS MANAGEMENT? * * Four Functions of Management  <ul><li>Management --  The process used to accomplish organizational...
TODAY’S MANAGERS * * Managers’ Roles Are Evolving <ul><li>Younger and more progressive. </li></ul><ul><ul><li>Growing numb...
FOUR FUNCTIONS of  MANAGEMENT * * Four Functions of Management  <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Organizing...
PLANNING <ul><li>**SET GOALS </li></ul><ul><li>**DEVEL STRATEGIES TO MEET THESE GOALS </li></ul><ul><li>**DETERMINE RESOUR...
ORGANIZING <ul><li>**ALLOCATE RESOURCES </li></ul><ul><li>**PREPARE A STRUCTURE </li></ul><ul><li>**RECRUIT, SELECT, TRAIN...
LEADING <ul><li>**GUIDE AND MOTIVATE EMPL </li></ul><ul><li>**GIVE ASSIGNMENTS </li></ul><ul><li>**EXPLAIN ROUTINES, WHY D...
CONTROLLING <ul><li>**MEAS. RESULTS AGAIN CORP. OBJECTIVES </li></ul><ul><li>**MONITOR PERFORMANCE </li></ul><ul><li>**REW...
SHARING the VISION * * Planning & Decision Making <ul><li>Vision --  More than a goal, it’s a broad explanation of why the...
DEFINING THE MISSION * * Planning & Decision Making <ul><li>Mission Statement --  Outlines the organization’s fundamental ...
SETTING  GOALS and OBJECTIVES * * Planning & Decision Making <ul><li>Goals --  The broad, long-term accomplishments an org...
PLANNING ANSWERS  FUNDAMENTAL QUESTIONS * * Planning & Decision Making <ul><ul><li>What is the situation now? </li></ul></...
SWOT MATRIX * * Planning & Decision Making LG3 7-
FORMS OF PLANNING <ul><li>I.  Strategic </li></ul><ul><li>II.  Tactical </li></ul><ul><li>III.  Contingency </li></ul><ul>...
STRATEGIC and TACTICAL  PLANNING * * Planning & Decision Making <ul><li>Strategic Planning --  Done by top management and ...
OPERATIONAL and CONTINGENCY PLANNING * * Planning & Decision Making <ul><li>Operational Planning --  The process of settin...
PLANNING FUNCTIONS * * Planning & Decision Making LG3 7-
DECISION MAKING * * Decision Making: Finding the Best Alternative <ul><li>Decision Making --  Choosing among two or more a...
RATIONAL DECISION-MAKING  MODEL * * Decision Making: Finding the Best Alternative <ul><ul><ul><li>Define the situation. </...
PROBLEM SOLVING * * Decision Making: Finding the Best Alternative <ul><li>Problem Solving --  The process of solving the e...
ORGANIZATIONAL CHARTS * * Organizing: Creating a Unified System <ul><li>Organization Chart --  A visual device that shows ...
MANAGEMENT LEVELS * * Organizing: Creating a Unified System <ul><ul><li>Top Management --  The highest level, consists of ...
TOP MANAGEMENT * * Organizing: Creating a Unified System <ul><ul><ul><li>Chief Executive Officer (CEO) </li></ul></ul></ul...
MANAGERIAL SKILLS * * <ul><ul><ul><li>Technical Skills --  The ability to perform tasks in a specific discipline or depart...
STAFFING * * Staffing: Getting and Keeping the Right People <ul><ul><ul><li>Staffing --  Recruiting, hiring, motivating an...
LEADERSHIP * * Leading: Providing Continuous Vision and Values. <ul><ul><ul><li>Leaders must: </li></ul></ul></ul><ul><ul>...
LEADERSHIP STYLES * * Leadership Styles <ul><ul><ul><li>Autocratic Leadership --  Making managerial decisions without  con...
WORK SMARTER How to Ease Pressure on Workers * * Source: BusinessWeek,  www.businessweek.com .  <ul><li>Manage output inst...
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Chap007

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  • See Learning Goal 1: Describe the changes occurring today in the management function.
  • See Learning Goal 1: Describe the changes occurring today in the management function. As the demographic make-up 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.
  • See Learning Goal 2: Describe the four functions of management. Management is the process used to accomplish organizational goals through the four functions of management. The four functions of management are planning, organizing, leading and controlling.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals. Creating vision for the company is not merely setting a goal but rather creating a sense of purpose for the organization.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals. The mission statement is the foundation for setting specific goals and objectives within the organization.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. As part of the internal analysis, the organization identifies the potential strengths that it can capitalize upon and potential weaknesses that it should improve upon. An organization, as part of an external environmental analysis, identifies the opportunities (factors that an organization can take advantage of) and threats (factors that an organization should avoid or minimize the impact of). An interesting exercise for the students – have them perform a SWOT analysis on themselves (At least the strengths and weaknesses part should be an eye opening experience for them.)
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals. This slide covers the key areas of planning by business managers. Students should be reminded that planning requires preparation to be successful. More effort put into planning, will result in greater achievement. All planning should be in writing with an estimation of time and cost. Gantt charts are often used to compare planned results with actual accomplishments. Even the best prepared plans sometimes miss the unexpected problems. Managers should always be prepared to act in the event a plan fails. Poor contingency planning may result in significant problems for a company.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals. Managers don’t always go through this seven step process. However, they must always make sound decisions. It is easier said than done. As an interesting exercise, you can ask the students, working in a group, to go through a simple process of identifying an automobile to purchase using these steps. Everyone’s input should be obtained in the group. They either can select a group manager or all can have an equal say/vote. Both scenarios should produce different but interesting experiences for students.
  • See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.
  • See Learning Goal 4: Describe the organizing function of management.
  • See Learning Goal 4: Describe the organizing function of management.
  • See Learning Goal 4: Describe the organizing function of management.
  • See Learning Goal 4: Describe the organizing function of management.
  • See Learning Goal 4: Describe the organizing function of management.
  • See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.
  • See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Research tells us which leadership style is best depends on what the goals and values of the firm are, who’s being led, and in what situations.
  • See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Work Smarter Managing in today’s complex environment is about leading not supervising. This slide gives students insight into the process of empowering employees to work smarter. Ask students: What are the benefits of empowering employees to work smarter? (Employees who are empowered should be more motivated and able to handle more complex tasks)
  • Chap007

    1. 1. * * Chapter Seven Management and Leadership Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
    2. 2. WHAT IS MANAGEMENT? * * Four Functions of Management <ul><li>Management -- The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources. </li></ul>LG2 7-
    3. 3. TODAY’S MANAGERS * * Managers’ Roles Are Evolving <ul><li>Younger and more progressive. </li></ul><ul><ul><li>Growing numbers of women. </li></ul></ul><ul><ul><li>Fewer from elite universities. </li></ul></ul><ul><li>Emphasis is on teams and team building. </li></ul><ul><li>Managers need to be skilled communicators and team players. </li></ul>LG1 7-
    4. 4. FOUR FUNCTIONS of MANAGEMENT * * Four Functions of Management <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><li>Leading </li></ul></ul><ul><ul><li>Controlling </li></ul></ul>LG2 7-
    5. 5. PLANNING <ul><li>**SET GOALS </li></ul><ul><li>**DEVEL STRATEGIES TO MEET THESE GOALS </li></ul><ul><li>**DETERMINE RESOURCES NEEDED </li></ul><ul><li>**SET PRECISE STANDARDS </li></ul>
    6. 6. ORGANIZING <ul><li>**ALLOCATE RESOURCES </li></ul><ul><li>**PREPARE A STRUCTURE </li></ul><ul><li>**RECRUIT, SELECT, TRAIN, AND DEVEL EMPL </li></ul><ul><li>DEALS WITH HOW EVERYONE AND EVERYTHING WORKS TOGETHER </li></ul>
    7. 7. LEADING <ul><li>**GUIDE AND MOTIVATE EMPL </li></ul><ul><li>**GIVE ASSIGNMENTS </li></ul><ul><li>**EXPLAIN ROUTINES, WHY DO WE DO IT A CERTAIN WAY </li></ul><ul><li>**CLARIFY POLICIES </li></ul><ul><li>**PERFORMANCE FEEDBACK </li></ul>
    8. 8. CONTROLLING <ul><li>**MEAS. RESULTS AGAIN CORP. OBJECTIVES </li></ul><ul><li>**MONITOR PERFORMANCE </li></ul><ul><li>**REWARD OUTSTANDING PERFORMANCE </li></ul><ul><li>**TAKE CORRECTIVE ACTION </li></ul>
    9. 9. SHARING the VISION * * Planning & Decision Making <ul><li>Vision -- More than a goal, it’s a broad explanation of why the organization exists and where it’s trying to go. </li></ul>LG3 7-
    10. 10. DEFINING THE MISSION * * Planning & Decision Making <ul><li>Mission Statement -- Outlines the organization’s fundamental purposes. It includes: </li></ul><ul><ul><ul><li>The organization’s self–concept. </li></ul></ul></ul><ul><ul><ul><li>Its philosophy. </li></ul></ul></ul><ul><ul><ul><li>Long–term survival needs. </li></ul></ul></ul><ul><ul><ul><li>Customer needs. </li></ul></ul></ul><ul><ul><ul><li>Social responsibility. </li></ul></ul></ul><ul><ul><ul><li>Nature of the product or service. </li></ul></ul></ul>LG3 7-
    11. 11. SETTING GOALS and OBJECTIVES * * Planning & Decision Making <ul><li>Goals -- The broad, long-term accomplishments an organization wishes to attain. </li></ul><ul><li>Objectives -- Specific, short-term statements detailing how to achieve the organization’s goals. </li></ul>LG3 7-
    12. 12. PLANNING ANSWERS FUNDAMENTAL QUESTIONS * * Planning & Decision Making <ul><ul><li>What is the situation now? </li></ul></ul><ul><ul><ul><li>SWOT Analysis -- Analyzes the organization’s S trengths, W eaknesses, O pportunities and T hreats. </li></ul></ul></ul><ul><ul><li>How can we get to our goal from here? </li></ul></ul><ul><ul><ul><li>Strategic planning </li></ul></ul></ul><ul><ul><ul><li>Tactical planning </li></ul></ul></ul><ul><ul><ul><li>Operational planning </li></ul></ul></ul><ul><ul><ul><li>Contingency planning </li></ul></ul></ul>LG3 7-
    13. 13. SWOT MATRIX * * Planning & Decision Making LG3 7-
    14. 14. FORMS OF PLANNING <ul><li>I. Strategic </li></ul><ul><li>II. Tactical </li></ul><ul><li>III. Contingency </li></ul><ul><li>IV. Operational </li></ul>
    15. 15. STRATEGIC and TACTICAL PLANNING * * Planning & Decision Making <ul><li>Strategic Planning -- Done by top management and determines the major goals of the organization and the policies, procedures, strategies and resources it will need to achieve them. </li></ul><ul><li>Tactical Planning -- The process of developing detailed, short-term statements about what is to be done, who is to do it and how. </li></ul>LG3 7-
    16. 16. OPERATIONAL and CONTINGENCY PLANNING * * Planning & Decision Making <ul><li>Operational Planning -- The process of setting work standards and schedules necessary to implement the company’s tactical objectives. </li></ul>LG3 <ul><li>Contingency Planning -- The process of preparing alternative courses of action the firm can use if its primary plans don’t work out. </li></ul>7-
    17. 17. PLANNING FUNCTIONS * * Planning & Decision Making LG3 7-
    18. 18. DECISION MAKING * * Decision Making: Finding the Best Alternative <ul><li>Decision Making -- Choosing among two or more alternatives. </li></ul>LG3 7-
    19. 19. RATIONAL DECISION-MAKING MODEL * * Decision Making: Finding the Best Alternative <ul><ul><ul><li>Define the situation. </li></ul></ul></ul><ul><ul><ul><li>Describe and collect needed information. </li></ul></ul></ul><ul><ul><ul><li>Develop alternatives. </li></ul></ul></ul><ul><ul><ul><li>Develop agreement among those involved. </li></ul></ul></ul><ul><ul><ul><li>Decide which alternative is best. </li></ul></ul></ul><ul><ul><ul><li>Do what is indicated. </li></ul></ul></ul><ul><ul><ul><li>Determine whether the decision was a good one and follow up. </li></ul></ul></ul>LG3 7-
    20. 20. PROBLEM SOLVING * * Decision Making: Finding the Best Alternative <ul><li>Problem Solving -- The process of solving the everyday problems that occur; less formal than decision making and needs quicker action. </li></ul><ul><ul><li>Problem-solving techniques include brainstorming and PMI -- Listing all the pluses for a solution in one column, all the minuses in another and the implications in a third. </li></ul></ul>LG3 7-
    21. 21. ORGANIZATIONAL CHARTS * * Organizing: Creating a Unified System <ul><li>Organization Chart -- A visual device that shows relationships among people and divides the organization’s work; it shows who reports to whom. </li></ul>LG4 7-
    22. 22. MANAGEMENT LEVELS * * Organizing: Creating a Unified System <ul><ul><li>Top Management -- The highest level, consists of the president and other key company executives who develop strategic plans. </li></ul></ul><ul><ul><li>Middle Management -- Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. </li></ul></ul><ul><ul><li>Supervisory Management -- Those directly responsible for supervising workers and evaluating daily performance. </li></ul></ul>LG4 7-
    23. 23. TOP MANAGEMENT * * Organizing: Creating a Unified System <ul><ul><ul><li>Chief Executive Officer (CEO) </li></ul></ul></ul><ul><ul><ul><ul><li>Introduces change into an organization. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Operating Officer (COO) </li></ul></ul></ul><ul><ul><ul><ul><li>Implements CEO’s changes. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Financial Officer (CFO) </li></ul></ul></ul><ul><ul><ul><ul><li>Obtains funds, plans budgets, collects funds, etc. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Information Officer (CIO) </li></ul></ul></ul><ul><ul><ul><ul><li>Gets the right information to the right people so decisions can be made. </li></ul></ul></ul></ul>LG4 7-
    24. 24. MANAGERIAL SKILLS * * <ul><ul><ul><li>Technical Skills -- The ability to perform tasks in a specific discipline or department. </li></ul></ul></ul>Tasks and Skills at Different Levels of Management LG4 <ul><ul><ul><li>Human Relations Skills -- Skills that involve communication and motivation; they enable managers to work through and with people. </li></ul></ul></ul><ul><ul><ul><li>Conceptual Skills -- Skills that involve the ability to picture the organization as a whole and the relationship among its various parts. </li></ul></ul></ul>7-
    25. 25. STAFFING * * Staffing: Getting and Keeping the Right People <ul><ul><ul><li>Staffing -- Recruiting, hiring, motivating and retaining the best people available to accomplish the company’s objectives. </li></ul></ul></ul><ul><ul><ul><li>Recruiting good employees is critical. </li></ul></ul></ul><ul><ul><ul><li>Many people are not willing to work at companies unless they are treated well with fair pay. </li></ul></ul></ul>LG4 7-
    26. 26. LEADERSHIP * * Leading: Providing Continuous Vision and Values. <ul><ul><ul><li>Leaders must: </li></ul></ul></ul><ul><ul><ul><li>Communicate a vision and rally others around that vision. </li></ul></ul></ul><ul><ul><ul><li>Establish corporate values. </li></ul></ul></ul><ul><ul><ul><li>Promote corporate ethics. </li></ul></ul></ul><ul><ul><ul><li>Embrace change. </li></ul></ul></ul><ul><ul><ul><li>Stress accountability and responsibility </li></ul></ul></ul>LG5 7-
    27. 27. LEADERSHIP STYLES * * Leadership Styles <ul><ul><ul><li>Autocratic Leadership -- Making managerial decisions without consulting others. </li></ul></ul></ul><ul><ul><ul><li>Participative or Democratic Leadership -- Managers and employees work together to make decisions. </li></ul></ul></ul><ul><ul><ul><li>Free-Rein Leadership -- Managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives. </li></ul></ul></ul>LG5 7-
    28. 28. WORK SMARTER How to Ease Pressure on Workers * * Source: BusinessWeek, www.businessweek.com . <ul><li>Manage output instead of hours. </li></ul><ul><li>Train workers to be ready for a more complex corporate structure. </li></ul><ul><li>Allow lower-level managers to make decisions. </li></ul><ul><li>Use new technology to foster teamwork. </li></ul><ul><li>Shift hiring emphasis to collaboration. </li></ul>Empowering Workers LG5 7-

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