Chap007revised 2012
Upcoming SlideShare
Loading in...5
×
 

Chap007revised 2012

on

  • 553 views

 

Statistics

Views

Total Views
553
Views on SlideShare
544
Embed Views
9

Actions

Likes
0
Downloads
9
Comments
0

1 Embed 9

http://mgmt100spring2012.blogspot.com 9

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • 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 1: Describe the changes occurring today in the management function. Respect and How to Get It Ask students: Why do you respect or not respect a manager? (This question is certainly going to develop a discussion among students in class) This slide presents the results from a study conducted by www.entrepreneur.com. Critical questions to ask the students: In your opinion why did sound business strategy and ethical practices rank so high in the study?
  • See Learning Goal 1: Describe the changes occurring today in the management function. The Worst Managers This slide is a continuation from the last slide. Ask students: What makes a manager ineffective? (This question will get students talking about their personal experiences in the workforce)
  • 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 2: Describe the four functions of management.
  • 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. 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. This slide shows a good visual of management levels within a corporation. Note the pyramid shape and the type of job positions that are in each level. It’s important for the student to know the necessary skill levels that each position in the pyramid requires. A Top-Level Manager needs good conceptual skills, and to be able to effectively communicate goals to the entire corporation. Middle-level managers typically develop the strategies for goal attainment and develop the tactics necessary to achieve stated goals. Middle managers require good analytical skills and the ability to communicate. First-line managers are responsible for execution of business plans. Technical skills and good communications skills are necessary.
  • 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. The further up the managerial ladder one moves, the less important technical job skills become.
  • 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.
  • 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.
  • See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.
  • See Learning Goal 6: Summarize the five steps of the control function of management. This slide presents the five steps of the control function. It should be pointed out to the students that the whole control process is based on clear standards. The control function completes the management function loop that starts with planning. Accounting and Finance are often the foundations for control systems, because they provide the numbers management needs to evaluate progress.

Chap007revised 2012 Chap007revised 2012 Presentation Transcript

  • *Chapter Seven * Management and LeadershipMcGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
  • * Four Functions WHAT IS MANAGEMENT? of Management LG2 *• Management -- The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources. 7-2
  • * TODAY’S MANAGERS Managers’ Roles Are Evolving LG1 *• Younger and more progressive. - Growing numbers of women. - Fewer from elite universities.• Emphasis is on teams and team building.• Managers need to be skilled communicators and team players. 7-3
  • *RESPECT and HOW to GET ITManagers’ Roles Are Evolving LG1 *Source: Entrepreneur, www.entrepreneur.com, March 2009. 7-4
  • * The WORST MANAGERS Managers’ Roles Are Evolving LG1 * Name Organization What Went Wrong James Cayne Bear Stearns Played golf and bridge while the company collapsed. Richard Fuld Lehman Brothers Ignored warning signs and rewarded greed. Kerry Killinger Washington Mutual Bad lending standards led to bankruptcy. Philip Schoonover Circuit City Fired 3,400 experienced employees for cheaper replacements.Source: BusinessWeek, www.businessweek.com, January 19, 2009. 7-5
  • * FOUR FUNCTIONS of Four Functions of Management MANAGEMENT LG2 *1. Planning2. Organizing3. Leading4. Controlling 7-6
  • * WE NEED MANAGERS HERE (Reaching Beyond Our Borders) *• The lack of professional managers is keeping U.S. companies from expanding rapidly in global markets.• Flexibility is the key to successfully expanding abroad.• Developing products to appeal to another market is another way to be successful. 7-7
  • * SHARING the VISION Planning & Decision Making LG3 *• Vision -- More than a goal, it’ s a broad explanation of why the organization exists and where it’ s trying to go. 7-8
  • * DEFINING THE MISSION Planning & Decision Making LG3 *• Mission Statement -- Outlines the organization’ s fundamental purposes. It includes: - The organization’ s self– concept. - Its philosophy. - Long– term survival needs. - Customer needs. - Social responsibility. - Nature of the product or service. 7-9
  • * SETTING Planning & Decision Making GOALS and OBJECTIVES LG3 *• Goals -- The broad, long- term accomplishments an organization wishes to attain.• Objectives -- Specific, short-term statements detailing how to achieve the organization’ s goals. 7-10
  • * PLANNING ANSWERS Planning & Decision Making FUNDAMENTAL QUESTIONS LG3 *• What is the situation now? SWOT Analysis -- Analyzes the organization’ s Strengths, Weaknesses, Opportunities and Threats.• How can we get to our goal from here? - Strategic planning - Tactical planning - Operational planning - Contingency planning 7-11
  • * STRATEGIC and TACTICAL Planning & Decision Making PLANNING LG3 *• 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.• Tactical Planning -- The process of developing detailed, short-term statements about what is to be done, who is to do it and how. 7-12
  • *OPERATIONAL and CONTINGENCY Planning & Decision Making PLANNING LG3 *• Operational Planning -- The process of setting work standards and schedules necessary to implement the company’ s tactical objectives.• Contingency Planning -- The process of preparing alternative courses of action the firm can use if its primary plans don’ t work out. 7-13
  • *PLANNING FUNCTIONS Planning & Decision Making LG3 * 7-14
  • *Decision Making: DECISION MAKING Finding the Best Alternative LG3 *• Decision Making -- Choosing among two or more alternatives. 7-15
  • * RATIONAL DECISION-MAKINGDecisionthe Best Finding Making: Alternative MODEL LG3 *1. Define the situation.2. Describe and collect needed information.3. Develop alternatives.4. Develop agreement among those involved.5. Decide which alternative is best.6. Do what is indicated.7. Determine whether the decision was a good one and follow up. 7-16
  • *Decision Making: PROBLEM SOLVING Finding the Best Alternative LG3 *• Problem Solving -- The process of solving the everyday problems that occur; less formal than decision making and needs quicker action.• 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. 7-17
  • *Organizing: ORGANIZATIONAL CHARTS Creating a Unified System LG4 *• Organization Chart -- A visual device that shows relationships among people and divides the organization’ s work; it shows who reports to whom. 7-18
  • *Organizing:LEVELS of MANAGEMENT Creating a Unified System LG4 * 7-19
  • *Organizing: MANAGEMENT LEVELS Creating a Unified System LG4 *• Top Management -- The highest level, consists of the president and other key company executives who develop strategic plans.• Middle Management -- Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.• Supervisory Management -- Those directly responsible for supervising workers and evaluating daily performance. 7-20
  • *Organizing: TOP MANAGEMENT Creating a Unified System LG4 *• Chief Executive Officer (CEO) - Introduces change into an organization.• Chief Operating Officer (COO) - Implements CEO’ s changes.• Chief Financial Officer (CFO) - Obtains funds, plans budgets, collects funds, etc.• Chief Information Officer (CIO) - Gets the right information to the right people so decisions can be made. 7-21
  • *Tasks and Skills MANAGERIAL SKILLS at Different Levels of Management LG4 *• Technical Skills -- The ability to perform tasks in a specific discipline or department.• Human Relations Skills -- Skills that involve communication and motivation; they enable managers to work through and with people.• Conceptual Skills -- Skills that involve the ability to picture the organization as a whole and the relationship among its various parts. 7-22
  • * Tasks and SkillsSKILLS NEEDED at VARIOUS at Different Levels of Management LEVELS of MANAGEMENT LG4 * 7-23
  • *Staffing: Getting STAFFING and Keeping the Right People LG4 *• Staffing -- Recruiting, hiring, motivating and retaining the best people available to accomplish the company’ s objectives.• Recruiting good employees is critical.• Many people are not willing to work at companies unless they are treated well with fair pay. 7-24
  • *Leading: Providing LEADERSHIP Continuous Vision and Values. LG5 *• Leaders must:- Communicate a vision and rally others around that vision.- Establish corporate values.- Promote corporate ethics.- Embrace change.- Stress accountability and responsibility 7-25
  • *Leading: Providing ACCOUNTABILITY through Continuous Vision and Values. TRANSPARENCY LG5 *• Transparency -- The presentation of the company’ s facts and figures in a way that is clear and apparent to all stakeholders. 7-26
  • * LEADERSHIP STYLES Leadership Styles• Autocratic Leadership -- LG5 * Making managerial decisions without consulting others.• Participative or Democratic Leadership -- Managers and employees work together to make decisions.• Free-Rein Leadership -- Managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives. 7-27
  • *VARIOUS LEADERSHIP STYLESLeadership Styles LG5 * 7-28
  • * EMPOWERMENT Empowering Workers LG5 *• Progressive leaders give employees the authority to make decisions on their own without consulting a manager.• Customer needs are handled quickly.• Manager’s role becomes less of a boss and more of a coach.• Enabling -- Giving workers the education and tools they need to make decisions. 7-29
  • * Controlling:FIVE STEPS of CONTROLLING Making Sure it Works LG6 * 7-30