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Small Business Management, 18eLongeneckerPettyPalichH.docx
- 1. Small Business Management, 18e Longenecker/Petty/Palich/Hoy © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Managing Human Resources Chapter 20 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Goals:
- 2. and list some useful sources for finding suitable applicants. both managerial and nonmanagerial employees. including the use of incentive plans. - employment, legal protection, labor unions, and the formalizing of employer-employee relationships. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Recruiting Personnel erformance directly or indirectly
- 3. affects the capability of the firm to service customer needs. - term competitive potential of the firm. 20–4 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Lure of Entrepreneurial Firms -making levels of management
- 4. -based managerial experience and job sharing 20–5 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Sources of Employees © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Internet recruiting Public employment offices
- 5. Employee referrals Walk-ins Private employment agencies Help-wanted advertising Schools Executive search firms Temporary help agencies Diversity in the Workforce such dimensions as gender, age, and race.
- 6. proportions of women, older workers, and racial minorities entering the workforce. 20–7 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Job Descriptions required by a specific job . 20–8 © 2017 Cengage Learning. All Rights Reserved. May not be
- 7. copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Job Descriptions (cont.) needed by the job holder to successfully perform a specific job 20–9 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Evaluating Prospects and Selecting Employees
- 8. 1 Test the applicant Interview the applicant Use application forms Check references and background information 2 3 4 Require physical examinations5 Steps in Recruiting Employees © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Evaluating Job Applicants © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a
- 9. password-protected website for classroom use. Telephone Screening Credit Checks Skills Assessment Face-to-Face Interviews Drug Screening Motor Vehicle Record Checks Background Checks Personality and Behavior Testing Physical
- 10. Examinations Testing the Applicant -Related Testing ◦ The U.S. Supreme Court has upheld the Equal Employment Opportunity Commission’s requirement that any test used in making employment decisions must be job-related. ◦ The extent to which a test assesses true job performance ability. ◦ The consistency of a test in measuring job performance ability. 20–12 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- protected website for classroom use.
- 11. Training and Developing Employees oses of Training and Development the job. employees. ntial applicants. 20–13 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Training and Development
- 12. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Orientation of New and Current Personnel Development of Managers and Professionals Training to Improve Quality Training of Nonmanagerial Employees Training and Development © 2017 Cengage Learning. All Rights Reserved. May not be
- 13. copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Steps in Job Instruction Training PREPARE EMPLOYEES • Put employees at ease. • Place them in appropriate jobs. • Find out what they know. • Get them interested in learning PRESENT THE OPERATIONS • Tell, show, and illustrate the task. • Stress key points. • Instruct clearly and completely TRY OUT PERFORMANCE
- 14. • Have employees perform the task. • Have them tell, show, and explain. • Ask employees questions and correct any errors. FOLLOW UP • Check on employees frequently. • Tell them how to obtain help. • Encourage questions. 20.1 From Training to Implementation paper
- 15. ivity) of training to fill in training gaps 20–16 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Development of Managerial and Professional Employees for training
- 16. 20–17 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Compensation and Incentives for Employees - or output-based compensation -sharing plans 20–18 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in
- 17. part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Compensation and Incentives for Employees (cont.) -Based Compensation Plans o developing an effective bonus plan: 20–19 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Stock Incentives
- 18. (ESOPs) part or in total to its employees. their sharing of ownership in the firm. without selling to outsiders. owners and employees. 20–20 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Compensation and Incentives for Employees (cont.)
- 19. to be attractive and beneficial to employees. costs. fits. administration of their benefits programs. 20–21 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Special Issues in HRM -Employment Agreements
- 20. fee-for-services organization (PEO) that handles payroll and benefit administration for those employees. benefits. regulations affecting larger firms. 20–22 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Special Issues in HRM (cont.) -Employment Agreements (cont.) -employment
- 21. agreements, assisting businesses with the administrative demands of keeping employees on their payrolls. 20–23 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Legal Protection of Employees on race, color, religion, sex, or national origin. than 15 people. persons with disabilities; requires firms make
- 22. “reasonable accommodations” in the employment of disabled persons. 20–24 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Legal Protection of Employees (cont.) sexual harassment in the workplace. harassment to management immediately. te any and all complaints of sexual harassment fairly and thoroughly. maintain claimant confidentiality.
- 23. 20–25© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Legal Protection of Employees (cont.) workplaces and work practices. Administration (OSHA) to establish and enforce health and safety standards. Fair Labor Standards Act (FLSA) and provides for overtime pay for more than 40 hours per week. 20–26
- 24. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Legal Protection of Employees (cont.) t provide up to 12 weeks of unpaid leave for childbirth and other family needs. -care coverage during the leave and guarantee that employee can return to the same or a comparable job. lective bargaining for labor contracts. desire for organization and representation.
- 25. 20–27© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Special Issues in HRM (cont.) -Employee Relationships l policies and procedures regulation while avoiding the increasing costs of informality 20–28 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
- 26. Special Issues in HRM (cont.) -Employee Relationships (cont.) shing a performance review system based on SMART goals: -bound 20–29 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Special Issues in HRM (cont.)
- 27. HR manager: employees 20–30 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Special Issues in HRM (cont.) e Manager manager (cont.):
- 28. employees 20–31 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Key Terms behavioral interview Civil Rights Act co-employment employee benefits employee training Fair Labor Standards Act (FLSA) Family and Medical Leave Act flexible benefit programs (cafeteria
- 29. plans) headhunter human resource management (HRM) job description Job Instruction Training job specification management development Occupational Safety and Health Act on-the-job training piecework professional employer organization (PEO) reliability validity workforce diversity © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for
- 30. classroom use. Sheet1YEAREPI WEEKSYNDROMENUMBER OF CASESDIAGNOSISSTATUSLINKED TO OTHER CASESAGEGENDERREPORTING SOURCEColumn36Column37Column38Column39Column40Col umn41Column42Column43Column44Column45Column46Colum n47Column48Column49Column50Column51Column52Column5 3Column54Column55Column56Column57Column58Column59C olumn60Column61Column62Column63Column64Column65Colu mn66Column67Column68Column69Column70Column71Column 72Column73Column74Column75Column76Column77Column78 Column79Column80Column81Column82Column83Column84Co lumn85Column86Column87Column88Column89Column90Colu mn91Column92Column93Column94Column95Column96Column 97Column98Column99Column100Column101Column102Colum n103Column104Column105Column106Column107Column108C olumn109Column110Column111Column112Column113Column1 14Column115Column116Column117Column118Column119Colu mn120Column121Column122Column123Column124Column125 Column126Column127Column128Column129Column130Colum n131Column132Column133Column134Column135Column136C olumn137Column138Column139Column140Column141Column1 42Column143Column144Column145Column146Column147Colu mn148Column149Column150Column151Column152Column153 Column154Column155Column156Column157Column158Colum n159Column160Column161Column162Column163Column164C olumn165Column166Column167Column168Column169Column1 70Column171Column172Column173Column174Column175Colu mn176Column177Column178Column179Column180Column181 Column182Column183Column184Column185Column186Colum n187Column188Column189Column190Column191Column192C olumn193Column194Column195Column196Column197Column1 98Column199Column200Column201Column202Column203Colu mn204Column205Column206Column207Column208Column209
- 45. Column2815Column2816Column2817Column2818Column2819 Column2820Column2821Column2822Column2823Column2824 Column2825Column2826Column2827Column2828Column2829 Column2830Column2831Column2832Column2833Column2834 Column2835Column2836Column2837Column2838Column2839 Column2840Column2841Column2842Column2843Column2844 Column2845 IMRAD Cheat Sheet Abstract Abstracts can vary in length from one paragraph to several pages, but they follow the IMRaD format and typically spend: �� 25% of their space on importance of research (Introduction) �� 25% of their space on what you did (Methods) �� 35% of their space on what you found: this is the most important part of the abstract (Results) �� 15% of their space on the implications of the research (Discussion) Introduction & Importance (Make a case for your new research)Begin by explaining to your readers what problem you researched and why the research is necessary. Convince readers that it is important that they continue to read. +PZJZZ�[OL�JYYLU[�Z[H[L�VM�YLZLHYJO�PU�`V Y�ÄLSK��L_WVZL�H�¸NHW¹�VY�WYVISLT�PU�[OL �ÄLSK��HUK�[OLU�L_- plain why your present research is a timely and necessary solution to that gap. See Novelty Handout. Methods (What did you do?)Methods are usually written in past
- 46. tense and passive voice with lots of headings and subheadings. This is the least-read section of an IMRaD report. Results �>OH[�KPK�`V�ÄUK&�9LZS[Z�HYL�^OLYL�[OL�Ä UKPUNZ�HUK�V[JVTLZ�VM�[OL�YLZLHYJO�NV��� >OLU�[HSRPUN�HIV[�[OPZ�KH[H��^L� can think of the results as having two parts: report and comment. The reporting function always ap- pears in the results section while the comment function can go in the discussion section. Make sure all [HISLZ�HUK�ÄNYLZ�HYL�SHILSLK�HUK�UTILYLK �ZLWHYH[LS �̀��*HW[PVUZ�NV�HIV]L�[HISLZ�HUK�ILULH[O�ÄN YLZ��� (See Example on Page 3) 1. 9LMLY�[V�`VY�[HISL�VY�ÄNYL�HUK�Z[H[L�[OL� THPU�[YLUK ;HISL���ZOV^Z�[OH[�:WHT�- PS[LY�(�JVYYLJ[S`�ÄS[LYLK�TVYL�QUR�LTHPSZ�[ OHU�-PS[LY�) 2. Support this trend with data -PS[LY�(�JVYYLJ[S`�ÄS[LYLK¯� � � ;OL�H]LYHNL�KPMMLYLUJL�PZ¯ 3. (If needed) Note any additional, secondary trends and support them with data 0U�HKKP[PVU¯ -PNYL���HSZV�ZOV^Z¯ 4. (If needed) Note any exceptions to your main trends or unexpected outcomes
- 47. /V^L]LȲ 5. (If needed) Provide an explanation (�MLHZPISL�L_WSHUH[PVU�PZ¯�� � � ;OPZ�[YLUK�JHU�IL�L_WSHPULK�I`¯ 6. (If needed) Compare to other research ?�PZ�JVUZPZ[LU[�^P[O�?»Z�ÄUKPUN¯ 0U�JVU[YHZ[��@�MVUK¯� 7. �0M�ULLKLK��,]HSH[L�^OL[OLY�[OL�ÄUKPUNZ�Z WWVY[�VY�JVU[YHKPJ[�H�O`WV[OLZPZ 8. State the bottom line: what does the data mean? ;OLZL�ÄUKPUNZ�V]LYHSS�ZNNLZ[¯ ;OLZL�KH[H�PUKPJH[L¯ Discussion (What does it mean?)Discussion sections contain the following moves: 1. ;OL`�ZTTHYPaL�[OL�THPU�ÄUKPUNZ�VM�[OL�Z[K �̀��;OPZ�HSSV^Z�YLHKLYZ�[V�ZRPW�[V�[OL�ILNP UUPUN�VM�[OL�� � KPZJZZPVU�ZLJ[PVU�HUK�UKLYZ[HUK�[OL�THPU� ¸UL^Z¹�PU�[OL�YLWVY[� 2. ;OL`�JVUULJ[�[OLZL�ÄUKPUNZ�[V�V[OLY�YLZLHYJ O 3. ;OL`�KPZJZZ�ÅH^Z�PU�[OL�JYYLU[�Z[K �̀ 4. ;OL`�ZL�[OLZL�ÅH^Z�HZ�YLHZVUZ�[V�ZNNLZ[�H KKP[PVUHS��M[YL�YLZLHYJO�
- 48. 5. �0M�ULLKLK��;OL`�Z[H[L�[OL�PTWSPJH[PVUZ�VM �[OLPY�ÄUKPUNZ�MVY�M[YL�WVSPJ`�VY�WYHJ[P JL� � � Report Comment Small Business Management, 18e Longenecker/Petty/Palich/Hoy © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Professional Management and the Small Business Chapter 19
- 49. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Goals: ’s leadership role. process and its unique features. entrepreneurs. suggest solutions. management assistance. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or
- 50. service or otherwise on a password-protected website for classroom use. Small Business Leadership communicating the entrepreneur’s vision of the firm. more mature. hip Qualities of Founders 19–4 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
- 51. Small Business Leadership (cont.) firm’s business goals. tes a significant personal relationship with employees based on loyalty and respect. understanding of how the firm operates (e.g., its ethics). employees. 19–5© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- protected website for classroom use. Small Business Leadership (cont’d)
- 52. actions on their own -Managed Work teams tion without close supervision 19–6 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- protected website for classroom use. The Small Firm Management Process © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
- 53. use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Professional-Level Management Managerial Weakness Issues in the Management of Small Firms Resource Constraints Firm Growth and Managerial Practices Founders as Managers © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
- 54. use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Stages of Small Business Growth19.1 Stages in Firm Growth and Management © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Growth Stage Entrepreneur’s Workload Stage 1. One-Person Operation Doing all of the work. Making contact with customers. Stage 2. Player-Coach Continuing to do some of the basic work, although learning to hire and supervise. Stage 3. Intermediate Supervision Rising above hands-on management; working through intermediate
- 55. managers. Stage 4. Formal Organization Using plans and budgets; following policies and procedures. Managing Versus Doing © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. STAGE 1 STAGE 2 STAGE 3 STAGE 4 One-Person Operation Player-Coach Intermediate Supervision Formal Organization Time spent managing Time spent doing © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or
- 56. service or otherwise on a password-protected website for classroom use. Creating an Organizational Structure need for structural change. an organization -way communication manager 19–11 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
- 57. Creating Structure (cont.) reports to one supervisor specialists who assist management 19–12 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating Structure (cont.) objectives of the firm
- 58. 19–13 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Line-and-Staff Organization19.2 Factors Determining Optimum Span of Control © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
- 59. Many Subordinates Simple work Very experienced workers Superior with much ability Few Subordinates Complex work Inexperienced workers Superior with limited ability More Subordinates Moderately difficult work Moderately experienced workers Superior with moderate ability Creating Structure (cont.) goals are aligned with organizational goals.
- 60. 19–16 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Delegating Authority make decisions important tasks -way communications 19–17 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a
- 61. certain product or service or otherwise on a password-protected website for classroom use. Controlling Operations © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Measuring Performance Establishing standards Planning and Goal Setting Taking Corrective Action © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product
- 62. or service or otherwise on a password-protected website for classroom use. Stages of the Control Process19.3 Communicating -Way Communication feedback. communication o solicit employees’ ideas. to socialize and talk. 19–20 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a
- 63. certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Presentation Tips 1. Do your homework. 2. Know your material. 3. Be interactive. 4. Make vivid mental connections in the minds of listeners. 5. Emphasize relevance. 6. Be dynamic, but be yourself. 7. Use PowerPoint with care. 8. Dress appropriately. 9. Avoid food and drink that make speaking difficult for you. 10. Practice, practice, practice. 19.4
- 64. Negotiating -way communication used to resolve differences in needs, goals, or ideas. -lose negotiations -win negotiations n that satisfies both parties’ basic interests. long-term continuing relationships. 19–22 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
- 65. Personal Time Management -managers work 40-80 hours per week. Effect of overwork is inefficient work performance. 19–23 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Personal Time Management (cont.) me
- 66. 19–24 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Outside Management Assistance plement entrepreneur’s personal knowledge and experience. isolation.
- 67. viewpoints, insights and ideas. and solutions beyond the experience of the entrepreneur. 19–25 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Sources of Management Assistance © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Business Incubators Student Consulting
- 68. Teams Service Corps of Retired Executives (SCORE) Small Business Development Centers (SBDCs) Management Consultants Entrepreneurial Networks Other Business and Professional Services Source of Outside Management Assistance
- 69. Key Terms budget chain of command delegation of authority empowerment line-and-staff organization line organization long-range plan (strategic plan) negotiation networking professional manager self-managed work teams Service Corps of Retired Executives (SCORE) short-range plan small business development
- 70. centers (SBDCs) span of control © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.