Student Version Organizational Goals Guidance and unified direction Promotion of good planning Source of motivation Evaluation and control Purposes of Goals © 2016 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. 3–2 2 Kinds of Organizational Goals By Level Mission statement Strategic goals Tactical goals Operational goals By Area Operations Marketing Finance Production By Time Frame Long-term goals Intermediate goals Short-term goals Explicit goals Open-ended goals Setting Organizational Goals © 2016 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. 3–3 3 Planning Flow in Organizations Strategic Plans (upper management) Tactical Plans (middle management) Operational Plans (lower-level managers) © 2016 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. 3–4 4 Strategic Plan- Long term plan 3-5 year plan ( survival and growth ) Tactical Plan- Small plans of action to achieve specific goals (actions) to get to the overall long term plan Operational Plan- Low level plan, day to day plan. Basic Components of Strategy Distinctive Competence Competitive Scope Resource Deployment Components of Strategy © 2016 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. 3–5 5 Organizational Structure and Strategic Alternatives Business-level strategy Functional-level strategy Operations-level strategy Corporate-level strategy Business-level strategy Functional-level strategy Operations-level strategy Market A Market B © 2016 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. 3–6 6 SWOT Analysis Strengths Weaknesses Opportunities Threats SWOT Analysis Internal External © 2016 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. 3–7 7 Formulating Business-Level Strategies Overall cost leadership strategy Focus strategy Differentiation .

1. Student Version
Organizational Goals
Guidance and unified direction
Promotion of good planning
Source of motivation
Evaluation
and control
Purposes of Goals
© 2016 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.
3–2
2
Kinds of Organizational Goals
By Level
Mission statement
Strategic goals
Tactical goals
Operational goals
By Area
Operations
Marketing
Finance

2. Production
By Time Frame
Long-term goals
Intermediate goals
Short-term goals
Explicit goals
Open-ended goals
Setting Organizational Goals
© 2016 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.
3–3
3
Planning Flow in Organizations
Strategic Plans
(upper management)
Tactical Plans
(middle management)
Operational Plans
(lower-level managers)
© 2016 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.
3–4
4
Strategic Plan- Long term plan 3-5 year plan ( survival and

3. growth )
Tactical Plan- Small plans of action to achieve specific goals
(actions) to get to the overall long term plan
Operational Plan- Low level plan, day to day plan.
Basic Components of Strategy
Distinctive Competence
Competitive
Scope
Resource Deployment
Components of Strategy
© 2016 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.
3–5
5
Organizational Structure and
Strategic Alternatives
Business-level strategy
Functional-level strategy
Operations-level strategy
Corporate-level strategy
Business-level strategy
Functional-level strategy
Operations-level strategy
Market A
Market B
© 2016 Cengage Learning. All rights reserved. May not be

4. 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.
3–6
6
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
SWOT Analysis
Internal
External
© 2016 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.
3–7
7
Formulating Business-Level Strategies
Overall cost leadership strategy
Focus
strategy
Differentiation strategy
Porter’s Generic
Strategies

5. © 2016 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.
3–8
8
Product Life Cycle
© 2016 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.
3–9
9
Corporate-Level Strategies
Related diversification
(synergy)
Unrelated diversification
(risk/return)
Single-product strategy

6. (simplicity)
Strategic Choices
© 2016 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.
3–10
10
Single product-
Related Diversification-
Unrelated diversification-
Implementing Related Diversification
Similar technology resources
Common marketing and distribution skills
Common brand name and reputation
Common customers and markets
Bases of Diversification Relatedness
© 2016 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.
3–11
11
Related Diversification’s Advantages
Reduction of business and economic risk

7. Creation of economies of scale and scope
Sharing of strengths and competencies
Creation of synergy and economic value
Competitive Advantages of Related Diversification
© 2016 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.
3–12
12
Managing Diversification
GE Business Screen
BCG Matrix
Portfolio Management
Techniques
© 2016 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.
3–13
13
Operational Planning
Single-use Plans
Standing Plans
Types of
Operational

8. Plans
Programs
Projects
Policies
Standard operating procedures
Rules and regulations
© 2016 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.
3–14
14
Ethics is important in a company as well.
Contingency Planning and
Crisis Management
Crisis Management
Contingency Planning
Management in
Uncertain Situations
© 2016 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.
3–15
15

9. Student Version
Forming, Norming, Storming, Performing.
The Environmental Context of
Human Resource Management
Legal environment
Social environment
Strategic importance
Components of HR’s
Context
© 2016 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.
8–2
2
The Legal Environment of HRM
Equal Employment Opportunity
Compensation
and Benefits
Labor
Relations
Health
and Safety
Title VII of Civil
Rights Act of 1964
Fair Labor Standards Act of 1938 (FLSA)
National Labor Relations Act of 1935 (Wagner Act)

10. Occupational
Safety and Health Act of 1970 (OSHA)
Pregnancy Discrimination Act
Equal Pay Act
of 1963
Labor Management Relations Act
of 1947
(Taft-Hartley Act)
Age Discrimination in Employment Act
Employee Retirement Income Security Act of
1974 (ERISA)
Americans with Disabilities Act
Family and Medical Leave Act of 1993 (FMLA)
Civil Rights Act
of 1991
© 2016 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.
8–3
3
The Legal Environment of HRM (cont’d)
Alcohol
and drug dependencies
AIDS in
the workplace
Sexual harassment
Emerging Legal Issues
© 2016 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

11. or service or otherwise on a password-protected website for
classroom use.
8–4
4
Attracting Human Resources
Job Analysis
A systematic analysis of jobs within
an organization.
Job Description
A listing of the job’s duties; its working conditions; and the
tools, materials, and equipment use to perform the job.
Job Specification
A listing of the knowledge, skills, abilities, and other
credentials the incumbent jobholder will need to do a job.
© 2016 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.
8–5
5
Human Resource Planning
Assess labor market conditions
Predict demand for labor
Forecast internal and external labor supply
Plan for increased or decreased staffing
Compare demand to supply
© 2016 Cengage Learning. All rights reserved. May not be

12. 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.
8–6
6
Recruiting Human Resources
Executive search firms
Union halls
Employee referrals
Sources of
External Recruits
Advertising
Campus interviews
Employment agencies
Walk-ins
© 2016 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.
8–7
7
The Selection Process
Pool of candidates complete application blanks
Remaining candidates complete test battery
Remaining candidates are interviewed by managers
Final candidates receive job offers

13. Physical exams may be required for employment
Initial screening
Test scoring
References checked, final decisions made
© 2016 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.
8–8
8
Selecting Human Resources
Tests
Interviews
Application blanks
Validation of
selection information
© 2016 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.
8–9

14. 9
Developing Human Resources
Lectures
Role play and case studies
On-the-job
and vestibule training
Common Training Methods
Web-based
and electronic training
© 2016 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.
8–10
10
Performance Appraisal
Aids in making decisions about employee
Provides performance feedback
Validates selection and training
Reasons for
Performance Appraisal
© 2016 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.
8–11

15. 11
Judgmental Appraisal Methods
Ranking method
Rating method
Behaviorally-anchored Rating Scale (BARS)
Appraising
employees
© 2016 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.
8–12
12
Errors in Performance Appraisal
Recency
error
Leniency and strictness
Halo
error
Common Errors in
Performance Appraisal
© 2016 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.
8–13

16. 13
Compensation
Wages
Salaries
Incentives
Forms of Compensation
© 2016 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.
8–14
14
Steps in Determining Compensation
Wage-level decisions:
Organization strategy
Availability of resources
Wage survey data
Unemployment rates
Wage-structure decisions:
Internal equity
Job rankings
Job evaluations
Individual wage decisions:
Experience
Performance
Seniority
© 2016 Cengage Learning. All rights reserved. May not be

17. 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.
8–15
15
Types of Benefits
Pay for time
not worked
Insurance
Service benefits
Health benefit plans
Employee Benefits
© 2016 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.
8–16
16
Managing Workforce Diversity
Higher productivity
Enhanced employer reputation
Better understanding
of markets
Increased creativity and innovation
Workforce Diversity as a Competitive Advantage
© 2016 Cengage Learning. All rights reserved. May not be

18. 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.
8–17
17
Reasons for Increasing Diversity
Legislation and
legal action
Changing demographics
in the labor force
Increased awareness that diversity improves the quality of the
work force
The globalization movement
Increasing diversity and multiculturalism in organizations
© 2016 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.
8–18
18
Managing Diversity in Organizations
Diversity in Organizations

19. Individual strategies
Organization
policies
Organization practices
Diversity training
Organization culture
© 2016 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.
8–19
19
Managing Labor Relations
Grievance procedure
Collective bargaining
Union-Management
Relations
© 2016 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.
8–20
20

20. New Challenges in
the Changing Workplace
Knowledge workers
Contingent and temporary workers
The Changing
Workplace
© 2016 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.
8–21
21
Student Version
What Is Management?
Engaging in a set of activities
Using organization resources
Achieving organizational goals
Management Is…
© 2016 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.

21. 1–2
2
5
Basic Responsibility of Management
Efficiently
Effectively
Managing Organizations
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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.
1–3
3
6
Kinds of Managers by Level
Middle Managers
First-Line Managers
Top Managers
Kinds of Managers by Organization Level
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for

22. use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–4
4
Kinds of Managers by Area
Human Resources
Managers
Administrative
Managers
Specialist
Managers
Kinds of
Managers
by Area
Marketing
Managers
Financial
Managers
Operations
Managers
© 2016 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.
1–5
5

23. The Management Process
Planning
Organizing
Leading
Controlling
© 2016 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.
1–6
6
9
What Skills Do Managers Need?
Interpersonal
Fundamental Management Skills
Technical
Conceptual
Communication
Time
Management
Decision
Making
Diagnostic

24. © 2016 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.
1–7
7
Management: Science or Art?
The Science of Management
The Art of Management
© 2016 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.
1–8
8
18
The Importance of Theory and History
Management
Theory
Management
History

25. Understanding
Management
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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.
1–9
9
The Historical Context of Management
3000
B.C.
2500
B.C.
A
Sumerians
F

26. Chinese
B
Egyptians
C
Babylonians
D
Greeks
G
Venetians
E
Romans
2000
B.C.
1500
B.C.
1000
B.C.
500
B.C.
A.D.
1500
A.D.
500
A.D.
1000
A

27. Used written rules and regulations for governance
B
Used management practices to construct pyramids
C
Used extensive set of laws and policies for governance
D
Used different governing systems for cities and state
E
Used organized structure for communication and control
F
Used extensive organization structure for government
agencies and the arts
G
Used organization design and planning concepts to
control the seas
© 2016 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.

28. 1–10
10
Classical Management Perspective
Scientific Management
Administrative
Management
Classical
Management
Perspective
Fredrick Taylor
Frank and Lillian Gilbreth
Henri Fayol
Lyndall Urwick
Max Weber
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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.
1–11
11
5
Behavioral Management Perspective
Hugo Munsterberg
Mary Parker Follett

29. Behavioral
Management
Perspective
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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.
1–12
12
21
Lights, Roll Camera, Manage !!!
Interpersonal
Roles
Informational
Roles
Key Managerial
Roles
Decisional
Roles
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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.
1–13
13

30. Key Managerial Roles (Munsterberg)
Key Management
Roles
Interpersonal
Roles
Decisional
Roles
Informational
Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance handler
Negotiator
© 2016 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.
1–14
14
Supervisor

31. Individual Needs and Motives
Social
Context
Individual Responses
Task
Human Relations View of Management
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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.
1–15
15
Behavioral Management Theorists
McGregor’s Theory X and Theory Y
Maslow’s
Hierarchy of Needs
Behavioral Management
Contributors
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use as permitted in a license distributed with a certain product
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classroom use.
1–16
16
23

32. Quantitative Management Perspective
Operations Management
Management
Science
Quantitative
Management
Fields
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
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classroom use.
1–17
17
31
The Systems Perspective
Open Systems
Closed Systems
Subsystems
Organizational
Systems Concepts
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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for

33. classroom use.
1–18
18
37
The Contingency Perspective
Universal Perspectives
Contingency Perspective
Management of
Organizations
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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–19
19
The Contingency Perspective Process
Problem or Situation

34. Solution
or Action
B