This document discusses key concepts in management, leadership, and organizational structure. It defines management and outlines the necessary skills, including technical, human, and conceptual skills. The four primary functions of management are planning, organizing, directing, and controlling. Effective leadership requires setting a vision with high ethical standards. There are different types of organizational structures, including line, line-and-staff, committee, and matrix structures. Departmentalization and delegation are important aspects of organizing work within a structure.

1. Management, Leadership,
and Internal Organization
Chapter 8

2. Define management and
the skills necessary for
managerial success.
Explain the role of vision and
ethical standards.
Summarize the benefits of
planning and distinguish strategic,
tactical, and operational planning.
Describe the strategic planning
process.
Contrast the types of business
decisions and list the steps in the
decision-making process.
Define leadership and compare
different styles of leadership.
Discuss the meaning and
importance of corporate
culture.
Identify forms of departmentalization
and types of organization
structures.
Learning Goals
1
2
3
4
5
6
7
8

3. Management is the process of achieving
organizational objectives through people and
other resources.
Management is the process of achieving
organizational objectives through people and
other resources.
What is Management?

4. • Develop long-range
strategic plans for the
organization.
• Inspire executives and
employees to achieve their
vision for the company’s
future.
Top Management

5. • Focus on specific
operations, products, or
customer groups within
an organization.
• Responsible for
developing detailed plans
and procedures to
implement the firm’s
strategic plans.
Middle Management

6. • Implement the plans
developed
by middle managers.
• Responsible for non-
manager employees.
• Motivate workers to
accomplish daily, weekly,
and monthly goals.
Supervisory
Management

7. →Technical skills
 Manager’s ability to understand and use the techniques,
knowledge, and tools and equipment of a specific discipline
or department.
→Human skills
 Interpersonal skills that enable a manager to work effectively
with and through people.
→Conceptual skills
 Ability to see the organization as a unified whole and to
understand how each part of the overall organization
interacts with other parts.
Skills Needed for
Management Success

8. Managerial
Functions
Planning
• Process of determining
courses of action for achieving
organizational objectives.
Organizing
• Blending human and material
resources through a formal
structure of authority.
Directing
• Guiding and motivating
employees to accomplish
organizational objectives.
Controlling
• Evaluating an organization’s
performance to determine
whether it is accomplishing
its objectives.
1) Establish performance
standards.
2) Monitor actual performance.
3) Compare actual
performance with
established standards.
4) Take corrective action if
required.

9. • Vision is the perception of marketplace needs and
the methods an organization can use to satisfy them.
– Must be focused yet adaptable to changes
in the business environment.
• Long-term success is also tied to the ethical
standards that top executives set.
– High ethical standard can also encourage, motivate,
and inspire employees to achieve goals.
Setting A Vision and Ethical
Standards for Them

10. Importance of
Planning
• There are different types and levels of plans
• Organizations should have a
comprehensive planning framework.
– From mission statement to objectives and goals
– Narrow functional plans
• Plans outline the steps the company will
take to meet outlined goals and objectives.

11. Planning at Different
Organizational Levels

12. The Strategic
Planning Process

13. SWOT Analysis

14. • Decision making is the process of recognizing a
problem or opportunity, evaluating alternative
solutions, selecting and implementing an alternative,
and assessing the results.
• Programmed decision involves simple, common
problems with predetermined solutions.
• Nonprogrammed decision involves a complex,
unique problem or opportunity with important
consequences for the organization.
Managers as
Decision Makers

15. How Managers Make
Decisions

16. • Leadership is the ability to direct or inspire
people to attain organizational goals.
• Involves the use of influence or power.
• Three traits are common among many
leaders:
– Empathy
– Self-awareness
– Objectivity in dealing with others
Managers as
Leaders

17. Autocratic Leadership
Make decisions on own without
consulting employees.
Free-Rein Leadership
Leave most decisions to employees.
Democratic Leadership
Involve employees in decisions,
delegate assignments and ask
employees for suggestions.
Leadership Styles

18. Corporate Culture
Managerial philosophies,
communications networks, and
workplace environments and
practices all influence corporate
culture.
Corporate Culture
Organizations system of
principles, beliefs, and values.

19. Organizational
Structures
• Organization: structured grouping of people working together to
achieve common goals.
• Three key elements:
– Human interaction
– Goal-directed activities
– Structure

20. Organizational Chart

21. • Product departmentalization: organized based on the goods
and services a company offers.
• Geographical departmentalization: organized by geographical
regions within a country or, for a multinational firm, by region
throughout the world.
• Customer departmentalization: organized by the different
types of customers the organization serves.
• Functional departmentalization: organized by business
functions such as finance, marketing, human resources, and
production.
• Process departmentalization: organized by work processes
necessary to complete production of goods or services.
Departmentalization

22. Different Forms of
Departmentalization

23. • Delegation is the act of assigning work activities to subordinates.
– The responsibility and the necessary authority for completing the tasks.
– Employees have accountability, or responsibility for the results of the way
they perform their assignments.
– Authority and responsibility move down; accountability moves up.
• Span of management is the number of subordinates, or direct
reports, a supervisor manages.
• Centralization: decision making is retained at the top of the
management hierarchy.
• Decentralization: decision making is located at the lower levels.
Many firms believe it enhances their flexibility and responsiveness to
customer needs.
Delegating Work
Assignments

24. Line Organizations
• Oldest and simplest form; direct flow of authority from CEO
to subordinates.
• Chain of command indicates who directs which activities and
who reports to whom.
Types of Organization
Structures
Line-and-Staff Organizations
• Combines line departments and staff departments.
• Line departments participate directly in decisions that affect
the core operations of the organization.
• Staff departments lend specialized technical support.

25. Line and Staff
Organizations

26. • Authority and responsibility are in the
hands of a group of individuals.
• Often part of a line-and-staff structure.
• Often develop new products.
• Tend to act slowly and conservatively.
• Often make decisions by compromising
conflicting interests rather than choosing
best alternative.
Committee
Organizations

27. • Project management structure that links employees from
different parts of the organization to work together on specific
projects.
• Employees report to a line manager and a project manager.
Matrix Organizations
Advantages:
• Flexibility in adapting to
changes.
• Focus on major problems or
products.
• Outlet for empoyees’ creativity
and initiative.
Challenges:
• Integrating skills of many
specialists into a coordinated
team.
• Employee frustration and
confusion over reporting to two
bosses.

28. The Matrix
Organizations