Chapter 6 Leading and Controlling(1).pptx
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This document discusses leadership, control, and management. It covers types of power, theories of leadership including path-goal theory and charismatic leadership. It defines control as monitoring and correcting activities to ensure goals are met. The purposes of control are to adapt to change, limit errors, cope with complexity, and minimize costs. Control occurs at multiple levels and involves establishing standards, measuring performance against standards, considering corrective actions if needed.
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SOURCES
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https://nikhilhurria.sastiwebsite.com/index.php/2023/09/13/management-audit-in-janakpuri/
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The document discusses cultural intelligence and cultural dimensions that are important for organizations to consider. It explains that cultural intelligence is an individual's ability to adapt to unfamiliar cultures. It also describes key cultural dimensions such as power distance, uncertainty avoidance, and individualism vs collectivism. Additionally, it discusses how the concept of time can vary across monochronic and polychronic cultures. The document emphasizes the importance of understanding different cultural factors that can influence organizations and their management.definition and functions of management
Management involves directing and coordinating the work of others to efficiently achieve organizational goals. It includes five core functions: planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies. Organizing determines how work will be done and who will do it. Staffing involves recruiting and maintaining staff. Leading motivates people. Controlling monitors progress to ensure plans are followed. Management aims to maximize efficiency in resource use and effectiveness in goal achievement.
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The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
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The document discusses the nature and types of organization structures. It describes a formal organization as having well-defined jobs, authority, and accountability. An informal organization arises spontaneously from interpersonal relationships. The document contrasts key differences between formal and informal organizations, such as how formal organizations are deliberately created by management to achieve objectives, while informal organizations emerge to provide social and psychological satisfaction. Formal organizations are larger in size and follow rules and hierarchies, whereas informal organizations are smaller and communication flows through informal channels.
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The document discusses criteria for classifying phases of economic development, including means of livelihood, extent of economic activity, and medium of exchange. It provides examples of how people obtained food through hunting and fishing in early phases, transitioned to farming and ownership of land, and now rely on manufacturing companies using machinery. Economic activity expanded from satisfying needs within families to relations between families and grouping of villages. Exchange evolved from direct bartering of goods and services to using stable objects as money and eventually incorporating credit through promises of future payment.
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Chapter 2 the firm and its environment
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Organization and management 1
For references purposes only of the students in Taytay SHS taking Organization and Management specialized subject
Definition and function of management
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
Planning at Different Level in the Firm
Strategic planning involves long-term goals at the top level of an organization. Tactical planning refers to middle-level procedures that transform strategic plans into specific goals. Operational planning involves routine tasks at the lower levels. Managers at different levels can provide input to strategic plans, which must align with organizational goals. CEOs ensure open communication and awareness across all levels.
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This document introduces management and organizations. It defines management as the process of coordinating work activities to achieve goals efficiently and effectively through others. Managers perform functions like planning, organizing, leading, and controlling. They take on roles like interpersonal, informational, and decisional roles. Managers need skills such as technical, human, and conceptual skills. They must manage organizations as open systems that interact with their environments. The document also discusses why studying management is important as most people have managerial responsibilities or report to managers.
Organizational structure design
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Organization and management 2 Management Function
Management involves planning work, organizing resources, leading people, and controlling processes. The document outlines the key functions of management - planning, organizing, staffing, leading, and controlling - and instructs students to match words with each function as an activity. It also reminds students of classroom rules and assignments.
Principles of Management Chapter 6 Directing
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Chapter 3 - Planning
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
Chapter 4 organizing
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
Functions, roles and skills of manager
This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
Staffing (Organizational Management)
This presentation is about the business staffing.
SOURCES
https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
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https://nikhilhurria.sastiwebsite.com/index.php/2023/09/13/management-audit-in-janakpuri/
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- 1. Chapter 6 Leading and Controlling
- 2. Introduction
- 3. Continued
- 6. Continued
- 7. Continued
- 8. Expert Power
- 10. Continued
- 11. Continued
- 12. Continued
- 13. Continued
- 14. ⚫ Leader Behavior: the most fully developed version o path-goal theory identifies 4 kinds of leader behavior. Directive leader behavior Supportive leader behavior Participative leader behavior Achievement-oriented leader behavior Situational Factors: Subordinates’ personal characteristics Environmental Characteristics Continued
- 15. Continued
- 17. ⚫ Robert House first proposed the theory of charismatic leadership and the theory suggests that charismatic leaders are likely to have a lot of confidence, a firm conviction in their beliefs and ideals and a strong need to influence people. ⚫ Three elements of charismatic leadership: The leaders need to be able to envision the future, set high expectations, and model behaviors consistent with meeting those expectations. The leaders must be able to energize others through a demonstration of personal excitement, personal confidence, and patterns of success. The leaders enable others by supporting them, empathizing with them, and expressing confidence in them. Continued
- 18. Continued
- 19. Control is the regulation of organizational activities so that some targeted element of performance remains within acceptable limits. Without this regulation, organizations have no indication of how well they are performing in relation to their goals. Control helps organizations cope with changes and complexity. According to Heinz Weihrich and Harold Koontz, “Controlling is the management function of measuring and correcting individual and organizational performance to ensure that events conform to plans”. According to Ricky W. Griffin , “Controlling is the process of monitoring and correcting ongoing activities to facilitate goal attainment”. In fact, controlling determines what is being accomplished—that is, evaluating the performance and, if necessary, taking corrective measures so that the performance takes place according to plans. Controlling
- 20. Control provides an organization with ways to adapt to environmental change, to limit the accumulation of errors, to cope with organizational complexity, and to minimize costs. Purposes of Control
- 21. Figure 20.1: The Purpose of Control
- 22. The Nature of Control in Organizations (cont’d) ⚫Types of Controls ◦ Areas of Control 🞄Physical resources—inventory management, quality control, and equipment control. 🞄Human resources—selection and placement, training and development, performance appraisal, and compensation. 🞄Information resources—sales and marketing forecasts, environmental analysis, public relations, production scheduling, and economic forecasting. 🞄Financial resources—managing capital funds and cash flow, collection and payment of debts.
- 23. Figure 20.2: Levels of Control
- 24. Figure 20.3: Steps in the Control Process
- 25. ⚫Steps in the Control Process (cont’d) ◦ Establish standards 🞄Control standard—a target against which subsequent performance will be compared. ◦ Should be expressed in measurable terms. ◦ Should be consistent with organizational goals. ◦ Should be identifiable indicators of performance. ◦ Measure performance 🞄Performance measurement is a constant, ongoing process. 🞄Performance measures must be valid indicators (e.g., sales, costs, units produced) of performance. The Nature of Control in Organizations (cont’d)
- 26. ⚫Steps in the Control Process (cont’d) ◦ Compare performance against standards 🞄Define what is a permissible deviation from the performance standard. 🞄Utilize the appropriate timetable for measurement. ◦ Consider corrective action 🞄Maintain the status quo (do nothing). 🞄Correct the deviation to bring operations into compliance with the standard. 🞄Change the standard if it was set too high or too low. The Nature of Control in Organizations (cont’d)