The document discusses the key functions of management which include planning, organizing, leading, and controlling resources to achieve organizational goals efficiently. It provides details on each function such as planning involving objectives, goals, and plans. Organizing involves defining roles and coordinating resources. Leading styles include trait, transformational, and charismatic approaches. Monitoring or controlling involves checking performance against budgets, targets, costs, and quality. Motivation is discussed in relation to Maslow's hierarchy of needs. Industry sectors and globalization/localization strategies are also summarized.

1. FUNCTIONS OF MANAGEMENT

2. Managers –
– The people responsible for supervising the use of
an organization’s resources to meet its goals

3. • The planning, organizing, leading, and
controlling of human and other resources
to achieve organizational goals effectively
and efficiently
• Resources include people, skills, know-how and
experience, machinery, raw materials,
computers and IT, patents, financial capital, and
loyal customers and employees

5. PLANNING
• Objective – A clear specific measuring post
indicating progress towards achieving a short
term goal.
• Goal – An overall or longer term aim providing
focus for day to day activities
• Plan – projected courses of action aimed at
achieving future objectives – they provide clear
goals and map the activities needed to achieve
them effeceintly and effectively – they are the
propellers of an aeroplane or rudder of a ship

6. • Planning is critical for business – we have to organise
our day’s, weekly, monthly, yearly and long range
activities.
• Planning gives us direction and helps identify and
focus important issues for business.
• Gap Analysis – see hand out
• Values
• Vision
• Mission
• SWOT Analysis
• Strategic Plans

7. ORGANISING
• What is organising? –
• It is defining roles, responsibilities and
arranging and coordinating the resources
needed to successfully carry out plans – Right
People in the Right Seat in the BUS called
BUSINESS

8. STAFFING
• What is staffing? –
• People are a hotel’s most valuable resource – the
hotel needs the right people to be attracted to join it
– then it is recruiting, training to do their jobs
effectively and treating them well to retain them.
• Losing employees is easy – recruiting is twice as hard
– Let’s do a costing of recruitment?
• Disney’s recruitment policy – what is most critical – Is
it recruiting or training?

9. LEADING
•
Leadership is about achieving business goals through the work of others
David Karpin
•
Trait Approach – focusses on personal qualities such as height,
intelligence, genetic etc
• Transformational Approach – leads the organisation in new direction
through leaders talent and drive
• Charismatic Approach – leads through personal magnetism, charm and
other qualities – Eg Steve Jobs of Apple Computers, JW Marriott of
Marriott Hotels
• Narcisstic Approach – leads through personal skills, magnetic attraction
and also are distrustful of others and consider themselves invincible – Eg
Napolean, Bill Gates,

10. MONITORING
• How are we doing?
• Are we operating within the budget?
• Are we meeting our targets?
• It is keeping an eye on how the business is
doing – checking on budgets, materials, costs,
staff, revenues, quality, safety measures etc

11. GOOD MANAGER
• Listening , comprehension,
vision , understanding, critical,
conecting with the reality and
close with people

12. Bad boy
• 1. the manager who doesn’t know how to do
his job
• 2. the manager who doen’t want to do his job
• 3. the manager who doesn’t care

13. Defining Motivation
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
Key Elements
Key Elements
1. Intensity: how hard a person tries
1. Intensity: how hard a person tries
2.
2.
3.
3.
Direction: toward beneficial goal
Direction: toward beneficial goal
Persistence: how long a person tries
Persistence: how long a person tries
© 2005 Prentice Hall Inc. All rights reserved.
6–13

14. Maslow’s Hierarchy of Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.
Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.
Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.
© 2005 Prentice Hall Inc. All rights reserved.
E X H I B I T 6–1
E X H I B I T 6–1
6–14

15. The Lewis Model was constructed by Richard
Lewis for purposes of culture classification
The model aims to promote “harmony through
understanding”
The model classifies cultures into three main
types:
- Linear-active
- Multi-active
- Reactive

16. The Lewis Model: Basic
Characteristics
Multi-active:
Linear-active:
- Warm
- Cool
- Emotional
- Factual
- Impulsive
- Decisive Planners
- Talkative
Reactive:
-Courteous
-Amiable
-Accommodating
-Compromiser
-Good Listener

17. 3 examples of sectory
• Primary: oil, potato farms , wood
• Secondary: computers, electronic, chemical,
vehicle manufacturing,
• Tertiary: restaurants or hotel, retailing,
airlines.

18. Glocalization.
• A combination of the words "globalization" and
"localization" used to describe a product or service
that is developed and distributed globally, but is also
fashioned to accommodate the user or consumer in
a local market. This means that the product or
service may be tailored to conform with local laws,
customs or consumer preferences. Products or
services that are effectively "glocalized" are, by
definition, going to be of much greater interest to
the end user.

19. steps
•
•
•
•
•
•
•
1. raw materials, extraction
2. desing.
3. manufacture.
4. storage
5. transports
6. retailers
7. consumer

20. Una cadena de suministro está formada por todas aquellas partes
involucradas de manera directa o indirecta en la satisfacción de la solicitud
de un cliente. La cadena de suministro incluye no solamente al fabricante y
al proveedor, sino también a los transportistas, almacenistas, vendedores
al detalle (o menudeo) e incluso a los mismos clientes. Dentro de cada
organización, como la del fabricante, abarca todas las funciones que
participan en la recepción y el cumplimiento de una petición del cliente.
Estas funciones incluyen, pero no están limitadas al desarrollo de nuevos
productos, la mercadotecnia, las operaciones, la distribución, las finanzas
y el servicio al cliente.