Management involves planning, organizing, leading and controlling activities to achieve organizational goals. The four types of planning are strategic, tactical, operational and contingency. Organizing establishes the organizational structure by grouping tasks, jobs and employees. Leadership styles like autocratic, participative and free rein influence corporate culture. [/SUMMARY]

1. PowerPoint Image Slideshow
Introduction to Business
Chapter 6 MANAGEMENT AND LEADERSHIP IN TODAY’S
ORGANIZATIONS

2. Learning Outcomes
1. What is the role of management?
2. What are the four types of planning?
3. What are the primary functions of managers in
organizing activities?
4. How do leadership styles influence a corporate culture?
5. How do organizations control activities?
6. What roles do managers take on in different
organizational settings?
7. What set of managerial skills is necessary for managerial
success?
8. What trends will affect management in the future?

3. Management
Process of guiding to attain organizational goals
• Development
• Maintenance
• Allocation of Resources

4. Managerial Process
• Anticipating potential problems or
opportunities and designing plans to deal
with them,
• Coordinating and allocating the resources
needed to implement plan
• Guiding personnel through the
implementation process,
• Reviewing results and making any
necessary changes.

5. Table 6.1 What Manager’s do and Why

6. Efficiency versus
Effectiveness
• View this video and think about the way you
tackle your daily list of things to do: Are you
being efficient, being effective, or both?
• First, remember the definitions from Section
6.1: Efficiency is using the least possible
amount of resources to get work done,
whereas Effectiveness is the ability to
produce a desired result.
• Then, review the additional detail from the
video: Efficiency is how fast and how well
you’re getting things done. Effectiveness is
about getting the right things done.

7. Efficiency versus
Effectiveness
1. Although these terms
are explained
somewhat differently,
the bottom line that
differentiates Efficien
cy and Effectiveness?
2. What could you
change now, and in
the future, to be both
more efficient and
effective?

8. Management is the process of guiding the
development, maintenance, and allocation
of objectives.
a. True
b. False
One of the basic functions of management is
controlling.
a. True
b. False
_____ is the process of guiding the
development, maintenance, and allocation
of resources needed to attain
organizational goals.
A. Functional coordination
B. Strategic planning
C. Tactical planning
D. Motivation
E. Management
Which of the following is NOT one of the
four functions of management?
A. Planning
B. Controlling
C. Organizing
D. Budgeting
E. Leadership
Management involves:
A. organizing
B. controlling
C. leadership
D. planning
E. all of the above

9. 1. What is the
role of
management?
• CONCEPT CHECK
• Define the term management.
• What are the four key functions of managers?
• What is the difference between efficiency and
effectiveness?

10. Planning is deciding what needs to be done
• Achieve organizational objectives,
• Identifying when and how it will be done,
• Determining who should do it.

11. Table 6.2
Types of
Planning

12. The Strategic
Planning Process
• This host for this video, Erica Olsen,
zeroes in on Strategic Planning using a
diagram or illustration to display on
one whiteboard the entire
process. View the video, review
Section 6.2, and then think about how
strategical planning is different from
the other types (tactical, operational,
contingency) discussed in this section
of the text, and summarized in Table
6.2.

13. The Strategic
Planning Process
1. Would you think, though, that
the various criteria across the
top of Table 6.2 would apply to
all industries and organizations
identically?
2. What about the other headers
on Table 6.2, would any of
these require modification
depending upon the industry,
organization or even the
geographic area of the world in
which they did business?

14. What Operational Planning problem do
these two pictures have in common?

15. Mission and
Vision Statement
• Write a clear vision and mission
statement.
• Vision statement—what is/are
your purpose, values, and
beliefs?
• Mission statement—what are
your aspirations of a company
and major goals?

17. Ben & Jerry’s
• To make, distribute and sell the finest quality
all-natural ice cream and euphoric concoctions
with a continued commitment to incorporating
wholesome, natural ingredients and promoting
business practices that respect the Earth and
the Environment

18. Statement of
purpose for the
organization?
• To make, distribute and
sell …all-natural ice cream
and euphoric
concoctions….

19. The business of the
organization’s
operations in product
and market terms
• Sell the finest quality all-
natural ice cream…with a
continued commitment to
incorporating wholesome,
natural ingredients…

20. Company’s
values and
priorities
Promoting business
practices that respect the
Earth and the
Environment.

21. Table 6.3 Twitter’s Mission, Values and Strategy
• The 3 Parts of a Company Mission Statement:
• Purpose
• Values
• Action

22. Planning is the process of deciding what needs to
be done to achieve organizational objectives;
identifying when and how it will be done and
determining by whom it should be done.
a. True
b. False
The short-range, detailed planning that
focuses on current operations is called
functional planning.
a. True
b. False
The world’s largest bank. Deutsche Bank set as its
objective to make its name more recognizable in
the United States. The success of its decision to
sponsor a PGA golf tournament to accomplish this
organizational objective will ultimately depend on
which management function?
A. Planning
B. Controlling
C. Organizing
D. Communicating
E. Leadership

23. An organization's _____ is its general purpose or
reason for existence.
A. concept
B. mission
C. tactic
D. business technique
E. corporate culture
_____ planning is short-range, detailed
planning that is based on long-range
planning. It typically has a time frame that
is less than one year long.
A. Tactical
B. Strategic
C. Hands-on
D. Procedural
E. Functional
Dean Jager is the supervisor of the volunteer
staff at the Booth Western Art Museum. He
makes the work assignments, determines
work schedules, and makes sure the museum
uses all its volunteer staff efficiently. Jager is
involved in _____ planning.
A. strategic
B. hands-on
C. functional
D. operational
E. procedural

24. 2. What are
the four
types of
planning?
• CONCEPT CHECK
• What is the purpose of planning,
and what is needed to do it
effectively?
• Identify the unique
characteristics of each type of
planning.

25. • Organizing
develops a
structure
• People
• Positions
• Departments
• Activities
Dividing up tasks
(Division of Labor)
Grouping Jobs & Employees
(Departmentalization)
Assigning Authority & Responsibilities
(Delegation)

26. Exhibit 6.3
The
Management
Pyramid
Develop Strategic
Plans
Long-Range Issues
Design &
Carry Out
Tactical Plans
Operational Plans
Ongoing Daily Activities

27. _____ is the process of arranging the structures
and relationships of human and material
resources to carry out an organization's plans.
A. Leadership
B. Organizing
C. Communicating
D. Planning
E. Controlling
Middle managers usually:
A. act as representatives to other firms
B. set overall goals and objectives
C. manage the employees on the assembly line
D. carry out plans and policies of top management
E. act as figureheads for the company
Most firms have three distinguishable levels of
management. They are:
A. low, middle, and chief
B. functional, middle, and staff
C. supervisory, middle, and top
D. operational, supervisory, and top
E. functional, operational, and strategic
The lowest level of management, which usually has
the most people to manage, is called _____
management.
A. top
B. middle
C. strategic
D. supervisory
E. functional

28. Top management usually performs all of the
following tasks EXCEPT:
A. establish long-range plans
B. formulate basic policies of operation
C. direct workers on the assembly line
D. develop strategic plans
E. review new product development
____ managers are the managers concerned with
implementing the plans and policies of top
managers and supervising lower-level managers.
A. Functional
B. Middle
C. Coordinating
D. Supervisory
E. Operational
Pele Arnaz is a plant foreman for a generator
manufacturer. He spends his day carrying out
operational plans for the ongoing daily activities of
the plant. Arnaz is a _____ manager.
A. functional
B. coordination
C. supervisory
D. middle
E. strategic
Manila Water, the provider of the water and
sewerage services in the capital of the Philippines
has purchased the government owned water and
sewerage system for the entire country. In terms of
the managerial hierarchy, its president Antonino
Aquino is in _____ management.
A. functional
B. coordination
C. supervisory
D. middle
E. top

29. 3. What are
the primary
functions of
managers in
organizing
activities?
•CONCEPT CHECK
•Explain the managerial
function of organizing.
•What is the managerial
pyramid?

30. Five Primary Sources of Power

31. Are Leaders Born or Made?

32. Table 6.4
Leadership Styles
of Managers

33. Facebook's
Sheryl Sandberg
• Chances are you are a user of
Facebook, perhaps occasionally,
although for most people, Facebook
is their social media platform of
choice. Watch the interview with
Facebook’s Chief Operating Officer
(COO), Sheryl Sandberg. Then
identify what you think is the
leadership style of this powerful
corporate executive, perhaps using
Table 6.4 as a good guide to decide.

34. Facebook's Sheryl Sandberg
1. Do you think Sandberg is more Autocratic, Participative
or Free Rein?
2. Is there anything else you learned about Sandberg’s
approach to leadership?
3. What about Sandberg’s thoughts on women and
leadership?

35. _____ is the process of guiding and motivating
others toward the achievement of organizational
goals.
A. Leadership
B. Communications
C. Power
D. Influence
E. Management
Which of the following is NOT one of the five key
types of power?
A. Reward
B. Expert
C. Referent
D. Legitimate
E. Influential
Stuart McFarland is sales manager for a hotel. His job
entails leading, motivating, and communicating with
employees. McFarland’s main management activity
is:
A. organizing
B. controlling
C. communicating
D. planning
E. leadership
Two co-workers at Nortel came up with an idea for
renting software over the Internet. Nortel’s top
management liked the idea and set up a special
division called Channelware devoted to taking the
idea and making a new product. The ability of the
Nortel top management to create this new division
and assign employees to it is a result of their
having _____ power.
A. coercive
B. conceptual
C. referent
D. legitimate
E. influential

36. Airline stewards in China will remove someone
from the plane if they attempt to bring their
own food with them. Instead, passengers must
buy the food sold on the plane. The
stewardesses have been given _____ power to
deal with passengers who won't obey the rules.
A. influential
B. referent
C. reward
D. legitimate
E. coercive
Medical diagnostic equipment specialist Georgiana
Rutland was asked to attend a medical conference
in which the attendees discussed new uses for
laser technology in diagnosing certain types of
cancer. Rutland exerted considerable influence
over the decisions to adopt the laser technology
because of her _____ power.
A. expert
B. legitimate
C. referent
D. controlling
E. coercive
Jack Welch, former CEO of General Electric, was
known by his employees as “Bloody Jack” because of
the downsizing and restructuring he insisted the
company do if its various departments were unable
to achieve organizational goals. Knowing this
nickname, you can assume that Welch used _____
power to accomplish his goals for GE.
A. controlled
B. coordinating
C. coercive
D. conceptual
E. innate
Among managers there are three distinctive
leadership styles. They are:
A. autocratic, open-door, and democratic
B. competitive, autocratic, and group-centered
C. committee, open-door, and closed-door
D. autocratic, participative, and free-rein
E. free-rein, democratic, and group-centered

37. 4. How do leadership styles influence a corporate
culture?
• CONCEPT CHECK
1. How do leaders influence other people’s
behavior?
2. How can managers empower employees?
3. What is corporate culture?

38. Process of assessing the
organization’s progress toward
accomplishing its goals.
Control Mechanisms
Can you think of control
mechanisms
• In your life?
• In an organization?
Rules & regulations
Budget
Employee Evaluations
Employee Sales Quotas
Quality Standards
Corporate Culture

39. Exhibit 6.5 The Control Process

40. _____ is the process of ensuring that the
organization's objectives are being met and of
correcting deviations from the plan.
A. Planning
B. Leadership
C. Controlling
D. Staffing
E. Communicating
The first step in controlling is to:
A. take corrective action
B. measure performance against standards
C. monitor goals
D. explain the meaning of goals
E. establish performance standards
Feedback is an important part of which function of
management?
A. Planning
B. Coordinating
C. Controlling
D. Leadership
E. Organizing
All of the following are elements of controlling
EXCEPT:
A. setting performance standards
B. subordinating
C. monitoring performance standards
D. measuring performance standards
E. feedback

41. 5. How do organizations control activities?
• CONCEPT CHECK
1. Describe the control process.
2. Why is the control process important to the
success of the organization?

42. Informational Roles Interpersonal Roles Decisional Roles
Information gatherer, an
information distributor, or
a spokesperson
Various interactions with
other people.
• Think like an
entrepreneur
• Make decisions
• Resolve conflicts
• Negotiate
compromises.
Managers’ Roles

43. Table 6.5 The Many Roles Manager’s Play in an Organization,
continued

44. Table 6.5 The Many Roles Manager’s Play in an Organization

45. Exhibit 6.7 The Decision-Making Process

46. Balanced Scorecard
• This video describes the
Balanced Scorecard, a popular
and useful control technique that
directly ties into the strategy of
an organization. View this video
and then try to fill in some of the
specific areas found in the
following four control criteria
that are included in a balanced
scorecard.

47. Balanced Scorecard
1. What is the Balanced Scorecard method of control, and
what specific areas are included in this analytical way to
evaluate performance against established metrics?
2. What needs to be measured in each of these so it can then
be controlled?
•Financial:
•Customer:
•Internal processes:
•Learning and growth:

48. The three basic roles of management are:
A. informational, educational, and operational
B. educational, operational, and intrapersonal
C. interpersonal, decisional, and informational
D. decisional, operational, and interpersonal
E. interpersonal, intrapersonal, and
informational
When manager Mariah Pitner delivered the
company's financial report to local bankers and
analysts, she was acting in a(n) _____ role.
A. decisional
B. interpersonal
C. intrapersonal
D. strategic
E. informational
As an informational manager, Lia Morris would do all
of the following EXCEPT:
A. seek advertising information from various
newspapers
B. transmit a magazine article to subordinates
C. release information to people outside the firm
D. direct and counsel subordinates in daily activities
E. read news releases about the competition
When John Mackey, CEO of Whole Foods Markets,
hosted a fundraising event in his role as honorary
chairman of the national People for the Ethical
Treatment of Animals (PETA) organization, he is
fulfilling his _____ managerial role.
A. informational
B. decisional
C. liaison
D. interpersonal
E. coordinational

49. Allocation of resources, approval of projects, and
authorization of budgets are all activities that a
manager performs in his or her _____
management role.
A. interpersonal
B. functional
C. decisional
D. coordinating
Managers typically follow five steps in the decision-
making process. The first step is to:
A. gather information
B. evaluate the strengths and weaknesses of
potential decisions
C. recognize or define the problem or opportunity
D. establish a budget
E. create organizational goals
Textron Corporation is establishing a legal division.
The newly appointed head of the division is
organizing, hiring people, and operating the division.
This division head is performing a(n) _____
management role.
A. decisional
B. informational
C. intrapersonal
D. functional
E. educational
According to the Sports Business Journal, Levy Restaurants is the
leading purveyor of premium food at major sports venues. Levy
has fed the masses at the Super Bowl, the Grammys, the
Kentucky Derby, and the NBA All-Star Game. It catered last year's
World Series and the MTV Video Music Awards, plus hundreds of
regular-season games of football, baseball, basketball, hockey,
and NASCAR races. So when the company purchased 150 pounds
of steak and chicken, eighty pounds of noodles, ingredients for 48
gallons of shrimp bisque, 400 sushi rolls, and 25 pounds of
jambalaya and succotash, it was more than likely a _____
decision.
A. cultural
B. programmed
C. supervisory
D. precedented
E. nonprogrammed

50. 6. What roles do
managers take on in
different
organizational
settings?
• CONCEPT CHECK
• What are the three types of managerial roles?
• Give examples of things managers might do when
acting in each of the different types of roles.
• List the five steps in the decision-making process.

54. Communication
Analysis
Creative Thinking Leadership
Conceptual
Skills
Problem
Solving

55. Exhibit 6.8 The Importance of Managerial Skills at Different
Management Levels

56. The specialized knowledge and ability that a
person brings to a job, such as computer
programming, is called a(n) ______ skill.
A. hierarchical
B. technical
C. functional
D. subordinate
E. tactical
Alysha Johnson is a manager who communicates
effectively, successfully motivates and leads her
workers, and allows them leeway in making
decisions. Copeland is said to have good:
A. functional techniques
B. manners
C. human relations skills
D. technical skills
E. strategic techniques
All of the following are human relations skills EXCEPT:
A. effective communication
B. ability to work with people
C. sensitivity to workers' needs
D. willingness to let subordinates make decisions
E. ability to program a computer
The ability to view an organization as a whole, to
understand how the various parts fit together, and
how it relates to other organizations is a(n) _____
skill.
A. conceptual
B. strategic
C. tactical
D. organizational
E. hierarchical

57. Tawna Reed was hired for a top managerial
position in Nike Corporation because she had
creative ability and a good overall feel for the
athletic shoe industry. Reed is said to have good
_____ skills.
A. human relations
B. technical
C. conceptual
D. strategic
The specialized knowledge and ability that a person
brings to a job, such as computer programming, is
called a(n) ______ skill.
A. hierarchical
B. technical
C. functional
D. subordinate
E. tactical
Kent Huston is a middle manager at a management
consulting company. He has the ability to negotiate,
impress the right people, and make the right
connections. Huston has _____ skills.
A. human relations
B. conceptual
C. technical
D. functional
E. developmental
According to the Sports Business Journal, Levy
Restaurants is the leading purveyor of premium food
at major sports venues. It has chefs that specialize in
the preparation of various foods working at different
sports venues. For the Super Bowl, Levy flew in
more than two dozen of its chefs from venues to
prepare food to feed the Super Bowl crowd. The
chefs had the necessary _____ skills.
A. hierarchical
B. technical
C. functional
D. subordinate
E. tactical

58. 7. What set of managerial skills is necessary for
managerial success?
• CONCEPT CHECK
1. Define the basic managerial skills.
2. How important is each of these skill sets at
the different levels of the management
pyramid?

59. Table 6.6 Lessons Leaders Learned about Managing Crises

60. Table 6.6 Lessons Leaders Learned about Managing Crises,
continued

61. Table 6.6 Lessons Leaders Learned about Managing Crises,
continued

62. Managerial Skills
• Indeed is a well-known job portal Indeed has
a series of videos about a number of career-
related subjects. This particular video
features a woman named Victoria Slavic who
shares how she obtained her job at
Southwest Airlines. In the process of telling
this story, you will learn about this woman’s
management skills that she credits with the
successful attainment of a goal at her
previous employer.
• After watching Victoria Slavic relate the way
she motivated her team in order to reach
what she stated in the video was an
ambitious goal, review Exhibit 6.8 from
Section 6.7 in the text.

63. Managerial Skills
1. What specific managerial skills did she use?
Conceptual? Technical? Human Relations?
2. Can you offer an example of something from the video
that she said or did which made you suggest that
managerial skill was being utilized?

64. _____ skills refer to a manager's ability to
operate in diverse cultural environments.
A. Global management
B. Human relations
C. Professional
D. Diversity
E. Cultural
No matter what the crisis, there are some basic
guidelines managers should follow to minimize
the negative outcomes. Which of the following is
an example of one of those guidelines?
A. Managers should avoid any direct contact with
the press.
B. Managers should release ambiguous
statements to the media to give them time to
assess the problem.
C. Managers should ask for help if it is needed.
D. Managers should take their time so they can
have a thorough understanding of the crisis and
have all the information on how to handle it at
their fingertips.
E. All of the above statements about examples of
guidelines for dealing with crises.
Which of the following is NOT a current trend in
management and leadership?
A. the need to prepare for crisis management
B. increasing need for global management skills
C. the growing use of information technology
D. increasing dependence on autocratic leadership
E. outside directors

65. 8. What trends will affect management in the
future?
• CONCEPT CHECK
1. How can information technology aid in
decision-making?
2. What are three principles of managing
multinational cultures?
3. Describe several guidelines for crisis
management.
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