Understanding the Functions and Roles of Management. Managerial Functions. The Roles of Management. Organizing. Planning. Leading.

Transcription

1 Understanding the Functions and Roles of Management Prentice Hall, 2004 Business In Action 2e Chapter 6-1 Managerial Functions Planning Organizing Leading Controlling Prentice Hall, 2004 Business In Action 2e Chapter 6-2 The Roles of Management Decisional Informational Interpersonal Prentice Hall, 2004 Business In Action 2e Chapter 6-3 1

2 Function 1: Planning Develop Strategies for Success Set Goals and Objectives Develop Action Plans Prentice Hall, 2004 Business In Action 2e Chapter 6-4 Strategic Planning Market standing Innovation Human resources Financial resources Physical resources Productivity Social responsibility Financial performance Prentice Hall, 2004 Business In Action 2e Chapter 6-5 Six-Step Planning Process 1 Clarity of Vision 2 Mission Statement 3 Forecasting 4 Competitive Analysis 5 Goals and Objectives 6 Action Plans Prentice Hall, 2004 Business In Action 2e Chapter 6-6 2

3 Clarity of Vision Development Communication Modification Prentice Hall, 2004 Business In Action 2e Chapter 6-7 The Mission Statement Purpose Goals Philosophies Product or Service Primary Market Survival, Growth, Profitability Managerial Philosophy Level of Quality Social Responsibility Prentice Hall, 2004 Business In Action 2e Chapter 6-8 Managerial Forecasts Qualitative Forecasting Quantitative Forecasting Intuitive Judgments Consumer Research Historical Data Statistical Computations Prentice Hall, 2004 Business In Action 2e Chapter 6-9 3

4 Competitive Analysis Differentiation Strategy Cost Leadership Strategy Focus Strategy Prentice Hall, 2004 Business In Action 2e Chapter 6-10 Company Goals and Objectives Boosts Motivation Guides Activity Goals Broad, Long-Range Target or Aim Objectives Specific, Short-Range Target or Aim Sets Standards Clarifies Expectations Prentice Hall, 2004 Business In Action 2e Chapter 6-11 One-Three Years Tactical Plans Middle Time Frame Management Less Than a Year Operational Plans First-Line Prentice Hall, 2004 Business In Action 2e Chapter

5 Crisis Management Minimize Damage Maintain Operations Contingency Plans Open Communication Prentice Hall, 2004 Business In Action 2e Chapter 6-13 Function 2: Organizing Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution Prentice Hall, 2004 Business In Action 2e Chapter 6-14 The Management Pyramid Top Middle First-line Prentice Hall, 2004 Business In Action 2e Chapter

6 The Management Pyramid President, CEO, VP Top Make long-range plans Establish policies Represent the company Middle First-line Prentice Hall, 2004 Business In Action 2e Chapter 6-16 The Management Pyramid Controller, Marketing Manager, Sales Manager Top Implement goals Make decisions Direct first-line managers Middle First-line Prentice Hall, 2004 Business In Action 2e Chapter 6-17 The Management Pyramid Office Manager, Supervisor, Foreman, Department Head Top Implement plans Oversee workers Assist middle managers Middle First-line Prentice Hall, 2004 Business In Action 2e Chapter

7 Function 3: Leading Influencing People Motivating People Prentice Hall, 2004 Business In Action 2e Chapter 6-19 Self-Awareness Self-Regulation Leadership Skills Motivation Empathy Social Skills Emotional Quotient (EQ) Prentice Hall, 2004 Business In Action 2e Chapter 6-20 Autocratic Democratic Leadership Styles Laissez-faire Contingency Prentice Hall, 2004 Business In Action 2e Chapter

8 Continuum of Leader Behavior Manager Makes Decision Boss-Centered Manager Sells Decision Manager Presents Ideas Authority of Manager Makes Tentative Decision Manager Presents Problem Freedom for Workers Manager Sets Decision Limits Employees Make Decision Employee-Centered Prentice Hall, 2004 Business In Action 2e Chapter 6-22 Additional Leadership Functions Coaching Managing Change Mentoring Prentice Hall, 2004 Business In Action 2e Chapter 6-23 Corporate Culture People Company Values Employee Performance Communication Community Involvement Prentice Hall, 2004 Business In Action 2e Chapter

9 Function 4: Controlling Monitoring Progress Resetting the Course Correcting Deviations Prentice Hall, 2004 Business In Action 2e Chapter 6-25 Set Strategic Goals The Control Cycle 1. Set Standards 2. Measure Performance Reevaluate Standards Correct Performance 4. Inadequate Take Action 3. Compare To Standard 4. Adequate No Action Prentice Hall, 2004 Business In Action 2e Chapter 6-26 What Is Total Quality Management? Employee Involvement Customer Focus Benchmarking Continuous Improvement Prentice Hall, 2004 Business In Action 2e Chapter

10 Important Points of TQM Create constancy of purpose Adopt a new philosophy Cease mass inspection Create long-term relationships Constantly improve Institute training Institute leadership Prentice Hall, 2004 Business In Action 2e Chapter 6-28 Important Points of TQM Drive out fear Break down barriers Eliminate slogans and targets Eliminate numerical quotas Remove barriers to pride in work Institute education and training Take action and make changes Prentice Hall, 2004 Business In Action 2e Chapter 6-29 Management Skills Interpersonal Technical Administrative Conceptual Prentice Hall, 2004 Business In Action 2e Chapter