Chapter 11 Management Skills Management Skills. Chapter 11 Management Skills 2 Management Structures...
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Transcript of Chapter 11 Management Skills Management Skills. Chapter 11 Management Skills 2 Management Structures...
Chapter 11 Management Skills
Management Skills
Chapter 11 Management Skills 2
Management StructuresManagement Structures
Management is the process of reaching goals through the use of human resources, technology, and material resources.
To facilitate effective management, businesses are organized in two ways:
Vertically (Top, Middle, Supervisory-Level)
Horizontally
Types of Management Structures
Chapter 11 Management Skills 3
Management StructuresManagement Structures
Vertical Organization
Top management are those who make the planning decisions that affect the whole company.
Chief Executive Officer
President
Chief Operating Officer
Vice President
Chapter 11 Management Skills 4
Management StructuresManagement Structures
Vertical Organization
Middle management implements the decisions of top management.
•Communicate with and support supervisory-level managers
Supervisory-level management supervises the activities of employees who carry out the tasks determined by the plans of middle and top management. •Assign duties and evaluate the work of production or service employees
Chapter 11 Management Skills 5
Management StructuresManagement Structures
Horizontal organization involves self-managing teams that set their own goals and make their own decisions. •Management structure is organized by process instead of function and is customer-oriented
Horizontal Organization
Chapter 11 Management Skills 6
Management StructuresManagement Structures
Self-Managing Teams
•Instead of reporting up a chain of command, employees are organized into teams that manage themselves.
•Each team has an "owner“ (coach) who has ultimate responsibility for ensuring the team meets its goals.
Horizontal Organization
Chapter 11 Management Skills 7
Management StructuresManagement Structures
Organization by Process •Teams of people with different specializations are organized around processes, such as developing new products or providing customer support. •Team members share opinions, decisions, and responsibility for the team's success or failure.
Horizontal Organization
Chapter 11 Management Skills 8
Management StructuresManagement Structures
Customer Orientation
•Teams get their direction from the customer, rather than from management.
•Customer satisfaction should produce large profits, high productivity, and satisfied investors.
Horizontal Organization
Chapter 11 Management Skills 9
THINKING CRITICALLYTHINKING CRITICALLY
Would you feel more comfortable in a traditional company where you answered to only one supervisor or in a horizontal company where you have many people giving you feedback about your efforts? Compare the advantages of each organizational model, as you see them.
Chapter 11 Management Skills 10
Management FunctionsManagement Functions
All managers perform certain basic functions:
What Managers Do
planning
organizing
controlling
Chapter 11 Management Skills 11
Management FunctionsManagement Functions
Investigate All Options
All management functions involve making decisions. In order to reach wise decisions on complex questions, it’s important to consider all the options. A process like this can help assure that decision-makers not leave out important considerations. What could happen if the problem is not well defined at first? How will these steps help you make decisions in your own life?
Chapter 11 Management Skills 12
Management FunctionsManagement Functions
Planning
Planning involves deciding what will be done and how it will be accomplished.
•Good management planning is realistic, comprehensive, and flexible.
•Includes plans for the short- and long-range uses of people, technology, and material resources.
Chapter 11 Management Skills 13
Management FunctionsManagement Functions
Organizing
Organizing is a coordinated effort to reach a company's planning goals. It involves:
assigning responsibility
establishing working relationships
staffing
directing the work of employees
Chapter 11 Management Skills 14
Management FunctionsManagement Functions
This chart shows a company organized along traditional vertical lines. How would the chart differ if the company were organized horizontally?
Vertical or HorizontalPresident
Vice PresidentInformation
Systems
Vice PresidentResearch and DevelopmentDepartment
Vice PresidentManufacturing
Department
Vice PresidentMarketing Department
Vice PresidentAccounting
and Finance Department
Vice PresidentHuman
Resources Department
ManagerProduct Planning
ManagerMarketing Research
ManagerSales
ManagerAdvertising
and Promotion
Sales Regionsand
Representatives
Chapter 11 Management Skills 15
Management FunctionsManagement Functions
Controlling is the process of comparing what you planned with actual performance. It involves three basic activities:
Controlling
Setting standards.
Evaluating performance according to those standards.
Solving any problems revealed by the evaluation.
Chapter 11 Management Skills 16
Mission Statement
Management FunctionsManagement Functions
A mission statement is designed to outline the goals and values of a company. Do you think a mission statement helps inspire employees to do their best work for a company?
M I S S I O N S T A T E M E N T
ederal Express is committed to our PEOPLE-SERVICE-PROFIT
PHILOSOPHY. We will produce outstanding financial returns
by providing totally reliable, competitively superior global air-ground
transportation of high-priority goods and documents that require rapid,
time-certain delivery. Equally important, positive control of each
package will be maintained utilizing real-time electronic tracking and
tracing systems. A complete record of each shipment and delivery
will be presented without request for payment. We will be helpful,
Courteous, and professional to each other and the public. We will
Strive to have a satisfied customer at the end of each transaction.
David Bronczek
Chairman and CEO
F
Chapter 11 Management Skills 17
Management FunctionsManagement Functions
The most effective management techniques are usually a matter of common sense:
Effective Management Techniques
Give clear directions.
Train new employees well.
Be consistent.
Treat employees fairly.
Be firm when necessary.
Set a good example.
Delegate responsibility.
Foster teamwork.
Chapter 11 Management Skills 18
Management FunctionsManagement Functions
The more people feel appreciated, the harder they will work. Managers should:
Employee Motivation
Provide frequent feedback and yearly evaluations.
Identify goals and reward employees who contribute to those goals.
Reward smart work, not busy work.
Suggest ways to improve job performance.
Encourage creativity. Reward employee loyalty
by investing in continuing education for employees and promoting from within.
Chapter 11 Management Skills 19
Management FunctionsManagement Functions
The business world is expected to experience many changes in the 21st century, including:
Product life cycles will be shorter. There will be fewer projects led by one executive. Marketing and sales will continue to be the fast track
to top management. International experience will become increasingly important for advancement.
New technology and customer satisfaction will become greater priorities.
New leaders will be more culturally diverse.
Leadership in the 21st Century
Chapter 11 Management Skills 20
THINKING CRITICALLYTHINKING CRITICALLY
How could a manager's openness to suggestions from employees influence employee loyalty to a company?
Chapter 11 Management Skills
CONTROLLING
PLANNING
GOALS
LEADING
ORGANIZING
