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Transcript of Management1.6

  • 1. MANAGEMENT GROUP 1 Lena Affaneh, Paul Bujak, Lindsay Iwan, Ewa Jaszczyk, and Christianne Montgomery

2. Overview

  • Leadership
  • Decision Making
  • Organizational Culture and Design
  • Organizational Charting
  • Planning
  • Motivation
  • Controlling
  • Decision Making
  • Ethics

3. Management

  • A Brief A process that is used to accomplish organizational goals; that is, a process that is used to achieve what an organization wants to achieve. Overview of Management needs to be explained and defined.


  • Distinction between Management and Leadership
  • Perception in the past
  • Currently viewed in society
  • Leaders promote new directions; management implements them.

6. Leadership Styles 7. BEKNOWDO

  • BEa professional
  • BEa professional who possess good character traits
  • KNOWthe four factors of leadership
  • KNOWyourself
  • KNOWhuman nature
  • KNOWyour job
  • KNOWyour organization
  • DOprovide direction
  • DOimplement
  • DOmotivate


  • Is the system tasks, workflows, reporting relationships, and communication channels that link the diverse parts of an organization.
  • There are two types of structures in an organization:
  • Formal Structure
  • Informal Structure

10. Organizing- To create Structures Organizing- To create structures. -Divide up the work -Arrange resources -Coordinate activities Leading- To inspire effort Controlling- To ensure results Planning- To set the direction 11. Benefits of Structure

  • Structure dictates how objectives and policies will be established.
    • Objectives and policies established under a geographic organizational structure are couched in geographic terms.
    • Objectives and policies are stated largely in terms of products in an organization whose structure is based on product groups.
  • Structure dictates how resources will be allocated.
    • Ex.. if an organization structure is based on customer groups, then resources will be allocated in that manner.
    • If an organizations structure is set up along functional business lines, then resources are allocated by functional areas.

12. Strategy & Structure

  • Lead to changes in organizational structure.
    • Structure should be designed to facilitate the strategic pursuit of a firm and follow the strategy.
    • Without a strategy or a mission, companies find it difficult to design an effective structure.
  • Structure can and does influence strategy. Strategies formulated must be utilized and workable.
  • If a certain new strategy required massive structural changes it would be an attractive choice.
    • Structure can shape the choice of strategies.
      • This is by determining what types of structural changes are needed to implement new strategies and how these changes can be best accomplished.

13. Management & Structure

  • Organizing
    • Arranging people and your resources working together to accomplish a goal.
    • Involves both dividing up the tasks to be performed and coordinating results to achieve a common purpose.

14. Organizational Culture & Design

  • Competition, problems and opportunities in the market place require a flexible and well-integrated workforce in order to deliver high-quality products/services while achieving innovation for the future of the company.
  • The key to success is finding the best design to master the needs andchallenges of an organization.

15. Organizational Culture

  • System of shared beliefs and values that develop withinan organization
  • and guide the behavior of it members.
  • Shape Attributes.
  • Reinforce Common Beliefs.
  • Direct Behaviors.
  • Establish Performance Expectations.
  • Create Motivation.

16. Organizational Culture 17. Organizational Design

  • Bureaucratic Design
  • The process of aligning organizational structures and cultures to best serve the
  • organizations mission, strategy and objectives.
  • An organizational form that is based on logic, order and formal authority.
  • Adaptive Design (Organizational Design)
  • Clear-cut division of labor, strict hierarchy of authority, formal rules and procedures,
  • etc.
  • A culture that encourages worker empowerment and participation, a culture that
  • encourages worker empowerment and participation

18. Organizational Design

  • I.E stories, Heroes, Rites, Rituals, and Symbols.
  • The culture that is seen and heard when walking around and organization from
  • customers viewpoint.
  • Core Culture
  • Emphasize values, innovation, social responsibility, worker involvement, etc.
  • The culture that is seen and heard when walking around and organization from a
  • customersviewpoint.

19. Organizational Design 20. Organizational Charting

  • What type of Organization is it?
  • What is the Structure of the Organization?
  • How does this Structure Function?
  • Is this the appropriate Organizational Structure?

21. Types ofOrganizations Traditional

  • Functional Organization
  • Divisional
  • Matrix Structure

22. Functional Organization

  • Defined-Members with similar skills creating and performing like task while being grouped together.
  • Description- Each section whether finance, marketing, operations etc is in a silo of it own.
  • Each unit is works separately in achieving organizational goals.
  • In theory if each silo is doing its job then the business will be operating successfully.

23. Functional Chart 24. Advantages vs. Disadvantages

  • Advantages-
  • a. Efficient use with economies of scale.
  • b. Training and expertise consistent with assignments.
  • c. Quality of technical problem is high.
  • d. Training and development within function is superb.
  • e. One travels via one career path.
  • Disadvantages-
  • a. No communication, coordination or problem solving.
  • b. Each Function develops narrow view point.
  • c. Problems are referred to upper management slowsdecisions.
  • d. Responsibility of cost containment can be blurred.
  • e. Slow organization unable to move quickly to seizeopportunity.

25. Divisional Chart

  • Defined- Different departments work together on a similar product, task or customer.
  • Description- Groups work within similar tasks whether it be a process, geographic area. Finance, marketing, sales work within this unit.
  • Unit doesnt have silos but specific tasks.
  • Divisions allow companies that have basket approach to business limiting decline in an economy that is down.

26. Divisional Chart 27. Advantages vs. Disadvantages

  • Advantages-
  • a. Flexibility in responding to environmental changes.
  • b. Improved coordination among departments.
  • c.Responsibility is clear in regards to product orservice.
  • d. Focus of expertise is on specific customers, regions,or products.
  • e. Greater flexibility In diversification.
  • Disadvantages-
  • a. Economies of Scale is reduced.
  • b. Unhealthy competition between divisionsc. Divisions may not focus on the greater good oforganization.
  • d. Costs increase through duplications of resources.

28. Matrix Organization

  • Defined- Brings together Functional and divisional structure to emphasize project and program teams.
  • Heavy use of permanent cross functional teams integrate cross functional expertise within a divisional structure.
  • Members usually are part of two formal groups and have two bosses.
  • Teams are cross functional and work together in solving problems .

29. Matrix Organization 30. Advantages vs. Disadvantages

  • Advantages-
  • a. Large amounts of inter-functional cooperation.
  • b. Considerable amounts of flexibility in meeting changingdemands.
  • c. Customer service is championed.
  • d. Better accountability and performance through the usage ofproject Managers.
  • e. Improved problem solving at team level, because of bestinformation.
  • f. Strategy formulation by top brass is focused on because they arefreed from battling escalating issues.
  • Disadvantages-
  • a. Two boss system set for possible power struggle.
  • b. Task confusion can arrive because of two bosses.
  • c. Teams may have strong loyalties focusing inward no entireorganization.

31. Recent Developments

  • Besides the traditional forms newer structures have been formed.
  • Team Structures
    • a. Team whether permanent or temporary are used withouthierarchy.
  • b. There isnt a formal manager but a team lead
  • Network Structure
  • a. Relationships and work is done with outside contractors.
  • b. Organization small but has almost all items outsourced.
  • Boundary-less Structure
  • a. Combination of Team and Network structures.
  • b. Organization changing one day from the other.
  • These are the future of our respective organizations.

32. Motivation

  • Ability
  • Effort
  • Desire

33. Abraham Maslows Hierarchy of Needs 34. Frederick Herzbergs Two-Factor Theory

  • Motivators
  • Achievement
  • Recognition
  • Responsibility
  • Advancement
  • The work itself
  • Hygiene Factors
  • Salary
  • Supervision technical
  • Working conditions
  • Interpersonal relations
  • Company policies and administration

35. Decision Making

  • Identify the purpose of your decision
  • Gather information
  • Identify the principles to judge the alternatives
  • Brainstorm and list different possible choices
  • Evaluate each choice in terms of its consequences
  • Determine the best alternative
  • Put the decision into action/execute your plan
  • Evaluate the outcome of your decision and action steps

36. Planning

  • Planning: is the process of setting objectives and determining what should be done to accomplish them.

37. Steps in Planning Process

  • Step 1. Define your objectives
  • Step 2. Determine where you stand vis--visobjectives
  • Step 3. Develop premises regarding futureconditions.
  • Step 4. Analyze possible action alternatives
  • Step 5. Implement the plan and evaluateresults

38. Types of Planning

  • Strategic planning
  • Tactical planning
  • Contingency planning

39. Control

  • Controlling: is the process of measuring performance and taking action to ensure desired results

40. Steps in Control Process

  • Step 1. Establish objectives and standards
  • Step 2. Measuring actual performance
  • Step 3. Comparing results with objectivesand standards
  • Step 4. Taking corrective action

41. Types of Controls

  • Feed forward controls
  • Concurrent controls
  • Feedback controls

42. Ethics

  • What is Ethics?
  • Moral Principles that set standards of good or bad, or right, or wrong in a persons conduct or a firms conduct as a whole.

43. Four Views of Ethical Behavior Individualism view Does a decision or behavior promote ones long term self-interests? Moral-rights view Does a decision or behavior maintain the fundamental rights of all human beings?

  • Utilitarian view
    • Does a decision or behavior do the greatest good for the most people?

Justice View Does a decision or behavior show fairness and impartiality? 44. Ethics in Managements Decision Making

  • Recent Years has been growing recognition of the need to consider ethical issues in decision making.
  • Estimated that Two-Thirds of large firms have a code of ethics and 44% of larger firms provide some form of ethics training for their managers.
    • This interest in being ethical stems partly from a desire to avoid legal action.
  • Ethics training programs include statements from the top officer emphasizing the importance of ethical decision making, corporate code of ethics.

45. Conclusion

  • All topics involved are part of management
  • Not all are used on a daily bases.
  • If a manager is able to use and execute these subjects then they maybe considered good at managing.
  • Its an art not a science.