Understanding the Management Process
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Transcript of Understanding the Management Process
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 1
Understanding the Management Process
Chapter
6
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 2
The Four Main Resources of Management
Managers coordinate an organization’s resources to achieve the goals of the organization.
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 3
Basic Management Functions
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 4
Planning• Establishing goals and deciding how to accomplish
them Mission
• A statement of the basic purpose that makes an organization different from others
– Example: Starbucks mission statement-– “To inspire and nurture the human spirit – one person,
one cup and one neighborhood at a time.”
Planning
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 5
Planning (cont.)
Establishing goals and objectives• Goal
– An end result that an organization is expected to achieve over a one- to ten-year period
– Example: We will be the world leader in laptop computers.
• Objective– A specific statement detailing what an organization
intends to accomplish over a shorter period of time
– Example: We will sell 1 million laptops by the end of the third quarter this year.
– Good objectives are specific, measurable, achievable and in writing.
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 6
Planning (cont.)
SWOT analysis• The identification and evaluation of a firm’s
– Strengths– Weaknesses– Opportunities– Threats
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 7
Organizing• The grouping of resources and activities to
accomplish some end result in an efficient and effective manner
Leading and motivating• Leading
– Influencing people to work toward a common goal
• Motivating– Providing reasons for people to work in the best
interests of an organization
Organizing, Leading
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 8
Controlling• Evaluating and regulating ongoing activities
to ensure that goals are achieved
Controlling
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 9
Levels of management• Top manager—guides and
controls the overall fortunes of an organization
• Middle manager—implements the strategy and major policies developed by top management
• First-line manager—coordinates and supervises the activities of operating employees
The coordinated effort of all three levels of managers is required to implement the goals of any company.
Kinds of Managers
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 10
Key Skills of Successful Managers
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 11
Key management skills• Conceptual skills
– Ability to think in abstract terms
• Analytic skills– Ability to identify problems, generate alternative
solutions, and select the best solution
• Interpersonal skills– Ability to deal effectively with other people
• Technical skills– Needed to accomplish a specialized activity
• Communication skills– The ability to speak, listen, and write effectively
Key Skills of Successful Managers (cont.)
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 12
The ability to influence others Leadership versus management-good leaders
don’t necessarily make good managers; good managers don’t necessarily make good leaders.
Formal leadership• Legitimate power of position is the
basis for authority
Informal leadership• Not recognized formally by the
organization authority
Leadership
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 13
Autocratic• A task-oriented style. Workers are told what to do
and how to do it. Workers have no say in the decision-making process.
Participative• Leaders consult workers before making decisions.
• All members of a team are involved in identifying goals and developing strategies to reach those goals.
– Example: Google co-founders, Larry Page and Sergey Brin
Entrepreneurial• A personality-based style. The manager seeks to inspire workers with a
vision. Is very passionate, enthusiastic, charismatic, a “visionary.”– Example: Steve Jobs of Apple
No one leadership style is best. Good managers match their style to the situation.
Styles of Leadership
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 14
Tips for Successful Leadership
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 15
Chapter Quiz
1. People in an organization are what type of resource?
A. MaterialB. InformationalC. InventoryD. HumanE. Financial
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 16
Chapter Quiz
2. In executing their functions, managers must first
A. organize activities.B. establish goals.C. motivate employees.D. evaluate activities.E. select employees.
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 17
Chapter Quiz
3. One type of leadership style is
A. Autocratic.B. CEO.C. Bullying.D. Negotiator.E. Bureaucratic.