Chapter 13December 1, 2008

Bell Activity•Chapter 11

▫What are the 4 functions of management?▫What are the 5 job responsibilities of

supervisors?•Chapter 12

▫List the 4 powers available to managers.▫Identify 5 important human relation skills▫List three different leadership styles.

▫Will be entered for a grade.

Chapter 13 – Planning & Organizing•Learning Expectations

▫Justify the value of planning a business▫Differentiate between the 2 levels of

planning▫Provide examples of 7 planning tools for

managers▫Identify 4 characteristics 0f a good

organization.▫Define 2 traditional types and 2 newer

types of organizational structure.

Chapter 13 – Planning & Organizing•Focus

▫Do you feel that you are an effective planner?

▫Give an example of a situation in which you had to plan?

▫How do you go about planning? What tools do you use?

▫What are the benefits and problems with planning?

Chapter 13 – Planning & Organizing•Planning Concept •Organizing

Concept

Review the list of terms on P. 345 and decide which terms belong under “Planning” and which terms belong under “Organizing”

Chapter 13 – Planning & Organizing•Answer “Review Facts” P.345-346 # 1-15.

▫Turn in when completed▫Go over at end of class.

•Homework – Discuss Ideas – Odd questions only. ▫Due at beginning of period Wednesday.

Chapter 13 – Planning & Organizing•12/3/2008 - Bell Activity

▫A high school teacher prepared the following bulletin board for her Business Principles and Management class while studying “Planning and Organizing.”

▫On your notes from Chapter 12, comment on the meaning of the board.

Plan Ahead

Reminders•Go over homework in class

•Book check

•Semester test will be over Ch 11-14

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Chapter 13 Planning and

Organizing

Lesson 13.1 The Planning FunctionGoals•Recognize the importance of planning to

business success.•Differentiate between strategic and

operational planning.

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Chapter 13 Planning and

Organizing

Levels of Planning•Strategic planning — long-term planning

that provides broad goals and direction for the entire business ▫Developing new product or building new factory▫SWOT -

•Operational planning — short-term planning that identifies specific activities for each area of the business▫How work will be done, who, what resources▫Budgets, inventory, training, marketing plan

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Chapter 13 Planning and

Organizing

Strategic Planning

Time Out!•Do you believe that long range plans

should be developed in businesses where economic conditions and competition are changing very rapidly?

YES NO

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Chapter 13 Planning and

Organizing

Lesson 13.2 Using Planning ToolsGoals•Identify the characteristics of effective

goals.•Describe several planning tools and how

they are used.

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Chapter 13 Planning and

Organizing

Establishing DirectionGoal — specific statement of a result the

business expects to achieveEffective goals:

▫must be specific and meaningful▫must be achievable▫should be clearly communicated▫should be consistent with each other and

with overall company goals

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Chapter 13 Planning and

Organizing

Planning Tools• Budget — specific financial plan• Schedule — time plan for reaching objectives• Standard — specific measure against which

something is judged• Policies — guidelines for making decisions

regarding specific, recurring situations• Procedures — steps to be followed for

performing certain work• Research — carefully collected information on

the way jobs are performed

Apply•Rewrite the following statement and make

it a goal.

▫The woman's accessories department needs to increase sales this month.

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Chapter 13 Planning and

Organizing

Lesson 13.3 The Organizing FunctionGoals•Describe factors that managers should

consider when organizing work.•Discuss how the characteristics of good

organization contribute to a more effective work environment.

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Chapter 13 Planning and

Organizing

Organization Chart

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Chapter 13 Planning and

Organizing

Characteristics of Good Organization• Responsibility (obligation to do an assigned

task) and authority (right to make decisions about assigned work and make assignments to others)

• Accountability — obligation to accept responsibility for outcomes of assigned tasks

• Unity of command — principle that no employee reports to more than one supervisor at a time or for a particular task

• Span of control — number of employees any one manager supervises directly

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Chapter 13 Planning and

Organizing

Lesson 13.4 Developing Effective OrganizationsGoals•Describe the strengths and weaknesses of

four types of organizational structures.•Make recommendations for improving

business organization.

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Chapter 13 Planning and

Organizing

Types of Organizational Structures• Line organization (Example P. 339)

▫All authority and responsibility can be traced in a direct line from top exec. down to lowest emp.

• Line-and-staff organization (Example P. 341)▫Managers have direct control over the units and

employees they supervise but have access to spec.• Matrix organization (Example P. )

▫Workers in temporary teams to complete specific projects. Assigned based on skills

• Team organization (Example P. 339)▫Self-directed work teams - permanent

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Chapter 13 Planning and

Organizing

Improving Business Organization• Centralized organization —

▫ traditional structure in which a few top managers do all major planning and decision making

• Decentralized organization — ▫ structure in which a business is divided into

smaller operating units and unit managers have almost total responsibility and authority for the operation of their units

• Flattened organization — ▫ structure with fewer levels of management than

traditional structures

Analyze Information•P. 347 # 2 – Can complete as a group.

Homework - Friday

•P. 348-349 Select either Case 13-1 or Case 13-2 and answer the questions.▫Be prepared to discuss in class.▫When you finish, you may get on the

internet and read today's news•Hand back Papers

13-1▫1. The major problem is being able to

produce enough products to meet expected orders.

▫Other problems are the way in which decisions are made, reliable sources of supply, and a possible labor strike.

▫2. Problems have resulted from poor planning and the lack of communication and coordination among managers.

▫3. General and specific goals should be developed. They should be set and agreed upon