copyright © 2009 pearson education canada6-1 chapter 6 understanding the functions and roles of...

Copyright © 2009 Pearson Education Canada 6-1

Chapter 6Chapter 6 Understanding Understanding

the Functions the Functions and Roles of and Roles of ManagementManagement


Managerial Managerial FunctionsFunctions

Planning

Controlling

Organizing

Leading


InformationalInformational

DecisionalDecisional

InterpersonalInterpersonal

The Roles ofThe Roles ofManagementManagement


Function 1: PlanningFunction 1: PlanningDevelop strategies

for successSet goals

and objectivesDevelop

action plans


Strategic PlanningStrategic Planning

• Market standing• Innovation• Human resources• Financial

resources

• Physical resources• Productivity• Social responsibility• Financial

performance


Six-Step Planning Six-Step Planning ProcessProcess

Develop a clear vision

1

Developforecasts

3

Goals and objectives

5

Mission Statement

2

Competitive analysis

4

Action plans6


Clarity of VisionClarity of VisionDevelopmentDevelopment

CommunicationCommunication

ModificationModification


The Mission StatementThe Mission Statement

Purpose Goals Philosophies

Productor Service

PrimaryMarket

Survival, Growth,Profitability

ManagerialPhilosophy

Level ofQuality

SocialResponsibility


Managerial ForecastsManagerial Forecasts

QualitativeQualitativeForecastingForecasting

QuantitativeQuantitativeForecastingForecasting

StatisticalStatisticalcomputationscomputations

IntuitiveIntuitivejudgmentsjudgments

ConsumerConsumerresearchresearch

HistoricalHistoricaldatadata


Competitive Competitive AnalysisAnalysisSWOTSWOTDifferentiation Differentiation

strategystrategyCost leadership Cost leadership

strategystrategy

Focus strategyFocus strategy


Company Goals andCompany Goals andObjectivesObjectives

Boosts MotivationBoosts Motivation

Guid

es A

ctiv

ityGu

ides

Act

ivitySets StandardsSets Standards

Clarifies ExpectationsClarifies Expectations

Broad, long-range Broad, long-range target or aimtarget or aim

GoalsGoals ObjectivesObjectives

Specific, short-range Specific, short-range Target or aimTarget or aim


Tactical Plans

Operational Plans

One-Three Years

Less Than a Year

MiddleManagers

First-Line Managers

Managem

entTi

me

Fram

e


Crisis ManagementCrisis Management

MaintainMaintainoperationsoperations

MinimizeMinimizedamagedamage

OpenOpencommunicationcommunication

Contingency Contingency plansplans


Function 2: Function 2: OrganizingOrganizing

Employee activitiesEmployee activities

Facilities and equipmentFacilities and equipment

Decision makingDecision making

SupervisionSupervision

Resource distributionResource distribution


The Management The Management PyramidPyramid

First-lineFirst-lineManagersManagers

MiddleMiddleManagersManagers

TopTopManagersManagers

President, CEO, VP •Make long-range plans•Establish policies•Represent the company






•Implement goals•Make decisions•Direct first-line managers

Controller, MarketingManager, Sales Manager






•Implement plans•Oversee workers•Assist middle managers

Office Manager, Supervisor, Foreman,Department Head


Function 3: Function 3: LeadingLeading

InfluencingInfluencingPeoplePeople

MotivatingMotivatingPeoplePeople


LeadershipLeadershipSkillsSkills

EmotionalEmotionalQuotient (EQ)Quotient (EQ)

Self-awarenessSelf-awareness

Self-regulationSelf-regulation

MotivationMotivation

EmpathyEmpathy

Social skillsSocial skills


ContingencyContingency

DemocraticDemocraticAutocraticAutocratic

Laissez-faireLaissez-faire

LeadershipLeadershipStylesStyles


Continuum of Leader BehaviorContinuum of Leader Behavior

Manager sells decision

Manager presents ideas

Manager makes tentative decision

Manager presents problem

Manager sets decision limits

Employees make decision

Manager makes decision Boss-centered

Employee-centered

Authority of Managers

Freedom for Workers


AdditionalAdditionalLeadership FunctionsLeadership Functions

CoachingCoaching MentoringMentoringManagingManagingChangeChange


Corporate CultureCorporate Culture

EmployeeEmployeeperformanceperformance CommunicationCommunication CommunityCommunity

involvementinvolvement

PeoplePeople CompanyCompanyValuesValues


Function 4: Function 4: ControllingControlling

Monitoring progress

Resetting the course

Correcting deviations


The Control CycleThe Control CycleSet strategicSet strategic

goalsgoals

4. Adequate 4. Adequate no actionno action

3. Compare3. Compareto standardto standard

4. Inadequate 4. Inadequate take actiontake action

1. Set 1. Set standardsstandards

2. Measure2. Measureperformanceperformance

ReevaluateReevaluatestandardsstandards

CorrectCorrectperformanceperformance


TotalTotalQuality ManagementQuality Management

Employeeinvolvement

Benchmarking

Customerfocus

Continuousimprovement


Important Points of TQMImportant Points of TQM• Create constancy of purpose • Adopt a new philosophy• Cease mass inspection• Create long-term relationships• Constantly improve • Institute training• Institute leadership


Important Points of TQMImportant 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


Management SkillsManagement Skills

InterpersonalInterpersonal

AdministrativeAdministrative

TechnicalTechnical

ConceptualConceptual

copyright © 2009 pearson education canada6-1 chapter 6 understanding the functions and roles of...

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