management and leadership - ridgeview high...
TRANSCRIPT
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* Chapter
Seven
Management
and
Leadership
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
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* Four Functions
of Management
• Management -- The process used to accomplish
organizational goals through planning, organizing,
leading and controlling people and other
organizational resources.
WHAT IS MANAGEMENT? LG2
7-2
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* Managers’ Roles
Are Evolving
• Younger and more
progressive.
- Growing numbers of women.
- Fewer from elite universities.
• Emphasis is on teams and
team building.
• Managers need to be skilled
communicators and team
players.
TODAY’S MANAGERS
LG1
7-3
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* Four Functions
of Management
1. Planning
2. Organizing
3. Leading
4. Controlling
FOUR FUNCTIONS of
MANAGEMENT LG2
7-4
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*
• The lack of professional managers is keeping
U.S. companies from expanding rapidly in global
markets.
• Flexibility is the key to successfully expanding
abroad.
• Developing products to appeal to another market
is another way to be successful.
WE NEED MANAGERS HERE (Reaching Beyond Our Borders)
7-5
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* Planning &
Decision Making
• Vision -- More than a
goal, it’s a broad
explanation of why the
organization exists and
where it’s trying to go.
SHARING the VISION
LG3
7-6
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* Planning &
Decision Making
• Mission Statement -- Outlines the organization’s
fundamental purposes. It includes:
- The organization’s self–concept.
- Its philosophy.
- Long–term survival needs.
- Customer needs.
- Social responsibility.
- Nature of the product or service.
DEFINING THE MISSION
LG3
7-7
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* Planning &
Decision Making
• Goals -- The broad, long-term
accomplishments an
organization wishes to attain.
• Objectives -- Specific, short-
term statements detailing how
to achieve the organization’s
goals.
SETTING
GOALS and OBJECTIVES LG3
7-8
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* Planning &
Decision Making
• What is the situation now?
SWOT Analysis -- Analyzes the organization’s
Strengths, Weaknesses, Opportunities and Threats.
• How can we get to our goal from here?
- Strategic planning
- Tactical planning
- Operational planning
- Contingency planning
PLANNING ANSWERS
FUNDAMENTAL QUESTIONS LG3
7-9
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* Planning &
Decision Making
LG3
SWOT MATRIX
7-10
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* Planning &
Decision Making
• Follow the link
http://www.marketingteacher.com/swot/toysrus-
swot.html and read the SWOT for Toys “R” Us
• You and a partner discuss and record your responses
to questions.
Taking It To The Net (p. 198) LG3
7-11
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* Planning &
Decision Making
• Strategic Planning -- Done by top management
and determines the major goals of the organization
and the policies, procedures, strategies and
resources it will need to achieve them.
• Tactical Planning -- The process of developing
detailed, short-term statements about what is to be
done, who is to do it and how.
STRATEGIC and TACTICAL
PLANNING LG3
7-12
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* Planning &
Decision Making
• Operational Planning -- The process of setting
work standards and schedules necessary to
implement the company’s tactical objectives.
OPERATIONAL and CONTINGENCY
PLANNING LG3
• Contingency Planning -- The process of preparing
alternative courses of action
the firm can use if its primary
plans don’t work out.
7-13
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* Planning &
Decision Making
LG3
PLANNING FUNCTIONS
7-14
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*
• The original “Blue Men” manage over 500
employees; 70 are performers in 12 cities.
• Creators wrote a 132-page Blue Man manual helping
them understand the importance of managing growth.
I’D RATHER be BLUE (Spotlight on Small Business)
7-15
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* Decision Making:
Finding the Best
Alternative
• Decision Making -- Choosing among two or more
alternatives.
DECISION MAKING
LG3
7-16
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* Decision Making:
Finding the Best
Alternative
1. Define the situation.
2. Describe and collect needed information.
3. Develop alternatives.
4. Develop agreement among those involved.
5. Decide which alternative is best.
6. Do what is indicated.
7. Determine whether the decision was a good one
and follow up.
RATIONAL DECISION-MAKING
MODEL LG3
7-17
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* Decision Making:
Finding the Best
Alternative
• Problem Solving -- The process of solving the
everyday problems that occur; less formal than
decision making and needs quicker action.
• Problem-solving techniques include
brainstorming and PMI -- Listing all the pluses for a
solution in one column, all the minuses in another
and the implications in a third.
PROBLEM SOLVING
LG3
7-18
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* Progress
Assessment
• What’s the difference between goals and
objectives?
• What does a company analyze when it does a
SWOT analysis?
• What are the differences between strategic,
tactical and operational planning?
• What are the seven Ds in decision making?
PROGRESS ASSESSMENT
7-19
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* Organizing:
Creating a
Unified System
• Organization Chart -- A visual device that
shows relationships
among people and
divides the organization’s
work; it shows who
reports to whom.
ORGANIZATIONAL CHARTS
LG4
7-20
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* Organizing:
Creating a
Unified System
LG4
LEVELS of MANAGEMENT
7-21
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* Organizing:
Creating a
Unified System
• Top Management -- The highest level, consists
of the president and other key company executives
who develop strategic plans.
• Middle Management -- Includes general
managers, division managers, and branch and
plant managers who are responsible for tactical
planning and controlling.
• Supervisory Management -- Those directly
responsible for supervising workers and evaluating
daily performance.
MANAGEMENT LEVELS
LG4
7-22
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* Organizing:
Creating a
Unified System
• Chief Executive Officer (CEO) - Introduces change into an organization.
• Chief Operating Officer (COO) - Implements CEO’s changes.
• Chief Financial Officer (CFO) - Obtains funds, plans budgets, collects funds, etc.
• Chief Information Officer (CIO) - Gets the right information to the right people so
decisions can be made.
TOP MANAGEMENT
LG4
7-23
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*
• Technical Skills -- The ability to perform tasks in a
specific discipline or department.
MANAGERIAL SKILLS Tasks and Skills
at Different Levels
of Management
LG4
• Human Relations Skills -- Skills
that involve communication and
motivation; they enable managers
to work through and with people.
• Conceptual Skills -- Skills that
involve the ability to picture the
organization as a whole and the
relationship among its various
parts. 7-24
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* Tasks and Skills
at Different Levels
of Management
LG4
SKILLS NEEDED at VARIOUS
LEVELS of MANAGEMENT
7-25
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* Staffing: Getting
and Keeping the
Right People
• Staffing -- Recruiting, hiring, motivating and
retaining the best people available to accomplish the
company’s objectives.
• Recruiting good employees is critical.
• Many people are not willing to work at companies
unless they are treated well with fair pay.
STAFFING
LG4
7-26
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* Leading: Providing
Continuous Vision
and Values.
• Leaders must:
- Communicate a vision and rally others around that
vision.
- Establish corporate values.
- Promote corporate ethics.
- Embrace change.
- Stress accountability and responsibility
LEADERSHIP
LG5
7-27
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* Leading: Providing
Continuous Vision
and Values.
• Transparency -- The presentation of the company’s
facts and figures in a way that is clear and apparent
to all stakeholders.
ACCOUNTABILITY through
TRANSPARENCY LG5
7-28
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*
As a first-line manager, you have new information
that your department head hasn’t seen yet. The
findings of the report indicate your manager’s
plans should fail. If they do fail, you could be
promoted.
Will you give your department head the report?
What is the ethical thing to do?
What might be the consequences?
To SHARE or NOT to SHARE (Making Ethical Decisions)
7-29
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* Leadership
Styles
• Autocratic Leadership -- Making managerial decisions
without consulting others.
• Participative or Democratic
Leadership -- Managers and
employees work together to
make decisions.
• Free-Rein Leadership -- Managers set objectives and
employees are free to do
whatever is appropriate to
accomplish those objectives.
LEADERSHIP STYLES
LG5
7-30
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* Leadership
Styles
LG5
VARIOUS LEADERSHIP STYLES
7-31
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*
Source: CIO Magazine, www.cio.com.
NATURAL BORN LEADERS? Four Types of Executives
Rationalists Humanists
Politicists Culturists
Leadership
Styles
LG5
7-32
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* Empowering
Workers
• Progressive leaders give employees the
authority to make decisions on their own without
consulting a manager.
• Customer needs are handled quickly.
• Manager’s role becomes less of a boss and more
of a coach.
• Enabling -- Giving workers the education and tools
they need to make decisions.
EMPOWERMENT
LG5
7-33
*
*
Source: BusinessWeek, www.businessweek.com.
• Manage output instead of hours.
• Train workers to be ready for a more complex
corporate structure.
• Allow lower-level managers to make decisions.
• Use new technology to foster teamwork.
• Shift hiring emphasis to collaboration.
WORK SMARTER How to Ease Pressure on Workers
Empowering
Workers
LG5
7-34
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* Managing
Knowledge
• Knowledge Management -- Finding the right information,
keeping the information in a
readily accessible place and
making the information known
to every one in the firm.
MANAGING KNOWLEDGE
LG5
7-35
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* Controlling:
Making Sure it
Works FIVE STEPS of CONTROLLING
LG6
7-36
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*
Source: CFO Magazine, www.cfo.com.
• Do you have strategic initiatives that you have
not addressed?
• Do you often check on employees for quality
control?
• Do you often check on subordinates throughout
the day?
• Do you rarely take vacations?
• Is there a lot of turnover?
ARE YOU a MICROMANAGER? Controlling:
Making Sure it
Works
LG6
7-37
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* A Key Criterion
for Measurement:
Customer
Satisfaction
• Traditional forms of measuring success are
financial.
• Pleasing employees, stakeholders and customers
(both internal and external) are important.
• External Customers -- Dealers, who buy products
to sell to others, and ultimate customers (or end
users), who buy products for their own use.
• Internal Customers -- Individuals and units within
the firm that receive services from other individuals or
units.
MEASURING SUCCESS
LG6
7-38
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* Progress
Assessment
• How does enabling help achieve empowerment?
• What are the five steps in the control process?
• What’s the difference between internal and
external customers?
PROGRESS ASSESSMENT
7-39
Leading in a Leaderless Company
http://www.mhhe.com/business/management/nickels_9e/videos/ch7/player.html
Thinking It Over (p.199) You and a partner discuss and record your responses to questions 1-3.