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© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 1
Understanding the Understanding the Functions and Roles of Functions and Roles of
ManagementManagement
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 2
Managerial FunctionsManagerial Functions
• Planning
• Organizing
• Leading
• Controlling
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 3
The Roles of The Roles of ManagementManagement
• Interpersonal
• Informational
• Decisional
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 4
Function 1: Planning Function 1: Planning
• Develop strategies for success
• Set goals and objectives
• Develop action plans
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 5
Strategic PlanningStrategic Planning
Market standing
Innovation
Human resources
Financial
resources
Physical resources
Productivity
Social responsibility
Financial
performance
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 6
Six-Step Planning Six-Step Planning ProcessProcess
• Develop a clear vision
• Create a mission statement
• Develop forecasts
• Analyze the competition
• Set goals and objectives
• Develop action plans
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 7
Clarity of VisionClarity of Vision
• Development
• Communication
• Modification
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 8
The Mission StatementThe Mission Statement
• Purpose
• Goals
• Philosophies
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 9
Managerial ForecastsManagerial Forecasts
• Qualitative forecasting
• Quantitative forecasting
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 10
Competitive AnalysisCompetitive Analysis
• Differentiation strategy
• Cost leadership strategy
• Focus strategy
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 11
Company Goals and Company Goals and ObjectivesObjectives
• Goals– Broad, long-range
• Objectives– Specific, short-range
• Benefits– Boosts motivation– Sets standards– Guides activity– Clarifies expectations
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 12
Action PlansAction Plans
• Tactical plans
• Operational plans
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 13
Crisis ManagementCrisis Management
• Minimize damage
• Maintain operations
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 14
Function 2: OrganizingFunction 2: Organizing
• Employee activities
• Facilities and equipment
• Decision making
• Supervision
• Resource distribution
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 15
The Management The Management PyramidPyramid
• Top managers
• Middle managers
• First-line managers
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 16
Function 3: LeadingFunction 3: Leading
• Influencing people
• Motivating people
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 17
Leadership SkillsLeadership Skills
• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skills
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 18
Leadership StylesLeadership Styles
• Autocratic
• Democratic
• Laissez-faire
• Contingency
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 19
Continuum of Leader Continuum of Leader BehaviorBehavior
• Manager makes decision
• Manager sells decision
• Manager presents ideas
• Manager makes tentative decision
• Manager presents problem
• Manager sets decision limits
• Employees make decision
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 20
Additional Leadership Additional Leadership FunctionsFunctions
• Coaching
• Mentoring
• Managing change
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 21
Corporate CultureCorporate Culture
• Company values
• People
• Communication
• Community involvement
• Employee performance
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 22
Function 4: ControllingFunction 4: Controlling
• Monitoring progress
• Resetting the course
• Correcting deviations
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 23
The Control CycleThe Control Cycle
• Set strategic goals1 . Set standards2 . Measure performance3 . Compare to standard4 . Inadequate take action–Correct performance–Reevaluate standards
4 . Adequate take no action
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 24
What Is Total Quality What Is Total Quality Management? Management?
• Employee involvement
• Customer focus
• Benchmarking
• Continuous improvement
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 25
Important Points of TQMImportant Points of TQM
• Create constancy of purpose for improvement
• Reject mistakes and negativism
• Cease dependence on mass inspection
• Do not award business on price alone
• Constantly improve production and service
• Institute training
• Institute leadership
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 26
Important Points of TQMImportant Points of TQM
• Drive out fear
• Break down barriers between units
• Eliminate slogans, exhortations, and targets
• Eliminate numerical quotas
• Remove barriers to pride in work
• Institute rigorous education and training
• Take action to accomplish the transformation
© Prentice Hall, 2004 Business In Action 2e Chapter 6 - 27
Management SkillsManagement Skills
• Interpersonal
• Technical
• Administrative
• Conceptual