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Foundations of Business 3e Pride, Hughes, & Kapoor.

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1 Foundations of Business 3e Pride, Hughes, & Kapoor

2 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 2 Understanding the Management Process Chapter6

3 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 3 Learning Objectives 1.Define what management is. 2.Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3.Distinguish among the various kinds of managers in terms of both level and area of management. 4.Identify the key management skills of successful managers. 5.Explain the different types of leadership. 6.Discuss the steps in the managerial decision-making process. 7.Describe how organizations benefit from total quality management.

4 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 4 The Four Main Resources of Management Managers coordinate an organization’s resources to achieve the goals of the organization.

5 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 5  The process of coordinating people and other resources to achieve the goals of an organization Material resources – The tangible physical resources an organization uses Human resources – The people who staff an organization and use the other resources to achieve the goals of the organization Financial resources – The funds an organization uses to meet its obligations to investors and creditors Information resources – The information about external business environmental conditions that a firm uses to its competitive advantage What Is Management?

6 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 6 Basic Management Functions

7 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 7  Planning Establishing organizational goals and deciding how to accomplish them  Mission A statement of the basic purpose that makes an organization different from others  Strategic planning The process of establishing an organization’s major goals and objectives and allocating the resources to achieve them Planning

8 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 8 Planning (cont.)  Establishing goals and objectives Goal – An end result that an organization is expected to achieve over a one- to ten-year period Objective – A specific statement detailing what an organization intends to accomplish over a shorter period of time Properly set goals are – Set at every level in the organization – Consistent with (supportive of) each other – Optimized (balanced) to reduce conflicts between goals

9 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 9 Planning (cont.)  SWOT analysis The identification and evaluation of a firm’s – Strengths – Weaknesses – Opportunities – Threats  Core competencies Approaches and processes that a company performs well and may give it an advantage over its competitors

10 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 10 Elements and Examples of SWOT Analysis

11 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 11  Types of plans Plan – An outline of the actions by which an organization intends to accomplish its goals and objectives Strategic plan – An organization’s broadest plan, a guide for major policy setting and decision making Tactical plan – A smaller-scale plan to implement a strategy Operational plan – A plan to implement a tactical plan Contingency plan – A plan of alternative courses of action if the organization’s other plans are disrupted or become ineffective Planning (cont.)

12 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 12 Types of Plans

13 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 13  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 Directing – The combined processes of leading and motivating Organizing the Enterprise

14 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 14  Controlling Evaluating and regulating ongoing activities to ensure that goals are achieved  Control function The Control Function

15 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 15  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

16 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 16  Other areas may have to be added, depending on the nature of the firm and the industry. Areas of Management Specialization

17 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 17  Financial managers Responsible for an organization’s financial resources  Operations managers Manage the systems that convert resources into goods and services  Marketing managers Responsible for facilitating the exchange of products between an organization and its customers or clients  Human resources managers Manage an organization’s human resources programs  Administrative managers (general managers) Not associated with any specific functional area; provide overall administrative guidance and leadership Areas of Management Specialization (cont.)

18 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 18 Key Skills of Successful Managers

19 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 19  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 Key Skills of Successful Managers (cont.)

20 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 20  Key management skills (cont.) Communication skills Ability to speak, listen, and write effectively Key Skills of Successful Managers (cont.)

21 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 21  The ability to influence others  Leadership versus management  Formal leadership Legitimate power of position is the basis for authority  Informal leadership Not recognized formally by the organization authority Leadership

22 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 22  Autocratic A task-oriented style. Workers are told what to do and how to do it, and they have no say in the decision-making process.  Participative All members of a team are involved in identifying essential goals and developing strategies to reach those goals.  Entrepreneurial A personality-based style. The manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders. Styles of Leadership

23 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 23  Matching style to the situation  Effective leadership depends on Interaction among the employees Characteristics of the work situation The manager’s personality Which Leadership Style Is Best?

24 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 24 Tips for Successful Leadership

25 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 25  The act of choosing one alternative from among a set of alternatives  Major steps in the managerial decision-making process Managerial Decision Making

26 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 26  Identifying the problem or opportunity Problem – The discrepancy between an actual condition and a desired condition Opportunity – A “positive” problem Problem-solving impediments – Preconceptions about the problem – Focusing on unimportant matters while overlooking significant issues – Analyzing symptoms rather than causes – Failing to look ahead Managerial Decision Making (cont.)

27 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 27  Generating alternatives Brainstorming – Encouraging participants to come up with new ideas “Blast! then refine” – Reevaluating objectives, modifying them if necessary, and devising a new solution to a recurring problem Trial and error  Selecting an alternative Satisficing – Choosing an alternative that is not the best possible solution, but one that adequately solves the problem Managerial Decision Making (cont.)

28 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 28  Implementing and evaluating the solution Requires time, planning, preparation of personnel, and evaluation of the results An effective decision removes the difference between the actual condition and the desired condition If a problem still exists, managers may – Decide to give the chosen alternative more time – Adopt a different alternative – Start the process all over again Managerial Decision Making (cont.)

29 © 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 6 | Slide 29  Total Quality Management (TQM) The coordination of efforts directed at – Improving customer satisfaction – Increasing employee participation – Strengthening supplier partnerships – Facilitating an organizational atmosphere of continuous quality improvement  Benchmarking—evaluating another organization that is superior in order to improve quality  Issues crucial to TQM Top management commitment Coordination of efforts Managing Total Quality


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