Presentation on theme: "Management Roles, Functions, and Skills"— Presentation transcript:
1Management Roles, Functions, and Skills Chapter 7
2Chapter 7 Objectives After studying this chapter, you will be able to: Explain the importance of management and identify the three vital management roles.Describe the planning function and outline the strategic process.Describe the organizing function and differentiate among top, middle, and first-line management.
3Chapter 7 Objectives Cont. Describe the leading function, leadership style, and organizational culture.Describe the controlling function and explain the four steps in the control cycle.Identify and explain five important types of managerial skills.
6Managerial Roles Interpersonal roles: Management is largely a question of getting work accomplished through the efforts of other people. Including;Providing leadership to employeesBuilding relationshipsActing as a liaison between groups and individuals both inside and outside the company12-66
7Managerial Roles Informational roles: Managers spend a fair amount of time gathering information from sources both inside and outside the organization. They also distribute information to employees, other managers, and other stakeholders.12-77
9Managerial Roles Decisional roles: From deciding how to respond to a customer complaint to deciding whether to acquire another company or develop a new product line, managers up and down the organizational ladder face an endless stream of decisions.12-99
10The Planning FunctionPlanning: Establishing objectives and goals for an organization and determining the best ways to accomplish them.Develop Strategiesor SuccessSet Goals andObjectivesDevelop ActionPlans
12Define Mission, Vision, and Values Mission Statement A brief statement of why an organization exists; in other words, what the organization aims to accomplish for customers, investors, and other stakeholdersVision Statement A brief and inspirational expression of what a company aspires to beValues StatementA brief articulation of the principles that guide a company’s decisions and behaviors
15Develop Forecasts Qualitative Forecasting Quantitative Forecasting IntuitiveJudgmentsConsumerResearchHistoricalDataStatisticalComputationsQualitative ForecastsBased on intuitive judgmentsQuantitative Forecasts:Typically based on historical data or tests and often involve complex statistical computations
17Establishing Goals and Objectives Boosts MotivationBroad, Long-RangeTarget or AimGoalsObjectivesSpecific, Short-RangeGuides ActivitySets StandardsClarifies Expectations
18Establishing Goals and Objectives SpecificMeasurableAttainableRelevantTime limitedSMART
19Develop Action PlansTactical Plans: Plans that define the actions and the resource allocation necessary to achieve tactical objectives and to support strategic plans.Operational Plans: Plans that lay out the actions and the resource allocation needed to achieve operational objectives and to support tactical plans.
21Facilities and Equipment Resource Distribution OrganizingOrganizing: The process of arranging resources to carry out the organization’s plans.Employee ActivitiesFacilities and EquipmentDecision MakingSupervisionResource Distribution12-2121
23The Management Pyramid (cont.) Top Managers: Those at the highest level of the organization’s management hierarchy. Responsible for setting strategic goals, and they have the most power and responsibility in the organization.Middle Managers: Those in the middle of the management hierarchy. They develop plans to implement the goals of top managers and coordinate the work of first-line managers.First-line Managers: Those at the lowest level of the management hierarchy. They supervise the operating employees and implement the plans set at the higher management levels.
24LeadingCognitive Intelligence: Involves reasoning, problem solving, memorization, and other rational skills.Emotional Intelligence: Measure of a person’s awareness of and ability to manage his or her own emotions.Social intelligence: Involves looking outward to understand the dynamics of social situations and the emotions of other people, in addition to your own.
28Leadership Tasks Coaching Mentoring Meeting with employees Discussing problemsOffering suggestionsEncouraging solutionsGuiding employeesExplaining office politicsServing as role modelsProviding valuable advice
29Managing Change Identify What Needs to Change Identify Forces PresentSituationProcessof ChangeNewSituationIdentify WhatNeeds to ChangeIdentify ForcesFor and AgainstChangeSelect the BestApproachReinforce andMonitor Behavior
30Organizational Culture Organizational Culture: A set of shared values and norms that support the management system and that guide management and employee behavior.Company ValuesPeopleCommunityCommunicationEmployeePerformance
33The Controlling Function Controlling: The process of measuring progress against goals and objectives and correcting deviations if results are not as expected.Monitoring ProgressResetting The CourseCorrecting Deviations
34The Controlling CycleStandards: Criteria against which performance is measuredBenchmarking: Collecting and comparing process and performance data from other companies
35Crisis Planning Contingency Plans Communication Open Corporate Power StrugglesEnvironmentalAccidentsOperationalBreakdownsProductFailures
36Essential Management Skills Interpersonal Skills: Skills required to understand other people and to interact effectively with them.Technical Skills: The ability and knowledge to perform the mechanics of a particular job.Administrative Skills: Technical skills in information gathering, data analysis, planning, organizing, and other aspects of managerial work.Conceptual Skills: The ability to understand the relationship of parts to the whole.Decision Making Skills: The ability to identify a decision situation, analyze the problem, weigh the alternatives, choose an alternative, implement it, and to evaluate the results.
38Applying What You’ve Learned Explain the importance of management and identify the three vital management rolesDescribe the planning function and outline the strategic planning processDescribe the organizing function and differentiate among top, middle, and first-line management
39Applying What You’ve Learned (cont.) Describe the leading function, leadership style, and organizational cultureDescribe the controlling function and explain the four steps in the control cycleIdentify and explain five important types of managerial skills