1. CHAPTER OBJECTIVES MANAGEMENT FUNCTIONS AND DECISION MAKING nDefine the four functions of management. nDifferentiate between management and non- management employees and the various levels of management. nDescribe the five major job responsibilities of supervisors. nIdentify how managers use information and business research in their work. nOutline the steps in an effective decision-making process. 1111

2. NATURE OF MANAGEMENT nMany E’ees think they can do a better job than the managers for whom they work nHowever, when presented with the decision of whether to move into mgm’t, they find the decision difficult to make nTo make the decision easier – need to understand mgm’t and the work they do nTraining programs offered by E’er nLess risk; greater opportunity for E’ees to be successful

3. NATURE OF MANAGEMENT nManagers make things happen nGet an original idea and find the best way to implement it nManagers are responsible for the success or failure of a business nThere are a number of activities a manager must perform nManagement definition: process of accomplishing the goals of an org. through the effective use of people and other resources

4. NATURE OF MANAGEMENT nManagement activities nPlanning – analyze info and make decisions about what needs to be done nOrganizing – determine how plans can be accomplished most effectively nImplementing – carry out the plans nControlling – evaluate results nComplex process nMust make decisions every day – product, marketing, personnel and finance

5. NATURE OF MANAGEMENT nManagement and non-management employees nManager – completes all 4 mgm’t functions regularly; authority over other jobs and people nSupervisor – 1st level; main job is to direct work of employees; work most directly with E’ees nMid-manager – completes all 4 mgm’t functions but spends most of the time on 1 mgm’t function-- training, finance, planning nExecutive – top-level; work with other mgrs. And not so much directly w/ E’ees.; spends almost all of the time on mgm’t functions

6. SUPERVISION nSupervisors are selected from the most experienced and most skilled workers nDevote most of their time to implementing nWork directly with E’ees nNeed to create a work environment that motivates E’ees to do their best nEffectiveness of a supervisor is based on the quality of the work from E’ees; efficient use of co.’s resources; and satisfaction of the E’ees.

7. SUPERVISION nResponsibilities of supervisors nCommunicate goals and directions of management to employees nExplain employee concerns and ideas to management nEvaluate and improve employee performance nEncourage employees to do their best work nUse resources efficiently

8. SUPERVISION nDay-to-day management nResponsible for the work of each E’ee nResponsible for the planning, organizing, implementing and controlling the daily work nWork schedules nID tasks to be done nWho will complete each project nDo a lot of work in a little time nSet priorities nQuality control – it is done right? nCommunicate and follow up on it

9. SUPERVISION nImproving supervisory skills nCompanies provide formal training programs nManagement classes – all week nAttending near by colleges for management classes nJob shadow another manager nMentor program

10. USING MANAGEMENT INFORMATION nManagement information systems nEvery company needs such a system nReduces the am’t of time spent on controlling activities nComputers are used to monitor performance

11. USING MANAGEMENT INFO nBusiness research nNeed to research to make a good decision nMarketing and product research - common areas nHuman resource and employee motivation studies nMost research is done by the business itself nResearch departments are common in large companies/organizations nSmaller companies use nResearch centers nFaculty members of universities nGovernment nTrade/professional associations

12. USING MANAGEMENT INFO nDecision making nAll levels make decisions nTop-level - new products/new markets nMid-level - new ways to organize work; use of technology; improved procedures nSupervisors - daily operations nProblems and decision making nProblem - difficult situation requiring a solution nGood and poor solutions

13. USING MANAGEMENT INFO nSteps in problem solving nIdentify the problem nSymptom - sign or indication something appears to be a problem nHeadache - symptom nProblem - illness, cold, high blood pressure nList possible solutions nAnalyze the solutions nSelect the best solution

14. USING MANAGEMENT INFORMATION nManagement information systems nBusiness research nDecision making nProblems and decision making nSteps in problem solving nIdentify the problem nList possible solutions nAnalyze the solutions nSelect the best solution

15. nReview Facts n1,2,3,4,5,11,14 nDiscussion Ideas n4, 7 nReport on Manager -- due Mon.