©2007 prentice hall 12-1 management functions and skills chapter 12

©2007 Prentice Hall12-1

Management Functions and Skills

Chapter 12

Chapter 12 Objectives

After studying this chapter, you will be able to:• Define the four basic management functions• Outline the strategic planning process• Explain the purpose of a mission statement• Discuss the benefits of SWOT analysis• Explain the importance of setting long-term

goals and objectives


Chapter 12 Objectives, cont.

• Cite three common leadership styles and explain why no one style is best

• Identify and explain four important types of managerial skills

• Summarize the six steps involved in the decision-making process


Managerial Functions


PlanningPlanning

ControllingControlling

OrganizingOrganizing

Leading Leading

Managerial Roles


InterpersonalInterpersonal

InformationalInformational

DecisionalDecisional

Planning


Develop StrategiesFor Success

Develop StrategiesFor Success

Set Goals andObjectives

Set Goals andObjectives

Develop ActionPlans

Develop ActionPlans

Strategic Plans


Market StandingMarket Standing

InnovationInnovation

Human ResourcesHuman Resources

Financial ResourcesFinancial Resources

Physical ResourcesPhysical Resources

ProductivityProductivity

Social ResponsibilitySocial Responsibility

Financial PerformanceFinancial Performance

Strategic Planning Process


Develop a Clear Vision


Vision to Mission Statement


Objectives Goals Philosophies

Productor Service

PrimaryMarket

Survival, Growth,Profitability

ManagerialPhilosophy

Level ofQuality

SocialResponsibility

SWOT


Strengths Weaknesses

Opportunities Threats

Forecasts


QualitativeQualitativeForecastingForecastingQualitativeQualitativeForecastingForecasting

QuantitativeQuantitativeForecastingForecastingQuantitativeQuantitativeForecastingForecasting

StatisticalStatisticalComputationsComputations

StatisticalStatisticalComputationsComputations

IntuitiveIntuitiveJudgmentsJudgments

IntuitiveIntuitiveJudgmentsJudgments

ConsumerConsumerResearchResearchConsumerConsumerResearchResearch

HistoricalHistoricalDataData

HistoricalHistoricalDataData

Competitive Analysis


DifferentiationDifferentiation

Cost LeadershipCost Leadership

FocusFocus

Company Goals / Objectives


Sets StandardsSets Standards

Boosts MotivationBoosts Motivation

Gui

des

Act

ivity

Gui

des

Act

ivity

Clarifies ExpectationsClarifies Expectations

Broad, Long-Range Broad, Long-Range Target or AimTarget or Aim

Broad, Long-Range Broad, Long-Range Target or AimTarget or Aim

GoalsGoals ObjectivesObjectivesObjectivesObjectives

Specific, Short-Range Specific, Short-Range Target or AimTarget or Aim

Specific, Short-Range Specific, Short-Range Target or AimTarget or Aim

Action Plans


TacticalTactical

OperationalOperational

Crisis Planning


Con

tinge

ncy

Plan

s Open

Com

munication

CorporatePower Struggles

EnvironmentalAccidents

OperationalBreakdowns

Product Failures

Organizing


Employee ActivitiesEmployee Activities

Facilities and EquipmentFacilities and Equipment

Decision MakingDecision Making

SupervisionSupervision

Resource DistributionResource Distribution

The Management Pyramid


First-line ManagersFirst-line Managers

Middle ManagersMiddle Managers

TopTopManagersManagers

Leading


InfluencingInfluencing

MotivatingMotivating

Obtaining Corporate Goals

Obtaining Corporate Goals

Are You a Leader?

• Can you listen?

• Can you communicate?

• Can you lead by example?

• Are you dedicated to the organization’s success above your own?

• Do you know what makes other people tick?

• Do you manage yourself well?


Are You a Leader?

• Are you willing to accept responsibility?

• Can you face reality?

• Can you solve problems but stay focused on opportunities?

• Are you willing to trust your employees?



LeadershipSkills

EmotionalQuotient (EQ)

Self-Awareness

Self-Regulation

Motivation

Empathy

Social Skills

Leadership Styles


AutocraticAutocratic

ContingencyContingency

DemocraticDemocratic

Laissez-faireLaissez-faire

Types of Leaders


Transactional Transformational

Meeting Established GoalsMeeting Established Goals

Clarifying Organizational RolesClarifying Organizational Roles

Securing Correct ResourcesSecuring Correct Resources

Inspiring EmployeesInspiring Employees

Finding Creative SolutionsFinding Creative Solutions

Promoting SuccessPromoting Success

Leadership Functions


CoachingCoaching MentoringMentoring

Meeting with employeesMeeting with employees

Discussing problemsDiscussing problems

Offering suggestionsOffering suggestions

Encouraging solutionsEncouraging solutions

Guiding employeesGuiding employees

Explaining office politicsExplaining office politics

Serving as role modelsServing as role models

Providing valuable adviceProviding valuable advice

Managing Change


PresentSituation

Processof Change

NewSituation

Identify WhatNeeds to Change

Identify ForcesFor and Against

Change

Select the BestApproach

Reinforce andMonitor Behavior

Organizational Culture


EmployeeEmployeeInteractionsInteractions

EmployeeEmployeeInteractionsInteractions

CommunicationCommunicationPatternsPatterns

CommunicationCommunicationPatternsPatterns

BusinessBusinessConductConduct

BusinessBusinessConductConduct

AttitudesAttitudesAbout WorkAbout Work

AttitudesAttitudesAbout WorkAbout Work

AppropriateAppropriateAttireAttire

AppropriateAppropriateAttireAttire

The Controlling Function


Monitoring Progress

Resetting The Course

Correcting Deviations

The Control Cycle


Set StrategicSet StrategicGoalsGoals

Set StrategicSet StrategicGoalsGoals

4. Adequate 4. Adequate No ActionNo Action

4. Adequate 4. Adequate No ActionNo Action

3. Compare3. CompareTo StandardTo Standard3. Compare3. CompareTo StandardTo Standard

4. Inadequate 4. Inadequate Take ActionTake Action

4. Inadequate 4. Inadequate Take ActionTake Action

1. Set 1. Set StandardsStandards

1. Set 1. Set StandardsStandards

2. Measure2. MeasurePerformancePerformance2. Measure2. Measure

PerformancePerformance

ReevaluateReevaluateStandardsStandardsReevaluateReevaluateStandardsStandards

CorrectCorrectPerformancePerformance

CorrectCorrectPerformancePerformance

TQM


EmployeeInvolvement

Benchmarking

CustomerFocus

ContinuousImprovement


ManagementManagementSkillsSkills

The Five BasicsThe Five Basics

InterpersonalInterpersonal

TechnicalTechnical

AdministrativeAdministrative

ConceptualConceptual

Decision-MakingDecision-Making

©2007 prentice hall 12-1 management functions and skills chapter 12

Documents

prentice hall

leading slide

tactical operational

corporate goals

company goals objectives

action plans

strategic plans

longterm goals