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Introduction
• Management - the process of achieving organizational goals through planning, organizing, leading, and controlling.
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The Four Functions of Management
• Planning - the forward-looking aspect of a manager’s job and it involves setting goals and objectives, and deciding how best to achieve the goals and objectives.
• Organizing - focuses on distributing and arranging human and nonhuman resources so that plans can be carried out successfully.
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The Four Functions of Management
• Leading - influencing others to carry out the work required to reach the organization’s goals.
• Controlling - the function that regulates certain organizational activities to ensure that they meet established standards and goals.
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Planning
• Involves deciding what to do and when, where, and how to do it.
• Focuses on future events and finding solutions to problems.
• Planning is ongoing.
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Planning
• Types of Planning– Strategic planning - long-term planning that
addresses an organization’s overall goals.
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Planning – Types
• Strategic planning (continued)– Occurs over a period of several years, and
includes:• Formulating objectives• Assessing past, current, and future conditions and
events• Evaluating the organization’s strengths and weaknesses• Making decisions about the appropriate course of
action
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Planning – Types
• Strategic planning (continued)– Typically done by leadership.– Guides development of the strategic and
operational plans.
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• Mission• Vision• Values• Strategic Goals
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Planning – Types
• Operational planning - short-term planning that focuses on the activities and actions required to meet the organization’s goals.– Deals with specific actions, expenditures, and
controls and with the timing of these activities in a formal, structured process.
– Typically done by midlevel managers.
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Planning – Types
• Project management - coordinates a set of limited-scope activities around a single program or intervention.– Requires setting goals and objectives and outlining the
project’s critical path• Critical path - the series of tasks and activities that will
take the longest time to complete.
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Organizing• The process by which carefully formulated plans are
carried out.• Managers arrange and group human and nonhuman
resources into workable units to achieve organizational goals.
• Organizing function includes:– Organization structures– Job design and analysis– Human resource management
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Organization Structures
• The formal pattern of interactions and activities designed by management to link the tasks of employees to achieve the organization’s goals.
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Organization Structures
• In developing structure, managers consider the following:– How to assign tasks and responsibilities.– How to define jobs.– How to group individual employees to carry out
certain tasks.– How to institute mechanisms for reporting on
progress.
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Organization Structures
• Organization charts– Give employees information about the major functions of
departments, relationships among departments, channels of supervision, lines of authority, and certain position titles within units.
– Help establish lines of communication and procedures.– Do not depict rigid systems.
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Organization Structures
• Departmentalization - the manner in which employees are clustered into units, units into departments, and departments into divisions or other larger categories.
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Organization Structures• Departmentalization (continued)– Span of control - the number of subordinates who report
directly to a specific manager.– Although the ideal span of control has not been identified,
some researchers argue that the range is about 5 to 25 employees, depending on the level of organization.
– Another method of coordinating an organization’s activities is through delegation or the assignment of part of a manager’s work to others.
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Organization Structures
• Line and staff relationships also help clarify an organization’s structure.– A person in a line position has direct responsibility for
achieving the organization’s goals and objectives.– Staff - commonly used to refer to the group of employees
who work in a particular unit or department.– An employee in a staff position assists those in line
positions.
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Job Design and Analysis
• Determining the various duties associated with each job in their area.
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Job Design and Analysis
• Job analysis - used to determine the purpose of a job, the skill set and educational background required to carry it out, and the manner in which the employee holding that job interacts with others.– The formal outcome of a job analysis is the preparation of
a job description.
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Job Design and Analysis
• Job description - a basis for rating and classifying jobs, setting wages and salaries, and conducting a performance appraisal.
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Sample job description
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Human Resource Management
• Staffing - the set of human resource activities designed to recruit individuals to help meet the organization’s goals and objectives.
• Recruitment - attracting applicants and hiring candidates.
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Human Resource Management
• Both direct methods...– media-based advertisements in newspapers, mailing
personalized letters to potential applicants
• and indirect methods...– holding training sessions for professionals
• can be used as recruitment strategies.
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Human Resource Management
• Affirmative action - all activities designed to ensure and increase equal employment opportunities for groups protected by federal laws and regulations.
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Human Resource Management
• Evaluating Job Performance– Evaluating job performance and providing
feedback to employees about their performance is essential to maintaining good working relationships and can occur informally at any time.
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Human Resource Management – Evaluating Performance
• Performance appraisal - a formal method of providing feedback to an employee that involves:– Defining the organization’s expectations for employee
performance.– Measuring, evaluating, and recording the performance
compared with those expectations.
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Human Resource Management – Evaluating Performance
• Keys to conducting a good performance appraisal interview:– Start with clear objectives.– Focus on observable behavior.– Avoid vague, subjective statements of a personal
nature.
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Leading
• The management function that involves influencing others to achieve the organization’s goals and objectives.
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Leading
• Motivating Employees– Set high standards and stick to them.– Put the right person in the right job.– Keep employees informed about their
performance.– Allow employees to be a part of the process.
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Leading• Communicating with Employees– A critical managerial activity.– Can take the form of both verbal communication and
written communication.– Being a good communicator means paying attention to
people and events, observing the nuances of nonverbal and verbal communication, and becoming a good listener.
– Open communication results from the daily use of certain techniques and skills that promote communication.
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Controlling
• The management function concerned with regulating organizational activities so that actual performance meets accepted organizational standards and goals.
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Controlling
• The control function involves:– Determining which activities need control– Establishing standards– Measuring performance– Correcting deviations
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Controlling
• Financial and Budgetary Control– Balance sheet - lists the organization’s assets and
liabilities.– Income statement - summarizes the organization’s
operations over a specific time period and lists revenues and expenses.
– The difference between revenues and expenses is the organization’s profit or loss.• a.k.a. the “bottom line”
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Controlling – Financial and Budgetary Control
• Financial control is typically managed through an operating budget.– Budgeting - the process of stating, in quantitative
terms, the planned organizational activities for a given period of time.
– Closely linked to planning.
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Controlling – Financial and Budgetary Control
• Managers who can justify their budget requests are more likely to be successful in appropriating funds for their program’s projects and activities.
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Controlling
• Information Control– The manager needs to collect, organize, retrieve, and
analyze many types of data and information.– Data - unanalyzed facts and figures.– Information - data that has been analyzed and processed
into a form that is meaningful for decision makers.
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Controlling – Information Control
• To be useful, information must be:– Relevant– Accurate– Timely– Complete– Concise
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Time Management
• Control Is Essential– Control - recognizing that it is easy to become
overwhelmed by the number of decisions we face about how we spend our time
– Taking control of your time means planning how you will spend it
– Planning starts with deciding what your priorities are
© 2006 Thomson-Wadsworth
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Time Management
• Quadrant II Is Where the Action Should Be– Quadrant I = activities that are both urgent and important
• Focusing constantly on these tends to lead to stress, burnout, and a sense that we are always putting out brushfires.
– Quadrant II = not urgent, but important• Highly effective people spend their time in Quadrant II activities
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Time Management
• Quadrant II (continued)– Quadrant III = urgent, but not important• Some people spend time in Quadrant III, thinking that
they are in Quadrant I. • Likely to feel out of control
– Quadrant IV = neither urgent nor important
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Time Management
• It’s as Easy as ABC– The first step in taking control of your time is
setting priorities– Write down all of the things you should
accomplish– Assign each item a priority of A, B, or C (A = top
priority)– Rank each activity within each category: A-1, A-2,
etc.
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Time Management
• The Top-10 Time Wasters– Telephone interruptions– Drop-in visitors– Meetings (scheduled and unscheduled)– Crises– Lack of objectives, priorities, and deadlines
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Time Management
• The Top-10 Time Wasters (continued)– Cluttered desk and personal disorganization– Ineffective delegation– Attempting too much at once– Indecision and procrastination– Lack of self-discipline
• Learn to Say No• Work Smarter, Not Harder