management class 16 bus 20 section 72192 thursday 10-20-11
TRANSCRIPT
![Page 1: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/1.jpg)
Management
Class 16BUS 20 Section 72192
Thursday 10-20-11
![Page 2: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/2.jpg)
Management DefinedManagement Defined
• Management is a Process [actually a series of Processes]
• To achieve organizational objectives• By using resources• Effectively and efficiently • In a changing environment
6-2
![Page 3: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/3.jpg)
Interrelated Functions of ManagementInterrelated Functions of Management
![Page 4: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/4.jpg)
Manager’s Responsibility: Making Manager’s Responsibility: Making People Efficient and EffectivePeople Efficient and Effective
![Page 5: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/5.jpg)
Importance of Management Functions to Importance of Management Functions to Managers in Each LevelManagers in Each Level
![Page 6: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/6.jpg)
PlanningPlanning
Managers set goals and determine Managers set goals and determine the best way to achieve themthe best way to achieve them
6-6
Exploring Business © 2009 FlatWorld Knowledge
![Page 7: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/7.jpg)
Types Of PlansTypes Of Plans
StrategicStrategic Long-termLong-term Overall course of actionOverall course of action Established by upper-level managersEstablished by upper-level managers Implemented by managers at all levelsImplemented by managers at all levels
TacticalTactical Shorter termShorter term Specify activities/resources needed to implement strategic Specify activities/resources needed to implement strategic
plansplans
Operational- Detailed action steps taken to implement tactical Operational- Detailed action steps taken to implement tactical plans and strategic planplans and strategic plan
Contingency – defined courses of action to be taken in the Contingency – defined courses of action to be taken in the event that the original plan changesevent that the original plan changes
Crisis Management – action plans outlining steps to be taken in Crisis Management – action plans outlining steps to be taken in the en=vent of a crisisthe en=vent of a crisis
6-7
Exploring Business © 2009 FlatWorld Knowledge
![Page 8: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/8.jpg)
Where Planning StartsWhere Planning Starts
• Objectives – The ends or results desired by the
organization and are derived from the organization’s mission
• Mission– The statement of an organization’s
fundamental purpose and basic philosophy
![Page 9: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/9.jpg)
Developing & Implementing Plans
The Means The End Mission – What is a
company’s business? It’s how you reach your vision. It’s the passion behind the company
Strategy – the broad plan. The “how” to achieve a goal or objective
Tactics – actions taken to fulfill a strategy, the ways strategies are executed
Vision – What do we want to become? How does the company see itself? It’s measured by results.
Goal – the end toward which effort is directed
Objectives – specific, measurable actions achieved by what actions you take.
![Page 10: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/10.jpg)
Business Planning
![Page 11: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/11.jpg)
A properly organized business plan supports Itself like a pyramid.
For a company’s overall vision, there is a defined mission
For each goal, there are objectives Every objective has a strategy
Each strategy employs tactics to achieve it
The Business Planning Pyramid
![Page 12: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/12.jpg)
Strategic PlanningStrategic Planning
1)1) Mission StatementMission Statement
2)2) Core Values/BeliefsCore Values/Beliefs
3)3) SWOTSWOT [assessment of company’s [assessment of company’s strengths, weaknesses, strengths, weaknesses,
opportunities & threats]opportunities & threats]
4)4) Tactical/Operational PlansTactical/Operational Plans
5)5) Contingency & Crisis PlansContingency & Crisis Plans
establishing an overall course of actionestablishing an overall course of action
6-12
Exploring Business © 2009 FlatWorld Knowledge
![Page 13: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/13.jpg)
Mission StatementMission Statement
Describes the purpose of your organization- Describes the purpose of your organization- the reason for its existencethe reason for its existence
6-13
![Page 14: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/14.jpg)
Core ValuesCore Values
Fundamental beliefs about whatFundamental beliefs about what’’s s important and what is and isnimportant and what is and isn’’t appropriate t appropriate
in conducting company activitiesin conducting company activities
6-14
Exploring Business © 2009 FlatWorld Knowledge
![Page 15: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/15.jpg)
SWOT AnalysisSWOT Analysis
SStrengthstrengthsWWeaknesseseaknessesOOpportunitiespportunitiesTThreatshreats
Assessment of a companyAssessment of a company’’s fit with its s fit with its environmentenvironment
Examine internal and external Examine internal and external forces that affect the company.forces that affect the company.
6-15
Exploring Business © 2009 FlatWorld Knowledge
![Page 16: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/16.jpg)
Contingency vs. Crisis PlanningContingency vs. Crisis Planning
o Contingency PlanningContingency Planning- Identify aspects - Identify aspects most likely to be adversely affected most likely to be adversely affected by change, develop alternative by change, develop alternative courses of actioncourses of action
o Crisis ManagementCrisis Management- Create structure to - Create structure to deal with emergenciesdeal with emergencies
6-16
Exploring Business © 2009 FlatWorld Knowledge
![Page 17: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/17.jpg)
Goals & ObjectivesGoals & Objectives
Goals- Goals- majormajor accomplishments over long accomplishments over long period of timeperiod of time
Objectives- short-term performance targets Objectives- short-term performance targets that direct efforts toward goalthat direct efforts toward goal
OrganizationOrganization• Number of goals/objectivesNumber of goals/objectives• Change over timeChange over time
6-17
![Page 18: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/18.jpg)
Goals are:
• broad
• general intentions
• intangible
• abstract
• can't be validated as is
Objectives are:
• Narrow & Specific
• Measurable
• Achievable
• Relevant
• Time-based
Goals and Objectives
![Page 19: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/19.jpg)
Goals and Objectives put into context
Business: How to make money from spending money –Engineering, Finance, Operations, Marketing, and Sales
Marketing: How to build demand with the market place – Product, Price, Place, Promotion
Communications: How to promote effectively – Messaging, Media
![Page 20: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/20.jpg)
An Example of XYZ Company Meeting its Mission, Goals and Objectives
Mission - To make the XYZ company largest seller of premium candy
Goals & Objectives - Achieve share of market leadership in the premium candy segment and be known as the most expensive candy, but worth it.
Strategy - Convince consumers that XYZ candy is the best premium candy by associating with high-end people and entities.
Tactics - Sample XYZ candy in high-end department stores. TV and Print ads using wealthy celebrity endorsers
![Page 21: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/21.jpg)
Objective – Increase Profitability
Increasing profitability is a common objective of small and large businesses alike. As a manager, what are some of the ways you can do this?
![Page 22: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/22.jpg)
Objective – Increase Profitability
Reduce operational costsRestructure jobs to eliminate redundancyImprove work flow processes which will reduce salary expensesSource materials & inventory from lower-cost suppliers
Rethinking product lines can help ,eet profitability goals Offering a lower quality product line may boost revenue and profits
Operations side of the business:
Marketing & Sales side of the business
![Page 23: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/23.jpg)
Objective – Increase Market Share
Gaining market share from established competitorsis at the top of most small business' strategic agendas.
As a manager of a small candle manufacturingcompany, what are some of the marketing tactics you can employ to do this?
![Page 24: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/24.jpg)
Objective – Gaining Market Share
Marketing & Sales Tactics
Reduce prices temporarily [penetration pricing] to encourage new customers to try your product
Increased investing in advertising, PR, social media to help build brand awareness
Offer promotions [coupons, etc.] as an incentive for bothNew and existing customers to try your products/services.
![Page 25: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/25.jpg)
OrganizingOrganizing
The process of allocating The process of allocating resourcesresources (people, equipment, and money) to (people, equipment, and money) to
achieve a companyachieve a company’’s planss plans
6-25
Exploring Business © 2009 FlatWorld Knowledge
![Page 26: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/26.jpg)
StaffingStaffing
• Managers must ensure that the organization has enough employees with appropriate skills to do the work
• Managers must also determine:– What skills are needed for specific jobs– How to motivate and train employees to do their
assigned jobs– How much to pay employees– What benefits to provide– How to prepare employees for higher-level jobs in
the firm at a later date
![Page 27: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/27.jpg)
Levels of ManagersLevels of Managers
Top Managers- Responsible for health & Top Managers- Responsible for health & performance performance
Middle Managers- Oversee activities of Middle Managers- Oversee activities of first-line managers first-line managers
First-Line Managers- Supervise & First-Line Managers- Supervise & coordinate employeescoordinate employees
6-27
Exploring Business © 2009 FlatWorld Knowledge
![Page 28: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/28.jpg)
Organizing:Organizing:Levels of ManagementLevels of Management
6-28
Exploring Business © 2009 FlatWorld Knowledge
![Page 29: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/29.jpg)
Organizational StructureOrganizational Structure
Arrangement of position most appropriate Arrangement of position most appropriate for your company at a specific point in for your company at a specific point in
timetime
6-29
Exploring Business © 2009 FlatWorld Knowledge
![Page 30: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/30.jpg)
Structure ActivitiesStructure Activities
Job Specialization Job Specialization – Dividing tasks – Dividing tasks into jobsinto jobs Identify activities to be performedIdentify activities to be performed Break activities into tasksBreak activities into tasks
DepartmentalizationDepartmentalization- Grouping jobs - Grouping jobs into meaningful unitsinto meaningful units Functional- by skills/tasksFunctional- by skills/tasks Divisional- accountable for performance Divisional- accountable for performance
6-30
Exploring Business © 2009 FlatWorld Knowledge
![Page 31: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/31.jpg)
Organization ChartOrganization Chart
A diagram delineating the A diagram delineating the interrelationships of positionsinterrelationships of positions
6-31
Exploring Business © 2009 FlatWorld Knowledge
![Page 32: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/32.jpg)
Organizational ChartOrganizational Chart
13-32
![Page 33: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/33.jpg)
DivisionalDivisionalOrganization ChartOrganization Chart
6-33
Exploring Business © 2009 FlatWorld Knowledge
![Page 34: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/34.jpg)
Combined DivisionalCombined Divisionaland Functional Structureand Functional Structure
6-34
Exploring Business © 2009 FlatWorld Knowledge
![Page 35: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/35.jpg)
Lines Of AuthorityLines Of Authority
Chain of Command- Who reports to whomChain of Command- Who reports to whom
Unity of Command- One bossUnity of Command- One boss
Matrix Structure- Form teams to combine Matrix Structure- Form teams to combine skills on specific projectskills on specific project
Span of Control- Number of people reporting Span of Control- Number of people reporting to a managerto a manager
6-35
Exploring Business © 2009 FlatWorld Knowledge
![Page 36: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/36.jpg)
Delegating AuthorityDelegating Authority
Delegation- Entrusting work to subordinatesDelegation- Entrusting work to subordinates
Responsibility & AuthorityResponsibility & Authority
Centralization & DecentralizationCentralization & Decentralization
6-36
![Page 37: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/37.jpg)
DirectingDirecting
The process of providing focus and The process of providing focus and direction for employees and motivating direction for employees and motivating
them to achieve organizational goalsthem to achieve organizational goals
6-37
Exploring Business © 2009 FlatWorld Knowledge
![Page 38: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/38.jpg)
Leadership StylesLeadership Styles
AutocraticAutocratic
Democratic [participatory]Democratic [participatory]
Laissez-Faire [free –rein]Laissez-Faire [free –rein]
way of interacting with and influencing othersway of interacting with and influencing others
6-38
Exploring Business © 2009 FlatWorld Knowledge
![Page 39: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/39.jpg)
Theories ofTheories ofEffective LeadershipEffective Leadership
Transactional- Exercise authority based Transactional- Exercise authority based rank in organizationrank in organization
Transformational- Mentor /develop Transformational- Mentor /develop subordinates by stimulatingsubordinates by stimulating
6-39
Exploring Business © 2009 FlatWorld Knowledge
![Page 40: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/40.jpg)
Where Do Managers Come From?Where Do Managers Come From?
• Good managers are made, not born:– Promoting employees from within– Hiring managers from other organizations– Hiring managers graduating from colleges
and universities [for example, MBAs]
![Page 41: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/41.jpg)
The Reality of Management:The Reality of Management:Make DecisionsMake Decisions
• There are only two basic activities of management:
1. Figuring out what to do despite uncertainty, great diversity, and an enormous amount of potentially relevant information
2. Getting things done through a large and diverse set of people despite having little direct control over most of them
![Page 42: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/42.jpg)
Managerial SkillsManagerial Skills
TechnicalTechnical InterpersonalInterpersonal
ConceptualConceptual
CommunicationCommunicationTime-Mgmt.Time-Mgmt.
Decision- Decision- MakingMaking
6-42
![Page 43: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/43.jpg)
ControllingControlling
The process of comparing actual to The process of comparing actual to planned performance, incorporating planned performance, incorporating what’s working and taking necessary what’s working and taking necessary
corrective action to improve what corrective action to improve what isn’tisn’t
6-43
Exploring Business © 2009 FlatWorld Knowledge
![Page 44: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/44.jpg)
Control ProcessControl Process
6-44
![Page 45: Management Class 16 BUS 20 Section 72192 Thursday 10-20-11](https://reader030.vdocument.in/reader030/viewer/2022032606/56649e875503460f94b8b700/html5/thumbnails/45.jpg)
How To Solve a ProblemHow To Solve a Problem
6-45