cid 127 Management The process used to accomplish organizational goals through planing organizing leading and controlling people and other organizational Planning A management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and Trend today is planning teams to help monitor the environment find business opportunities and watch for challenges cid 127 Organizing A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization s goals and objectives Leading Creating a vision for the organization and guiding training coaching and motivating others to work effectively to achieve the organization s goals Controlling A management function that involves establishing clear standards to determine whether or not an organization is progression toward its goals and objectives rewarding people for doing a good job and taking corrective action if they are not Vision An encompassing explanation of why the organization exists and where it s trying to head cid 127 Mission statement An outline of the fundamental purposes of an organization It should address resources The four functions of management objectives and objectives Planning and Decision Making a continuous process sense of purpose set of values The organization s self concept Its philosophy Long term survival needs Customer needs Social responsibility Nature of the product or service cid 127 Goals The broad long term accomplishments an organization wishes to attain cid 127 Objectives Specific short term statements detailing how to achieve the organization s goals Answers several fundamental questions 1 What is the situation now How can we get to our goal from here to achieve those goals SWOT analysis A planning tool used to analyze an organization s Strengths Weaknesses Opportunities and Threats Strategic Planning The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources Tactical planning The process of developing detailed short term statements about what is to be done who is to do it and how it is to be done cid 127 Operational Planning The process of setting work standards and schedules necessary to implement the company s tactical objectives Contingency Planning the process of preparing alternative courses or action that may be used if the primary plans don t chi eve the organization s The rational decision making model a series of steps managers often follow to make logical intelligent and well founded decisions the 7 D s of decision objectives includes crisis planning Decision making Choosing among two or more alternatives making Define the situation Describe and collect needed info Develop alternatives Develop agreement among those involved Decide which alternative is best Do what is indicated begin implementation Determine whether the decision was a good one and follow up Problem solving The process of solving the everyday problems that occur Problem solving is less formal than decision making and usually calls for quicker actions STRATEGIES Organizing Creating a Unified System Brainstorming Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas PMI Listing all the Pluses for a solution in one column all the minuses in another and the Implications in a third column cid 127 Organization chart A visual device that shows relationships among people and divides the organization s work it shows who reports to whom Top management Highest level or management consisting of the president and other key company executives who develop strategic plans Need to be able to represent the company well 20 Technical skills 30 HR 50 Conceptual Skills CEO Chief Executive Officer inspire and manage the company COO Chief Organizational Officer CKO Cheif knowledge officer for tactical planning and controlling cid 127 Middle management The levels of management that includes general managers division managers and branch and plant managers who are responsible cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 33 Technical skills 33 HR 33 Conceptual Skills Supervisory management Managers who are directly responsible for supervising workers and evaluating their daily performance 50 Technical skills 30 HR 20 conceptual skills Technical skills skills that involve the ability to perform tasks in a specific discipline or department Human relations skills Skills that involve communication and motivation they enable managers to work through and with people i e coaching morale building delegating training and development Conceptual skills Skills that involve the ability to picture the organization as a whole and the relationship among its various parts i e planning organizing controlling systems development problem analysis decision making coordinating and delegating Staffing A management function that includes hiring motivating and retaining the best people available to accomplish the company s objectives Leading Providing continuous vision and values Leaders must Communicate a vision and rally others around that vision Establish corporate values Promote corporate ethics Embrace change Stress accountability and responsibility Transparency The presentation of a company s facts and figures in a way that is clear and apparent to all stakeholders Leadership styles Autocratic leadership Leadership style that involves making managerial decisions without consulting others effective in emergencies and when absolute followership is needed Participative democratic leadership Leadership style that consists of managers and employees working together to make decision Free rein leadership Leadership style that involves managers setting objectives and employees being relatively free to do whiter it takes to accomplish successful in those which manage doctors professors engineers or other professionals Enabling Giving workers the education and tools they need to make decisions key to the success of empowerment empowerment giving employees the authority to make a decision without consulting the manager and the responsibility to
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