Chapter 7 Management Leadership 1 Evolution of Manager s Roles a Organizational Resources workers financial resources information equipment b Managers more progressive emphasize teams and the importance of guiding training supporting motivating and coaching employees instead of telling them what to do c Role of managers is changing due to a more global marketplace which increases competition and opportunities for cooperation and integration i Emphasis on teamwork and cooperation vs discipline order giving ii Managers are also younger more female and have less of an elite education 2 Four Functions of Management Accomplish organizational goals through a Planning Anticipating trends and determining the best strategies and tactics to achieve goals and objectives i Setting organizational goals developing strategies to reach those goals determining resources needed and setting precise standards 1 Trend How will you please customers Create a planning team that helps monitor the environment find business opportunities and watch for challenges b Organizing Designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization s goals and objectives i Allocating resources establishing procedures for accomplishing goals preparing a structure showing lines of authority and responsibility recruiting selecting training and developing employees and placing employees where they ll be most effective 1 Trend Designing the organization around the customer c Leading Directing Creating a vision for the organization and communicating guiding training coaching and motivating employees to achieve goals and objectives in a timely manner i Guiding and motivating employees to work effectively giving assignments explaining routines clarifying policies providing feedback on performance 1 Trend Empower employees by giving them as much freedom as possible to become self directed and self motivated d Controlling Establishing clear standards to determine whether an organization is progressing toward its goals and objectives rewarding people for doing a good job and taking corrective action if they are not Does day to day activity meet the organizational goals i Measuring results against corporate objectives monitoring performance relative to standards rewarding outstanding performance taking corrective action when necessary 3 Planning and Decision Making Most valuable tool a Vision A broad explanation of why the organization exists and where it s trying to go i Instills a sense of purpose and a set of values that unite workers b Mission Statement Outlines the organization s fundamental purposes Should address i The organization s self concept its philosophy long term survival needs customer needs social responsibility and the nature of the product or service 1 Goals The broad long term accomplishments an organization wishes to attain 2 Objectives Specific short term statements detailing with how to achieve the organization s goals c SWOT Analysis Analyzes an organization s strengths and weaknesses and the opportunities and threats it faces i Strategic Planning Done by top management and determines the major goals of the organization and strategies it will use to achieve them becoming difficult b c of the changing economy 1 Policies Broad guidelines for action 2 Strategies Determine best way to use resources a Top managers decide which customers to serve when to serve them what products or services to sell and the geographic areas in which to compete ii Tactical Planning The process of developing detailed short term statements about what is to be done goals who is to do it and how it will be done by managers at lower levels of organization 1 Ex Setting annual budgets other activities that help to meet strategic objectives iii Operational Planning Setting work standards and schedules necessary to implement the 1 Focuses on specific supervisors department managers and individual employees iv Contingency Planning Crisis Planning Preparing alternative courses of action the firm can use if company s tactical objectives its primary plans do not work 4 Decision Making Choosing among two or more alternatives a Rational Decision Making Model A series of steps managers often follow to make logical intelligent and well founded decisions i Define the situation ii Describe and collect needed information iii Develop alternatives iv Develop agreement among those involved v Decide which alternative is best vi Do what is indicated begin implementation vii Determine whether the decision was a good one and follow up b Problem Solving Less formal than decision making and usually calls for quicker action to resolve every day issues i Brainstorming Coming up with as many solutions as possible w o censoring ideas ii PMI Listing all the pluses for a solution then the minuses of the solution and then listing the implications of the solution 1 Plusses should exceed the minuses 5 Organizing Allocating resources assigning tasks and establishing procedures a Organization Chart Visual device that shows who is accountable for the completion of specific work and who reports to whom i Top Management President CEO VP COO CFO CIO ii Middle Management General managers division managers and branch and plant managers in college deans and department heads who are responsible for tactical planning and controlling iii Supervisory Management Front line Those directly responsible for supervising workers and evaluating their daily performance 6 Tasks and Skills at Different Levels of Management a Technical Skills Ability to perform tasks in a specific discipline or department i First line managers must have the most technical skills b Human Relations Skills Include communication and motivation enable managers to work through and with people Skills are associated with leadership coaching morale building delegating training and development and supportiveness i Top middle and first line managers should all have an equal amount of this skill c Conceptual Skills Lets the manager picture the organization as a whole and see the relationships among its various parts i Top managers must have the most conceptual skills d Staffing Recruiting hiring motivating and retaining the best people available to accomplish the company s objectives 7 Leading Providing Continuous Vision Values a Managers strive to produce order and stability whereas leaders embrace and manage change i
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