I Managers Roles Are Evolving today managers are more progressive change the definition of work from a task you do at a specific place and time to something you do anywhere anytime management will demand a new kind of person a skilled communicator and team player as well as a planner organizer motivator and leader and globally prepared resources objectives II The Four FUnctions of Management management the process used to accomplish organizational goals through planning 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 planning teams help monitor the environment find business opportunities and watch for challenges 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 and objectives directing telling employees exactly what to do cid 127 still present in smaller firms but in large firms managers no longer tell people exactly what to do controlling a management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives rewarding people for doing a good job and taking corrective action if they are not III Planning and Decision Making vision an encompassing explanation of why the organization exists and where it s trying to head mission statement an outline of the fundamental purposes of an organization It should address cid 127 the organization s self concept cid 127 it s philosophy cid 127 long term survival needs cid 127 customer needs cid 127 social responsibility cid 127 nature of the product or service goals the broad long term accomplishments an organization wishes to attain objectives specific short term statements detailing how to chi eve the organization s goals planning is a continuous process Most planning follows a pattern it answers several fundamental questions 1 What is the situation now SWOT analysis a planning tool used to analyze an organization s strengths weaknesses opportunities and threats 2 How can we get to our goal from here 4 forms strategies tactical operational and contingency those goals done by top management policies broad guidelines for action strategies determine the best way to use resources cid 127 strategic planning the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve cid 127 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 done by managers or teams of managers at lower levels Ex setting annual budgets and deciding on other activities necessary to meet strategic objectives cid 127 operational planning the process of setting work standards and schedules necessary to implement the company s tactical objectives department manager s tool for daily weekly operations Ex the specific dates for certain truck parts to be completed and the quality specifications they must meet cid 127 contingency planning the process of preparing alternative courses of action that may be used if the primary plans don t achieve the organization s objectives Ex if organization doesn t meet its sales goals by a certain date the contingency plan may call for more advertising or a cut in price at that time crisis planning anticipates sudden changes in the environment A Decision Making Finding the Best Alternative decision making choosing among two or more alternatives 1 Define the situation 2 Describe collect needed information rational decision making model a series of steps managers often follow to make logical intelligent and well founded decisions 3 Develop alternatives 4 Develop agreement among those involved 5 Decide which alternative is best 6 Do what is indicated begin implementation 7 Determine whether the decision was a good one and follow up problem solving the process of solving the everyday problems that occur less formal than decision making and usually calls for quicker action cid 127 problem solving teams two or more workers assigned to solve a specific problem cid 127 brainstorming coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas cid 127 PMI listing all the Pluses for a solution in one column Minuses in another and the Implications in a 3rd column IV Organizing Creating a Unified System 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 of management consisting of the president and other key company executives who develop strategic plans chief executive officer CEO introduces change chief operating officer COO puts those changes into effect chief financial officer CFO obtains funds plans budgets and collects funds chief information officer CIO or chief knowledge officer CKO gets the right information to other managers so they can make correct decisions middle management the level of management that includes general managers division managers and branch and plant managers who are responsible for supervisory management managers who are directly responsible for supervising workers and evaluating their daily performance first line managers or tactical planning and controlling supervisors A Tasks and Skills at Different Levels of Management Manager must have 3 categories of skills 1 Technical Skills skills that involve the ability to perform tasks in a specific discipline or department 2 Human Relations Skills skills that involve communication and motivation they enable managers to work through and with people 3 Conceptual Skills skills that involve the ability to picture the organization as a whole and the relationship among its various parts B Staffing Getting and Keeping the Right People Staffing a management function that includes hiring motivating and retaining the best people available to accomplish the company s objectives V Leading Providing Continuous Vision and Values managers strive to produce order and stability whereas leaders embrace and