Chapter
Management,
Leadership,
and
Employee
Empowerment
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Management
What is it?
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WHAT IS MANAGEMENT?
• The process used to accomplish organizational
goals through planning, organizing, leading and
controlling people and other organizational
resources.
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Management
In simple terms…
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Management
Getting the work done through
other people…
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Management
…without making them mad.
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WHAT IS MANAGEMENT?
• The process used to accomplish organizational
goals through planning, organizing, leading and
controlling people and other organizational
resources.
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Process Of Management
Management
Planning
Employees
Financial
Products
Feedback
Resources
Organizing
Leading
Achievement
of Goals &
Objectives
Location
Information
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TODAY’S MANAGERS
• Younger and more
progressive.
- Growing numbers of women.
- Fewer from elite universities.
• Emphasis is on teams and
team building.
• Managers need to be
skilled communicators
and team players.
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Four Functions
Of
Management
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FOUR FUNCTIONS of MANAGEMENT
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Planning
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Planning
Anticipating future trends and
determining the best strategies and
tactics to achieve organizational
objectives
Key management function because
other functions depend heavily on
having a good plan
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Planning
Setting Mission, Goals, and Objectives
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Create Mission
Mission
Why Organization
Exists, Its Purpose
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Mission Statement
 Outline of the fundamental purposes of the
organization
 Should address:
 Organization’s self-concept
 Company philosophy and goals
 Long-term survival
 Customer needs
 Social responsibility
 Nature of company’s product or service
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Solano Community College
Solano Community College prepares a
diverse student population to participate
successfully in today’s local and global
Communities.
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Star Trek Enterprise
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Setting Goals & Objectives
• Goals -- The broad,
long-term
accomplishments an
organization wishes to
attain.
• Objectives -Specific, short-term
statements detailing
how to achieve the
organization’s goals.
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Questions of Planning
1) What is the situation now?
2) Where do we want to go?
3) How can we get to our goal
from here?
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PLANNING ANSWERS
FUNDAMENTAL QUESTIONS
• What Is The Situation Now?
SWOT Analysis -- Analyzes the organization’s
Strengths, Weaknesses, Opportunities and
Threats.
• How Can We Get To Our Goal From Here?
-
Strategic Planning
Tactical Planning
Operational Planning
Contingency Planning
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What is the situation now?
SWOT Analysis
A Continuous Process
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SWOT Analysis
Potential Internal
STRENGTHS
Potential Internal
WEAKNESSES
Potential External
OPPORTUNITIES
Potential External
THREATS
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How can we get to our goal from here?
Planning Types
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Planning Types
-
Strategic Planning
Tactical Planning
Operational Planning
Contingency Planning
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Planning Types
• Strategic Planning -- Done by top
management and determines the major
goals of the organization and the
policies, procedures, strategies and
resources it will need to achieve them.
• Tactical Planning -- The process of
developing detailed, short-term
statements about what is to be done,
who is to do it and how.
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Planning Types
• 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 of action
the firm can use if its primary plans
don’t work out.
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Management Planning
Levels & Time Spans
Time
Top
Mgmt.
Middle
Mgmt.
2 Years +
Strategic
1 Year,
Quarter
Tactical
Lower Level
Mgmt.
Days,
Weeks
Operational
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DECISION MAKING
• Decision Making -- Choosing among two or
more alternatives
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Decision Making: Finding
the Best Alternative
Define
Implement
Describe
& Collect
Decide
Monitor
and
Organize &
Analyze
Develop
Alternatives
Follow-up
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PROBLEM SOLVING
• Problem Solving -- The process of solving the
everyday problems that occur; less formal than
decision making and needs quicker action.
• Problem-solving techniques include
brainstorming and PMI -- Listing all the pluses
for a solution in one column, all the minuses in
another and the implications in a third.
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Organizing
Creating a Unified System
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Organizing
• Designing structure of the organization and
creating conditions and systems in which
everyone and everything work together to
achieve organization’s goals and objectives
• Create Corporate Hierarchy
• Generate Organization Chart
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Management Pyramid
CEO,
Top
Comptroller,
Vice Pres.
Sales Mgrs
Plant Mgrs.
Mid-Level
Front Line/Supervisory
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MANAGEMENT LEVELS
• Top Management -- The highest level, consists
of the president and other key company executives
who develop strategic plans.
• Middle Management -- Includes general
managers, division managers, and branch and
plant managers who are responsible for tactical
planning and controlling.
• Supervisory Management -- Those directly
responsible for supervising workers and evaluating
daily performance.
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Top Management
• Chief Executive Officer (CEO)
- Introduces change into an organization.
• Chief Operating Officer (COO)
- Implements CEO’s changes.
• Chief Financial Officer (CFO)
- Obtains funds, plans budgets, collects funds, etc.
• Chief Information Officer (CIO)
- Gets the right information to the right people so
decisions can be made.
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Management Skills
• Technical Skills -- 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.
• Conceptual Skills -- Skills that
involve the ability to picture the
organization as a whole and the
relationship among its various
parts.
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SKILLS NEEDED at VARIOUSLEVELS of
MANAGEMENT
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THANK YOU
The Most Basic Human Relations Skill
• Saying “thank you” has led to happier employees
and greater profits for companies.
• Whom should a manager thank?
1. Interns - Doing lots of work for little money, they are
the future of the company and industry.
2. Lawyers - Many do pro bono work, even for nonprofit
companies.
3. The Little People - Mailroom, repair, and cleaning
staff keep the office running day-to-day.
Source: Fast Company, November 2010.
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ORGANIZATIONAL CHARTS
• Visual devices that
show relationships
among people and
divide the
organization’s
work; they also
show who reports
to whom.
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STAFFING
• Recruiting, hiring, motivating and retaining the
best people available to accomplish the
company’s objectives.
• Recruiting good
employees is critical.
• Many people are not
willing to work at
companies unless
they are treated well
with fair pay.
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STAFFING is TRICKY BUSINESS
Six Sins of Staffing
1. Don’t hire someone because someone else says
so.
2. Don’t get caught up in applicants’ appearances.
3. Don’t give someone the wrong job.
4. Don’t forget about feedback.
5. Don’t give promotions just because it’s time.
6. Don’t cheat your employees.
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Source:
CareerBuilder, www.careerbuilder.com, accessed November
© 20052014.
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Leading
Providing Continuous Vision & Values
(Previously known as Directing)
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Leading
Creating a vision for the organization
and guiding, training, coaching, and
motivating others to work effectively to
achieve the organization’s goals
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Leadership Styles
Autocratic
Participative
(Democratic)
Free-rein
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Autocratic
Making managerial decisions
without consulting others.
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Participative (Democratic)
Leader
Managers and employees work
together to make decisions.
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Free-rein
Leader
Managers set objectives
and employees are free to
do whatever is appropriate
to accomplish those
objectives.
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Leadership Styles
 What is the best leadership
style to use?
 Depends
 Who is being led
 In what situations
 Goals and objectives of the
firm
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Empowering Workers
Empowerment
Giving employees the authority and
the responsibility to respond quickly to
customer requests
Enabling
Giving workers the education and
tools they need to make decisions
Commensurate compensation
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WORK SMARTER
How to Ease Pressure on Workers
• Manage output instead of hours.
• Train workers to be ready for a more complex
corporate structure.
• Allow lower-level managers to make
decisions.
• Use new technology to foster teamwork.
• Shift hiring emphasis to collaboration.
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Source:
Bloomberg BusinessWeek, www.businessweek.com,©
accessed
November
2014.
2005 The
McGraw-Hill
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Controlling
Making Sure It Works
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Controlling
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
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FIVE STEPS of CONTROLLING
Feedback: Are
standards realistic?
5. If needed, take
corrective action
or give reward
4. Communicate
results
1. Establish clear and
realistic standards
2. Monitor and record
performance
- customer satisfaction
3. Compare
results against
standards
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Managing Knowledge
Knowledge Management
Finding the right information,
keeping the information in a
readily accessible place and
making the information known
to every one in the firm.
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Managing Knowledge
• First step is determining what knowledge is
most important
• Keep people from duplicating the work of
gathering information every time a decision
is made
• Key is learning how to process information
and turn it into information that everyone
can use
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