Daily Information 12/15
Objectives:
1.
Define
management
and its
functions.
2. Identify the
work of several
levels of
management.
Warm Up:
Grab a textbook
Do you want to
be a manager?
Why or why not?
Agenda:
1. Complete warm-up
2. Complete vocab.
3. Read “Do I Want to
be a Manager?”
4. TPS
5. The role of a
manager P.P.
6. Group review
questions
7. Individual Activity
1
Section 1 vocabulary terms
Starting on Page: 272
Management
Planning
Organizing
Implementing
Controlling
Manager
Supervisor
Executive
Mid-Manager
2
Moving Into Management
Most people that want to become managers start off in
supervisory positions.
Why do you think this is?
What type of people have you or do you currently work for?
Are they good/bad managers/supervisors? Why?
What makes a good manager or supervisor?
What is the down side to taking a management position and
failing at it? Can you get your old job back?
3
Moving Into Management
Why do companies prefer to promote current employees
over hiring someone outside the company?
◦Reward employees (benefit)
◦Knowledge of company operations and policies
◦Knowledge of the employees work ethic and attendance
4
What Is Management?
Management is the process of coordinating people and other
resources to achieve the goals of an organization.
5
Management Resources: Material Resources
Material resources
are the tangible,
physical resources an
organization uses.
6
Management Resources: Human Resources
Human resources are the people who staff an organization and
use the other resources to achieve the goals of the
organization.
© KURHAN/SHUTTERSTOCK
7
Management Resources:
Financial and Information Resources
© FRANCES ROBERTS / ALAMY
Financial resources are the
funds an organization uses
to meet its obligations to
investors and creditors.
Information resources refers to
the information about the
external business environment
the firm uses to its competitive
advantage.
8
Do I Want to be a Manager?
Reality Check on page 269 - Read the story individually
Partner up with the person sitting next to you and create a list
of advantages and disadvantages of supervisory positions.
9
Daily Information 12/16
Objectives:
1.
Define
management
and its
functions.
2. Identify the
work of several
levels of
management.
Warm Up:
If you could
describe your
ideal manager in
one word, what
would it be?
Agenda:
1. Complete warm-up
2. The role of a
manager P.P.
3. Group review
questions
4. Individual Activity
10
Basic Management Functions
How well managers perform these key
functions determines whether a business is
successful.
11
Planning Process: Mission
An organization’s mission is a statement of the basic purpose
that makes the organization different from others.
12
Organizing the Enterprise
A manager must group
resources and activities to
accomplish some end result
in a efficient and effective
manner.
13
Directing: Leading and Motivating
Leading is the
process of
influencing people
to work toward a
common goal.
Motivating is the
process of providing
reasons for people to work in the best interests of the
organization.
14
Controlling Ongoing Activities
Controlling
Evaluate and regulate ongoing activities
Requires constant monitoring and adjusting
Control Function
◦Set standards
◦Measure performance
◦Take corrective action
15
Controlling Ongoing Activities:
The Control Function
The steps in the control function must be repeated periodically
till the goal is achieved.
16
Management Levels
All levels of management must coordinate to implement
the goals of any company.
17
Management Levels: Top Manager
Top Manager
Upper-level executive
Guides and controls the
organization’s overall fortunes
Responsible for developing the
mission and determining strategy
President, Vice President
18
Management Levels: Middle Managers
Middle Managers
Implements strategy and policies
developed by top managers
Develop tactical and operational plans
Coordinate and supervise first-line
managers
Division Manager, Department Head,
Plant Manger, Operations Manager
19
Management Levels: First-Line Managers
First-Line Managers
Coordinates and supervises operating
employees
Spend most of time motivating and
working with employees, answering
questions, and solving day-to-day
problems
Former operating employees who
were promoted
Office Manager, Supervisor, Foreman
20
Key Skills of Successful Managers
21
Key Skills of Successful Managers:
Conceptual Skills
Conceptual Skills
Ability to think in abstract
terms
Help organization
see the big picture
Solicit a wide variety
of viewpoints.
22
Key Skills of Successful Managers:
Analytic Skills
Analytic Skills
Identify problems
Prioritize issues
Recognize underlying reasons
Generate possible alternatives
Select the best solution
23
Key Skills of Successful Managers:
Interpersonal Skills
Interpersonal Skills
Ability to deal effectively with
people inside and outside the
organization
Relate to people
Understand needs
and motives
Show genuine compassion
24
Key Skills of Successful Managers:
Technical Skills
Technical Skills
Specific skills related
to the activities they
manage
Train, answer
questions, provide
guidance and direction
More important for Middle and First-Line Managers
25
Key Skills of Successful Managers:
Communication Skills
Communication Skills
Ability to speak, listen, and write effectively
Technology makes communication both easier
and more complex
Must stay informed and maximize potential of
digital communications
© VIOREL SIMA/SHUTTERSTOCK
26
CLASS EXERCISE
For each skill, provide an example of how a manager could
use it in a real-world situation.
Technical skill
Conceptual skill
Analytic skill
Communication skill
Interpersonal skill
6 • 27
Daily Information 12/18
Objectives:
Warm Up:
Agenda:
1. Define
management
and its functions.
Technology makes
communication both
easier and more
complex.
1. Warm Up
2. Key Skills - notes
3. Partner review
4. Individual Activity
2. Identify the
work of several
levels of
management.
Explain why this is.
**Grab a textbook
28
Day-to-Day Activities
Communicating with employees
◦Email, face-to-face, memo, evaluation
◦Must be specific and clear
◦Determine the best method, place, and time to
communicate
◦Follow up and ask for feedback
◦Listening
29
Daily Information 12/19
Objectives:
Warm Up:
Agenda:
1. Define
management
and its functions.
Finish partner review
questions from last
class.
1. Warm Up
2. Individual Activity
3. Areas of
Management PP
4. Business Group
activity
5. Bottom Line
Review
2. Identify the
work of several
levels of
management.
**Grab a textbook
30
Partner Review
Checkpoints on page 272 and 274
11.1 Assessment on page 274 (1-4)
Review terms and concepts (page 288)
◦1,3,4,5,9,10
Determine the best answer (page 289)
Case 11-1: What Makes
an Effective Manager?
Page: 291
Answer questions
◦13,14
Apply what you know (page 289 & 290)
◦19,20,22,25
31
Individual Assignment
Case 11-1: What Makes an Effective Manager?
Page: 291
◦ Answer questions 1-4
32
Areas of Management Specialization
Organizational structure can be divided into areas of
specialization.
 Finance
 Operations
 Marketing
 Human Resources
 Administration
 Other (R&D)
33
Financial Managers
Responsible for an organization’s
financial resources
Accounting
Investment
34
Operations Managers
Manages systems that convert
resources into goods and services
Techniques and procedures can be
applied to business and nonbusiness activities
35
Marketing Managers
Facilitates the exchange
of products between an organization and
its customers and clients
Marketing Research, Product
Management, Advertising, Promotion,
Sales, Distribution
36
Human Resources Managers
Manages a company’s human resources
programs
Hiring, training, and evaluating employee
performance
Ensures government regulation compliance
37
Administrative Managers
Also called general manager
Provides overall guidance and
leadership
Coordinates other specialized
managers
38
Managerial Decision Making
Managers require a systematic method for solving problems
in a variety of situations.
39
Identifying the Problem or Opportunity
A problem is the difference between what is actually happening and what you
want to happen (can be negative or viewed as an opportunity).
Effective managers:
Clarify situation, examine causes, and consider how
individual behaviors and values affect the way problems and
opportunities are defined.
40
Generating Alternatives
The more important the decision, the more attention must be
devoted to generating alternatives. Managers should be open
to fresh, innovative ideas
Techniques:
◦Brainstorming
◦Trial and Error
41
Selecting an Alternative
Final decisions are based on:
• Financial
constraints
• Time limits
• Legal obstacles
• Political factors
• Human and
informational
resources
42
Implementation and Evaluation
If the problem still exists:
◦Give chosen alternative more time
◦Adopt a different alternative
◦Start the process all over again
Failure to evaluate decisions adequately can cause serious problems for
firm, customers, and beyond.
43
Business Group Activity
Within your business groups, identify 5 day-to-day problems you
expect to face in operating your business.
Complete the steps in the problem solving process to develop an
appropriate solution.
As you analyze possible solutions, identify sources of useful
information, including business research
Develop a written set of procedures to follow in order to accomplish
each solution and prevent the problem from occurring.
44
The Supervisor’s Job
Critical to the success of a business
Work directly with employees and management
Responsible for putting the company’s plan into action
Motivate employees to do their best
Responsible for the work in their area (completed on time
and correctly) *
45
Responsibilities of Supervisors
Communicate the goals and directions of management to employees
Explain employee concerns and ideas to management
Evaluate and improve employee performance
Encourage employees to do their best work
Use resources efficiently
Run the day-to-day activities of the business
46
Effectiveness of Supervisor’s
Quality of work of supervised employees
Efficient use of the company’s resources
Satisfaction of employees
47
Day-to-Day Activities
Scheduling work
◦Work schedules — identify tasks to be done, employees
assigned to the work, and time frame for completion
Complete the handout with a partner
48
Day-to-Day Activities
Time management
◦Determine the work to be done
◦Set priorities for the most important work
◦Ensure work is completed properly and on time
◦Help employees use time wisely
49
Day-to-Day Activities
Controlling quality
◦Some companies spend a lot of time and money correcting errors
and redoing work
◦Supervisors can help reduce this
What are some of the ways you can reduce work errors?
Plan work carefully, develop quality standards, check work, help
employees recognize the importance of quality work
50
Quia Review of Chapter 11
Go to the following link to take the Chapter 11 Review
http://www.quia.com/pages/afrey105/page1
You must have your login information in order to take the review
A score of 93% or higher must be achieved, unlimited attempts