SELECTED SLIDES

1. SELECTED SLIDES

2. 1. Keep an idea notebook 2. Stay current in your field 3. Listen to other people 4. Learn to think in the five senses 5. Improve your sense of humor 6. Adopt a risk-taking attitude 7. Develop a creative mental set 8. Identify your most creative times 9. Be curious about your environment 10. Step back when faced with a creativity block Suggestions to Build Creativity

3. Providing challenges Allowing freedom Encouraging risk taking Establishing a Creative Atmosphere Involves. . . Providing organizational support Allocating ample resources Providing encouragement Creativity!

4. 1. Have a specific agenda and adhere to it 2. Rely on qualified group members 5. Build consensus, and 6. eliminate side conversations. 4. Provide summaries for each major point 3. Have the leader share decision-making authority Suggestions for ImprovingGroup Problem-Solving

5. Break task down into smaller units Post a progress chart in your work area Make a commitment to others Reward yourself for achieving milestones Force yourself to confront an uncomfortable task Use subliminal messages Calculate the cost of procrastination Techniques to Reduce and Control Procrastination

6. Take a brief break from a stressful situation and do something small and constructive, like washing your car or getting a hair cut. Get help with a stressful task from a co-worker, boss, or friend. Concentrate intensely on reading, surfing the Internet, a sport, or hobby. Contrary to common sense, concentration is at the heart of stress reduction. Finish anything you have started. Accomplishing almost anything reduces some stress. Find somebody or something that makes you laugh, and have a good laugh. Five Proven Stress Busters

7. Planning Strategic Planner Operational Planner Controlling Monitor Disturbance Handler Organizing & Staffing Organizer Liaison Staffing coordinator Resource allocator Task delegator Leading Figurehead Spokesperson Negotiator Coach Team builder & player Technical problem solver Entrepreneur Four Managerial Functions &17 Managerial Roles Adapted from Exhibit 1.5

8. Philosophical Principles of Business Ethics Consequences -If no one gets hurt, the decision is ethical. When attempting to decide what is right and wrong, managers can focus on: Duties, obligations, and principles -If a decision violates a universal principle, it is unethical. Integrity -If the person in question has good character, he/she is behaving ethically.

9. Ethical Temptations and Violations Stealing from employers & customers Corporate espionage Misuse of corporate resources Treating people unfairly Misuse of corporate resources Divulging confidential information Poor cyberethics Conflict of interest

10. Environmental Management Work/Life Programs Acceptance of Whistle Blowers Social Leaves of Absence Community Redevelopment Projects Compassionate Downsizing Social Responsibility Initiatives

11. Create formal mechanisms to monitor ethics Provide written codes of conduct Offer training programs Talk about the issues Lead by example Confront ethical deviations Creating an Ethical andSocially Responsible Work Place

12. Types of Planning Strategic Plan - Master plan that shapes the firm’s destiny Plan C Plan B Tactical Plan -Specific goals and plans most relevant to a particular organizational unit Plan A Operational Plan -Specific procedures and actions required at lower organizational levels

13. 1. Define the present situation A Framework for Planning 2. Establish goals & objectives 3. Forecast aids and barriers to goals & objectives 4. Develop action plans to reach goals & objectives Evaluation and Feedback 5. Develop budgets 6. Implement the plans 7. Control the plans

14. Major Approaches to Strategy Development Gather multiple inputs to formulate strategy Analyze the realities of the business situation Conduct a SWOT analysis - strengths, weaknesses, opportunities, threats

15. 1. Establish organizational goals 3. Review group members’ proposals 2. Establish unit objectives 6. Review performance 5. Create action plans to achieve objectives 4. Negotiate or agree on objectives Management by Objectives: Essential Steps

16. Programmed Decisions Nonprogrammed Decisions Types of problems Repetitive, routine, frequent; decisions made according to specific procedures Novel, complex, difficult, infrequent; decisions require original thinking Proce-dures Depend on policies and rules Require creativity, intuition, tolerance for ambiguity Examples Business firm: Periodic reorders of inventory Health care: Procedure for admitting patients University: Necessary GPA for good academic standing Business firm: Diversification into new products and markets Health care: Purchase of experimental equipment University: Construction of new classrooms Programmed and Nonprogrammed Decisions: A Comparison

17. “What really, really is our problem?” “Let’s dream up some great ideas.” “Some of these ideas are good; others are wacko.” Identify and diagnose the problem Develop creative alternatives Evaluate the alternative solutions “How really good was that idea?” “Now let’s take action.” “This alternative is a winner!” Evaluate and control Implement the decision Choose one alternative solution Steps in Problem Solvingand Decision Making Adapted from Exhibit 6.1

18. “I like risks and I’m really bright.” “Let’s wait before deciding.” “I’m great at hunches.” “I’ve got integrity.” “I can read people great and control my emotions.” “Our backs are to the wall, and we disagree.” Decision Maker “The IS group is feeding me great stuff.” “What does my boss want me to decide?” “Looks like a sure thing.” Factors Influencing Decision Making Personality and cognitive intelligence Intuition Procrastination Emotional intelligence Values Quality of information Crisis and conflict Political considerations Degree of uncertainty Adapted from Exhibit 6.2

19. Gantt Chart: Opening a Nightclub Production Activities Jun Jul Aug Sep Oct Nov Dec Jan 01. Locate site 02. Get liquor license 03. Hire contractors for renovation 04. Supervise renovation 05. Hire lighting contractor 06. Supervise lighting installation 07. Begin advertising of club 08. Hire club employees 09. Get booking agent for nightclub talent Scheduled Completed 10. Open for business 30 Nov Adapted from Exhibit 7.3

20. Characteristics and Consequencesof an Enriched Job Characteristics Consequences Direct feedback Client relationships New learning Control over scheduling Unique experience Control over resources Direct communication authority Personal accountability Increased job satisfaction Higher quality of work life Increased productivity Adapted from Exhibit 8.3

21. 8. Allow for spending money and using resources Increasing Productivity ThroughDelegation and Empowerment 1. Assign duties to the right people 2. Delegate the whole task 7. Step back from the details 3. Give as much instruction as needed 6. Delegate both pleasant and unpleasant tasks 4. Retain some important tasks for yourself 5. Obtain feedback on the delegated task

22. Awareness of Legal Aspects of Staffing Performance Evaluation Human Resources Planning RETENTION Recruitment Compensation Selection Organization Staffing Model Orientation, Training, and Development Adapted from Exhibit 10.1

23. Preliminary Screening Interview Psychological and Personnel Testing Completion of Application Form Applicant is Recruited Physical Examination Job Interview Reference Checking Getting Hired:A Model for Selection Adapted from Exhibit 10.5

24. Designing the “Right” Package of Benefits Usually Mandatory • Social security • Workers’ compensation • Unemployment compensation • Group life insurance • Retirement pensions • Paid vacations Optional but Frequently Offered • Disability insurance • Paid sick leave • Health insurance • Employee assistance program • Paid rest breaks • Tuition assistance Optional but Less Frequently Offered • Wellness programs • Credit unions • Funeral leave • Vision-care plans • Parental leave • Retirement counseling Adapted from Exhibit 10.10

25. 1. Driven, high achievers, passionate 2. Possess a strong desire to control others 3. Self-confident 4. Trustworthy and honest 5. Smart, knowledgeable, technically competent 6. Sensitive to people’s needs and feelings 7. Sense of humor 8. Emotionally intelligent Characteristics of Effective Leaders

26. Behaviors of Effective Leaders Adapt to the situation Provide stable performance Demand high standards of performance Provide emotional support Give frequent feedback Have a strong customer orientation Recover quickly from setbacks Play the role of servant leader

27. Motivation Ability Performance Skill Technology Motivation and Ability as Factors in Performance X Adapted from Exhibit 12.2

28. The Basics of Goal Theory Goals That Are: Specific Difficult but realistic Accepted by the person Used to evaluate performance Linked to feedback and rewards Set by individuals or groups Values Improved Performance Adapted from Exhibit 12.5

29. Types of Nonverbal Communication Environment Facial expressions Body placement Hand and body gestures Voice quality Posture Dress and appearance Mirroring Use of time

30. Barriers to Communication Input Throughput (Noise) Output Communication Barriers Low Motivation and Interest Inappropriate Language Defensive Communication Filtering Insufficient Nonverbal Communication Information Overload Poor Communication Skills Electronic Communication Problems Message as Sent Message as Received Adapted from Exhibit 13.4

31. 1. Meet only for valid reason 2. Have a specific agenda and adhere to it 3. Share decision-making authority 4. Keep comments brief and to the point 5. Encourage critical feedback and commentary 6. Strive for wide participation 7. Provide summaries for each major point 8. Strive for consensus, not total acceptance 9. Congratulate members when they reach a decision 10. Ensure that all follow-up action is assigned and recorded How to Conduct an Effective Meeting

32. Organizing Controlling Leading Planning The Links Between Controlling andthe Other Management Functions Control Adapted from Exhibit 15.1

33. Compare Actual Performance to Standard Measure Actual Performance Set Standards Do Nothing Take Corrective Action if Necessary Solve the Problem Revise the Standard Steps in the Control Process Adapted from Exhibit 15.3

34. Accepted by employees, allowing them to have some control over the results being measured Relevant, timely, and meaningful Diagnostic by design Self-administering Consistent with other controls already in place Flexible, allowing for random variations Cost effective Characteristics of Effective ControlsAn effective control system is one that is:

35. Factors Contributing to Ineffective Performance • Related to Employee • Insufficient mental ability, education, or job knowledge • Job stress • Low motivation • Technological obsolescence • Drug-related addiction • Family or personal problems • Related to Job • Ergonomics problems • Physically demanding, including heavy travel • Built-in conflict • Substandard industrial hygiene • A “sick” building • Related to Manager • Inadequate communication about job responsibilities • Inadequate feedback about job performance • Inappropriate leadership style • Intimidating manager • Related to Organization • Organizational culture that tolerates poor performance • Counterproductive work environment • Negative work group influences • Sexual harassment Adapted from Exhibit 16.1

36. The Control Model forManaging Ineffective Performers 3. Define and assess the cause 2. Detect deviation from acceptable performance 1. Define performance standards 4. Communicate with substandard performer 5. Set improvement goals 6. Select and implement action plan 8. Continue or discontinue action plan 7. Re-evaluate performance after time interval Adapted from Exhibit 16.3

37. Coaching Closer supervision Reassignment or transfer Use of motivational techniques Corrective discipline Temporary leave Lower performance standards Job rotation Employee assistance programs (EAPS) Wellness programs Career counseling and outplacement Job redesign Training and development programs Corrective Actions for Ineffective Performers Managerial Actions and Techniques Organizational Programs Adapted from Exhibit 16.4

38. 1. Focus on what is wrong with the work and behavior, rather than the employee’s attitudes and personality 2. Listen actively 3. Ask good questions 4. Engage in joint problem solving 5. Offer constructive advice 6. Give the poor performer an opportunity to observe and model someone who exhibits acceptable performance 7. Obtain a commitment to change 8. When feasible, conduct some coaching sessions outside of the performance review Suggestions to Improve a Manager’s Coaching Skills

39. Confrontation, Discussion, and Counseling Oral Warning Written Warning Suspension or Disciplinary Layoff Discharge Steps in Progressive Discipline Adapted from Exhibit 16.5

40. 1. Develop a mission, goals, and a strong work ethic 2. Clean up your work area and sort out yours tasks 3. Prepare a to-do list and assign priorities 4. Streamline your work and work at a steady pace 5. Concentrate on one task at a time 6. Do creative and routine work at different times 7. Stay in control of paperwork, e-mail, and voice mail 8. Strive to achieve peak performance and take power naps 9. Put extra effort into managing multiple priorities 10. Build flexibility into your system How to Improve Work Habits and Manage Your Time