Chapter 6 Understanding the Functions and Roles of Management

1. Chapter 6 Understanding the Functions and Roles of Management

2. Managerial Functions Planning Organizing Leading Controlling

3. The Roles of Management Decisional Informational Interpersonal

4. Develop Strategies for Success Set Goals and Objectives Develop Action Plans Function 1: Planning

5. Market standing Innovation Human resources Financial resources Physical resources Productivity Social responsibility Financial performance Strategic Planning

6. Mission Statement 2 Clarity of Vision 1 Forecasting 3 Competitive Analysis 4 Goals and Objectives 5 Action Plans 6 Six-Step Planning Process

7. Development Communication Modification Clarity of Vision

8. The Mission Statement Purpose Goals Philosophies Product or Service Primary Market Survival, Growth, Profitability Managerial Philosophy Level of Quality Social Responsibility

9. Managerial Forecasts Qualitative Forecasting Quantitative Forecasting Intuitive Judgments Consumer Research Historical Data Statistical Computations

10. Differentiation Strategy Cost Leadership Strategy Focus Strategy Competitive Analysis

11. Company Goals andObjectives Boosts Motivation Goals Objectives Broad, Long-Range Target or Aim Specific, Short-Range Target or Aim Guides Activity Sets Standards Clarifies Expectations

12. TacticalPlans Operational Plans One-Three Years Middle Managers Time Frame Management Less Than a Year First-Line Managers

13. Crisis Management Minimize Damage Maintain Operations Contingency Plans Open Communication

14. Function 2: Organizing Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution

15. Top Managers President, CEO, VP • Make long-range plans • Establish policies • Represent the company Middle Managers First-line Managers The Management Pyramid

16. Top Managers Controller, Marketing Manager, Sales Manager • Implement goals • Make decisions • Direct first-line managers Middle Managers First-line Managers The Management Pyramid

17. Top Managers Office Manager, Supervisor, Foreman, Department Head • Implement plans • Oversee workers • Assist middle managers Middle Managers First-line Managers The Management Pyramid

18. Function 3: Leading Influencing People Motivating People

19. Self-Awareness Leadership Skills Emotional Quotient (EQ) Self-Regulation Motivation Empathy Social Skills

20. Autocratic Democratic Leadership Styles Laissez-faire Contingency

21. Continuum of Leader Behavior Manager Makes Decision Boss-Centered Manager Sells Decision Manager Presents Ideas Authority of Managers Manager Makes Tentative Decision Manager Presents Problem Freedom for Workers Manager Sets Decision Limits Employees Make Decision Employee-Centered

22. Additional Leadership Functions Coaching Managing Change Mentoring

23. Corporate Culture People Company Values Employee Performance Communication Community Involvement

24. Monitoring Progress Resetting the Course Correcting Deviations Function 4: Controlling

25. The Control Cycle Set Strategic Goals 1. Set Standards 2. Measure Performance Reevaluate Standards Correct Performance 4. Inadequate Take Action 3. Compare To Standard 4. Adequate No Action

26. Employee Involvement Customer Focus Benchmarking Continuous Improvement TotalQuality Management

27. Important Points of TQM • Create constancy of purpose • Adopt a new philosophy • Cease mass inspection • Create long-term relationships • Constantly improve • Institute training • Institute leadership

28. Important Points of TQM • Drive out fear • Break down barriers • Eliminate slogans and targets • Eliminate numerical quotas • Remove barriers to pride in work • Institute education and training • Take action and make changes

29. Management Skills Interpersonal Technical Administrative Conceptual