Nickels McHugh McHugh

1. 7-1 Nickels McHugh McHugh

2. 7-2 See Learning Goal 1: Explain how the changes that are occurring in the business environment are affecting the management function. See Text Page: 182See Learning Goal 1: Explain how the changes that are occurring in the business environment are affecting the management function. See Text Page: 182

3. 7-3 Managing for the Future Prepare for the unexpected Faster reaction times Flatter structure Build teams Grow globally Develop cultural sensitivity Invest in technology Develop a family work atmosphere Create vision Enhance competencies Also available on a Transparency Acetate See Learning Goal 1: Explain how the changes that are occurring in the business environment are affecting the management function. Managing for the Future Before showing this slide, you can ask the students: What types of things must a manager focus on to succeed in the future? Critical questions to ask the students: Do organizations remain the same year after year? Does the environment in which organizations operate remain the same? (Obviously the answer to both the questions are �No.�) This slide, therefore, presents what an organization should do to manage for the future to avoid stagnation. Some of the themes are: change, speed, diversity, teamwork, global, and technology.Also available on a Transparency Acetate See Learning Goal 1: Explain how the changes that are occurring in the business environment are affecting the management function. Managing for the Future Before showing this slide, you can ask the students: What types of things must a manager focus on to succeed in the future? Critical questions to ask the students: Do organizations remain the same year after year? Does the environment in which organizations operate remain the same? (Obviously the answer to both the questions are �No.�) This slide, therefore, presents what an organization should do to manage for the future to avoid stagnation. Some of the themes are: change, speed, diversity, teamwork, global, and technology.

4. 7-4 Management Functions Planning Organizing Leading Controlling See Learning Goal 2: Describe the four functions of management. See Text Pages: 183-184See Learning Goal 2: Describe the four functions of management. See Text Pages: 183-184

5. 7-5 Planning: Create Vision Set Vision, Goals, Objectives Vision and Mission � Why Organization Exists, Purpose of Organization Goals � Broad, Long-Term Objectives � Specific, Short-Term Continuous Process (SWOT) See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 184-186See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 184-186

6. 7-6 Questions of Planning What is the situation now? Where do we want to go? How can we get there from here? Strategic Planning Tactical Planning Operational Planning Contingency Planning See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 185-186See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 185-186

7. 7-7 SWOT Analysis Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See text pages 186-187 SWOT Analysis SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. An organization, as part of an external environmental analysis, identifies the opportunities (factors that an organization can take advantage of) and threats (factors that an organization should avoid or minimize the impact of). As part of the internal analysis, the organization identifies the potential strengths that it can capitalize upon and potential weaknesses that it should improve upon. An interesting exercise for the students � have them perform a SWOT analysis on themselves (At least the strengths and weaknesses part should be an eye opening experience for them.)Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See text pages 186-187 SWOT Analysis SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. An organization, as part of an external environmental analysis, identifies the opportunities (factors that an organization can take advantage of) and threats (factors that an organization should avoid or minimize the impact of). As part of the internal analysis, the organization identifies the potential strengths that it can capitalize upon and potential weaknesses that it should improve upon. An interesting exercise for the students � have them perform a SWOT analysis on themselves (At least the strengths and weaknesses part should be an eye opening experience for them.)

8. 7-8 Planning Functions Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 187 Planning Functions This slide covers the key areas of planning by business managers. Students should be reminded that planning requires preparation to be successful. More effort put into planning, will result in greater achievements. All planning should be in writing with an estimate of time and cost. Gantt charts are often used to compare planned results with actual accomplishments. Even the best prepared plans sometimes miss the unexpected problems. Managers should always be prepared to act in the event a plan fails. Poor contingency planning may result in significant problems for a company. In the late 90�s, Federal Express� pilots were threatening to strike; the company spent $67 million dollars on contingency preparation. Fortunately, Federal Express avoided a shutdown, but the money was well spent to prepare for any work stoppage. (Federal Express� generates over $60 million a day in revenue.) They covered the cost of contingency planning in approximately one day.Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 187 Planning Functions This slide covers the key areas of planning by business managers. Students should be reminded that planning requires preparation to be successful. More effort put into planning, will result in greater achievements. All planning should be in writing with an estimate of time and cost. Gantt charts are often used to compare planned results with actual accomplishments. Even the best prepared plans sometimes miss the unexpected problems. Managers should always be prepared to act in the event a plan fails. Poor contingency planning may result in significant problems for a company. In the late 90�s, Federal Express� pilots were threatening to strike; the company spent $67 million dollars on contingency preparation. Fortunately, Federal Express avoided a shutdown, but the money was well spent to prepare for any work stoppage. (Federal Express� generates over $60 million a day in revenue.) They covered the cost of contingency planning in approximately one day.

9. 7-9 Decision Making: Steps Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 189-190 Decision Making Steps This slide presents the seven Ds of decision making. Managers don�t always go through this seven step process. However, they must always make sound decisions. It is easier said than done. As an interesting exercise, you can ask the students, working in a group, to go through a simple process of identifying an automobile purchase using these steps. Everyone�s input should be obtained in the group. They either can select a group manager or all can have an equal say/vote. Both scenarios should produce different but interesting experiences fro students.Also available on a Transparency Acetate See Learning Goal 3: Relate the planning process and decision making to the accomplishing of company goals. See Text Pages: 189-190 Decision Making Steps This slide presents the seven Ds of decision making. Managers don�t always go through this seven step process. However, they must always make sound decisions. It is easier said than done. As an interesting exercise, you can ask the students, working in a group, to go through a simple process of identifying an automobile purchase using these steps. Everyone�s input should be obtained in the group. They either can select a group manager or all can have an equal say/vote. Both scenarios should produce different but interesting experiences fro students.

10. 7-10 Organizing Skills/Tasks Stakeholders Staffing See Learning Goal 4: Describe the organizing function of management. See Text Pages: 191-193See Learning Goal 4: Describe the organizing function of management. See Text Pages: 191-193

11. 7-11 Management Pyramid Also available on a Transparency Acetate See Learning Goal 4: Describe the organizing function of management. See Text Pages: 190 Management Pyramid A good visual of management levels within a corporation. Note the pyramid shape and the type of job positions that are in each level. It�s important for the student to know the necessary skill levels that each position in the pyramid requires. A Top-Level Manager needs good conceptual skills, and be able to effectively communicate their goals to the entire corporation. Middle-level managers typically develop the strategies for goal attainment; and develop the tactics necessary to achieve stated goals. Middle managers require good analytical skills and the ability to communicate. First-line managers are responsible for execution of business plans. Technical skills and good communications skills are necessary.Also available on a Transparency Acetate See Learning Goal 4: Describe the organizing function of management. See Text Pages: 190 Management Pyramid A good visual of management levels within a corporation. Note the pyramid shape and the type of job positions that are in each level. It�s important for the student to know the necessary skill levels that each position in the pyramid requires. A Top-Level Manager needs good conceptual skills, and be able to effectively communicate their goals to the entire corporation. Middle-level managers typically develop the strategies for goal attainment; and develop the tactics necessary to achieve stated goals. Middle managers require good analytical skills and the ability to communicate. First-line managers are responsible for execution of business plans. Technical skills and good communications skills are necessary.

12. 7-12 Required Management Skills Technical Skills Human Relations Skills Conceptual Skills See Learning Goal 4: Describe the organizing function of management. See Text Pages: 192See Learning Goal 4: Describe the organizing function of management. See Text Pages: 192

13. 7-13 Is It Difficult to be a Leader Today? Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Is It Difficult To Be A Leader Today? This slide presents a poll of about 150 senior executives at companies with revenues of $1 billion to $40 billion. An overwhelming 89% of senior executives believe that it is more challenging to be a company leader in today�s environment. Ask the students: Why do so many executives believe that it is more challenging today than 5 years ago? (Some suggested answers may be: Terrorism, global competition, more regulations such as Sarbanes-Oxley Act, etc.)Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Is It Difficult To Be A Leader Today? This slide presents a poll of about 150 senior executives at companies with revenues of $1 billion to $40 billion. An overwhelming 89% of senior executives believe that it is more challenging to be a company leader in today�s environment. Ask the students: Why do so many executives believe that it is more challenging today than 5 years ago? (Some suggested answers may be: Terrorism, global competition, more regulations such as Sarbanes-Oxley Act, etc.)

14. 7-14 Successful Leadership Communicate a Vision Establish Corporate Values Promote Corporate Ethics Embrace Change See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 194See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 194

15. 7-15 Leadership Styles Autocratic Participative (Democratic) Free-rein See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195-196See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195-196

16. 7-16 Four Leadership Types Rationalists Politicists Humanists Culturists See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Four Leadership Types Ask the students: Does your personality reveal how you think and work? Can it be improved? (Tests such as Myers-Briggs profile individuals� personalities.) Williams and Deal, authors of When Opposites Dance: Balancing the Manager and Leader Within, identify four types of managers: Rationalists: sound thinking and work through organizational structure Politicists: adept at politics Humanists: regard people as company�s top assets Culturists: considers culture as critical and communicates through stories, ceremonies, and rituals. Williams and Deal conclude that while people are predisposed to think and act in certain ways, the best executives combine different personality attributes. (Source: CIO, November 1, 2003)See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Four Leadership Types Ask the students: Does your personality reveal how you think and work? Can it be improved? (Tests such as Myers-Briggs profile individuals� personalities.) Williams and Deal, authors of When Opposites Dance: Balancing the Manager and Leader Within, identify four types of managers: Rationalists: sound thinking and work through organizational structure Politicists: adept at politics Humanists: regard people as company�s top assets Culturists: considers culture as critical and communicates through stories, ceremonies, and rituals. Williams and Deal conclude that while people are predisposed to think and act in certain ways, the best executives combine different personality attributes. (Source: CIO, November 1, 2003)

17. 7-17 Autocratic Leadership Making managerial decisions without consulting others See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195

18. 7-18 Participative Leadership Democratic Managers and employees working together to make decisions See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195

19. 7-19 Free-rein Leadership Managers set objectives Employees are relatively free to do whatever it takes to accomplish those objectives See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195-196See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 195-196

20. 7-20 Empowering Employees Empowerment: Giving employees the authority and responsibility to make decisions. Enabling: Giving workers the education tools needed to make decisions. See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 196-197 See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 196-197

21. 7-21 Manager�sEmpowerment Checklist TARGET TOOLS TRAINING TIME TRUTH TRACKING TOUCH TRUST Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Manager�s Empowerment Checklist This slide presents the 8 �Ts� offered by Jim Cathcart that can be used as a checklist to empower employees. Target � Does the individual needing empowerment understands the goal to be achieved? Tools � Does the individual have the info to do the job? Training � Does the individual have proper training? Time � Has the individual had enough time for the training to take effect? Truth � Does the employee understand about how it fits together? Tracking � Does the manager give feedback for the employee to stay on track? Touch � Does the manager offer support and encouragement? Trust � Does the manager trust the employees? According to Cathcart, when you identify which �T� is missing, that�s where you intervene. (Source: Empowerment Checklist, Cathcart Institute, 2004, www.cathcart.com.) Empowerment is a key term for managers and non-managerial employees to remember. As workers become better educated and able to use modern technology, it is likely organizations will rely less on managers and more on the workers themselves for on-the-job decision making. This slide provides a clear step-by-step path to effectively empowering employees in the workplace. It may be interesting to question students concerning managers they have worked under. Did the manager �empower� them in performing their job? Could they have performed the job better if the manager had empowered them? How could the organization and the manager�s fellow workers have helped the manager in his/her job? A very relevant question to pose to students came from one of our textbook users in Florida. She said to question students if their college empowered them? An interesting thought to explore. See what students think.Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Manager�s Empowerment Checklist This slide presents the 8 �Ts� offered by Jim Cathcart that can be used as a checklist to empower employees. Target � Does the individual needing empowerment understands the goal to be achieved? Tools � Does the individual have the info to do the job? Training � Does the individual have proper training? Time � Has the individual had enough time for the training to take effect? Truth � Does the employee understand about how it fits together? Tracking � Does the manager give feedback for the employee to stay on track? Touch � Does the manager offer support and encouragement? Trust � Does the manager trust the employees? According to Cathcart, when you identify which �T� is missing, that�s where you intervene. (Source: Empowerment Checklist, Cathcart Institute, 2004, www.cathcart.com.) Empowerment is a key term for managers and non-managerial employees to remember. As workers become better educated and able to use modern technology, it is likely organizations will rely less on managers and more on the workers themselves for on-the-job decision making. This slide provides a clear step-by-step path to effectively empowering employees in the workplace. It may be interesting to question students concerning managers they have worked under. Did the manager �empower� them in performing their job? Could they have performed the job better if the manager had empowered them? How could the organization and the manager�s fellow workers have helped the manager in his/her job? A very relevant question to pose to students came from one of our textbook users in Florida. She said to question students if their college empowered them? An interesting thought to explore. See what students think.

22. 7-22 Knowledge Management Do you want to know more about your customers? What about competition? What information would make the company more effective in the marketplace? What do I still not know? Whom should I be asking? See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 197 See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. See Text Pages: 197

23. 7-23 Controlling Also available on a Transparency Acetate See Learning Goal 6: Summarize the five steps of the control function of management. See Text Pages: 197 Controlling This slide presents the five steps of the control function. It should be pointed out to the students that the whole control process is based on the clear standards. The control function completes the management function loop that starts with planning. Accounting and Finance are often the foundations for control systems because they provide the numbers management needs to evaluate progress.Also available on a Transparency Acetate See Learning Goal 6: Summarize the five steps of the control function of management. See Text Pages: 197 Controlling This slide presents the five steps of the control function. It should be pointed out to the students that the whole control process is based on the clear standards. The control function completes the management function loop that starts with planning. Accounting and Finance are often the foundations for control systems because they provide the numbers management needs to evaluate progress.

24. 7-24 Are You a Micromanager? Do you have strategic initiatives that you have not addressed? Do you often check on your employees for quality control? Do you often check on your subordinates throughout the day? Do you seldom take a vacation? Is there a lot of turnover? Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Are You a Micromanager? This slide presents a checklist of questions that help you identify if you tend to micromanage. If you answer yes to any of these five questions, you tend to be a micromanager. Managers can ask a trusted employee for an honest feedback. Ask the students: Have they ever worked for a micromanager? How did it make them feel and how did other employees feel? Do the students have the tendency or thinking that if they want something done right, they must do it themselves or constantly check on others work in a team situation? (It may indicate some of the micromanaging tendencies.)Also available on a Transparency Acetate See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles. Are You a Micromanager? This slide presents a checklist of questions that help you identify if you tend to micromanage. If you answer yes to any of these five questions, you tend to be a micromanager. Managers can ask a trusted employee for an honest feedback. Ask the students: Have they ever worked for a micromanager? How did it make them feel and how did other employees feel? Do the students have the tendency or thinking that if they want something done right, they must do it themselves or constantly check on others work in a team situation? (It may indicate some of the micromanaging tendencies.)

25. 7-25 Most Critical Trends,Management Concerns Globalization Improving Knowledge Management Cost and Cycle Time Reduction Improving Global Supply Chains Manufacturing at Multiple Locations and in Many Countries Managing More Part-time, Temporary and Contract Workers Also available on a Transparency Acetate See Learning Goal 6: Summarize the five steps of the control function of management. Most Critical Trends, Management Concerns! This slide presents the top six trends affecting U.S. companies, according to the CEOs surveyed by Louis Harris & Associates for the Malcolm Baldrige National Quality Award. One aspect that should be pointed out to the students is the pervasive theme related to global aspects of business.Also available on a Transparency Acetate See Learning Goal 6: Summarize the five steps of the control function of management. Most Critical Trends, Management Concerns! This slide presents the top six trends affecting U.S. companies, according to the CEOs surveyed by Louis Harris & Associates for the Malcolm Baldrige National Quality Award. One aspect that should be pointed out to the students is the pervasive theme related to global aspects of business.