Modern Management in Practice: Strategies for Success

1. Chapter Management, Leadership, and Employee Empowerment 7 7-1

2. Management What is it?

3. The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources. WHAT IS MANAGEMENT? 7-3

4. Management In simple terms…

5. Management Getting the work done through other people…

6. Management …without making them mad.

7. The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources. WHAT IS MANAGEMENT? 7-7

8. Process Of Management Management Planning Organizing Leading Controlling Resources Employees Financial Products Location Information Achievement of Goals & Objectives Feedback

9. 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. 7-9

10. Four Functions OfManagement

11. FOUR FUNCTIONS of MANAGEMENT 7-11

12. Planning

13. 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 Planning

14. Setting Mission,Goals, and Objectives Planning

15. Mission Why Organization Exists, Its Purpose Create Mission

16. 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 Mission Statement

17. Solano Community College Solano Community College prepares a diverse student population to participate successfully in today’s local and global Communities.

18. Star Trek Enterprise 2-18

19. Goals -- The broad, long-term accomplishments an organization wishes to attain. Objectives -- Specific, short-term statements detailing how to achieve the organization’s goals. Setting Goals & Objectives

20. Questions of Planning • What is the situation now? • Where do we want to go? • How can we get to our goal from here?

21. 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

22. SWOT AnalysisA Continuous Process What is the situation now?

23. SWOT Analysis Potential Internal STRENGTHS Potential Internal WEAKNESSES Potential External OPPORTUNITIES Potential External THREATS

24. Planning Types How can we get to our goal from here?

25. Planning Types • Strategic Planning • Tactical Planning • Operational Planning • Contingency Planning

26. 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.

27. 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.

28. Management PlanningLevels & Time Spans Top Mgmt. MiddleMgmt. Lower Level Mgmt. Time 2 Years + 1 Year, Quarter Days, Weeks Strategic Tactical Operational

29. DECISION MAKING • Decision Making -- Choosing among two or more alternatives

30. Decision Making: Finding the Best Alternative Describe & Collect Organize & Analyze Define Implement Decide Develop Alternatives Monitor and Follow-up

31. 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. 7-31

32. Organizing Creating a Unified System

33. 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 Organizing

34. Management Pyramid CEO, Comptroller, Vice Pres. Top Sales Mgrs Plant Mgrs. Mid-Level Supervisors Foremen Front Line/Supervisory

35. 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.

36. 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.

37. 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.

38. SKILLS NEEDED at VARIOUSLEVELS of MANAGEMENT 7-39

39. Saying “thank you” has led to happier employees and greater profits for companies. • Whom should a manager thank? • Interns- Doing lots of work for little money, they are the future of the company and industry. • Lawyers- Many do pro bono work, even for nonprofit companies. • The Little People - Mailroom, repair, and cleaning staff keep the office running day-to-day. THANK YOUThe Most Basic Human Relations Skill Source: Fast Company, November 2010. 7-40

40. Visual devices that show relationships among people and divide the organization’s work; they also show who reports to whom. ORGANIZATIONAL CHARTS 7-41

41. Recruiting, hiring, motivating and retaining the best people available to accomplish the company’s objectives. STAFFING • Recruiting good employees is critical. • Many people are not willing to work at companies unless they are treated well with fair pay. 7-42

42. STAFFING is TRICKY BUSINESSSix Sins of Staffing Don’t hire someone because someone else says so. Don’t get caught up in applicants’ appearances. Don’t give someone the wrong job. Don’t forget about feedback. Don’t give promotions just because it’s time. Don’t cheat your employees. 7-43 Source: CareerBuilder, www.careerbuilder.com, accessed November 2014.

43. Leading Providing Continuous Vision & Values (Previously known as Directing)

44. Creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals Leading

45. Leadership Styles • Autocratic • Participative (Democratic) • Free-rein

46. Autocratic Making managerial decisions without consulting others.

47. Participative (Democratic) Leader Managers and employees work together to make decisions.

48. Free-rein Leader • Managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives.

49. Leadership Styles • What is the best leadership style to use? • Depends • Who is being led • In what situations • Goals and objectives of the firm

50. 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