Daily Information 12/15 Agenda: Warm Up: Objectives: Grab a textbook Complete warm-up Complete vocab. Read “Do I Want to be a Manager?” TPS The role of a manager P.P. Group review questions Individual Activity Warm Up: Grab a textbook Do you want to be a manager? Why or why not? Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management.

Section 1 vocabulary terms Starting on Page: 272 Management Planning Organizing Implementing Controlling Manager Supervisor Executive Mid-Manager

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?

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

What Is Management? Management is the process of coordinating people and other resources to achieve the goals of an organization.

Management Resources: Material Resources Material resources are the tangible, physical resources an organization uses.

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

Management Resources: Financial and Information Resources 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. © FRANCES ROBERTS / ALAMY

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.

Daily Information 12/16 Agenda: Warm Up: Objectives: Complete warm-up The role of a manager P.P. Group review questions Individual Activity Warm Up: If you could describe your ideal manager in one word, what would it be? Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management.

Basic Management Functions How well managers perform these key functions determines whether a business is successful.

Planning Process: Mission An organization’s mission is a statement of the basic purpose that makes the organization different from others.

Organizing the Enterprise A manager must group resources and activities to accomplish some end result in a efficient and effective manner.

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. Additional Resources Video TED: How Great Leaders Inspire Action (Simon Sinek) 18:35 http://www.youtube.com/watch?v=qp0HIF3SfI4 Website Forbes Leadership News http://www.forbes.com/leadership/ Washington Post On Leadership http://www.washingtonpost.com/national/on-leadership Psychology Today Psych Basics: Leadership http://www.psychologytoday.com/basics/leadership

Controlling Ongoing Activities Evaluate and regulate ongoing activities Requires constant monitoring and adjusting Control Function Set standards Measure performance Take corrective action Note: Learners can think of controlling in terms of a traffic cop who is constantly evaluating the situation and adjusting traffic flow to meet immediate needs.

Controlling Ongoing Activities: The Control Function The steps in the control function must be repeated periodically till the goal is achieved.

Management Levels All levels of management must coordinate to implement the goals of any company.

Management Levels: Top Manager Upper-level executive Guides and controls the organization’s overall fortunes Responsible for developing the mission and determining strategy President, Vice President

Management Levels: 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

Management Levels: 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

Key Skills of Successful Managers

Key Skills of Successful Managers: Conceptual Skills Ability to think in abstract terms Help organization see the big picture Solicit a wide variety of viewpoints.

Key Skills of Successful Managers: Analytic Skills Identify problems Prioritize issues Recognize underlying reasons Generate possible alternatives Select the best solution

Key Skills of Successful Managers: Interpersonal Skills Ability to deal effectively with people inside and outside the organization Relate to people Understand needs and motives Show genuine compassion

Key Skills of Successful Managers: 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

Key Skills of Successful Managers: 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

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

Daily Information 12/18 Warm Up: Technology makes communication both easier and more complex. Explain why this is. **Grab a textbook Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Agenda: Warm Up Key Skills - notes Partner review Individual Activity

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

Daily Information 12/19 Warm Up: Finish partner review questions from last class. **Grab a textbook Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Agenda: Warm Up Individual Activity Areas of Management PP Business Group activity Bottom Line Review

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) 13,14 Apply what you know (page 289 & 290) 19,20,22,25 Case 11-1: What Makes an Effective Manager? Page: 291 Answer questions

Individual Assignment Case 11-1: What Makes an Effective Manager? Page: 291 Answer questions 1-4

Areas of Management Specialization Organizational structure can be divided into areas of specialization. Finance Human Resources Operations Administration Marketing Other (R&D)

Financial Managers Responsible for an organization’s financial resources Accounting Investment

Operations Managers Manages systems that convert resources into goods and services Techniques and procedures can be applied to business and non- business activities

Marketing Managers Facilitates the exchange of products between an organization and its customers and clients Marketing Research, Product Management, Advertising, Promotion, Sales, Distribution

Human Resources Managers Manages a company’s human resources programs Hiring, training, and evaluating employee performance Ensures government regulation compliance

Administrative Managers Also called general manager Provides overall guidance and leadership Coordinates other specialized managers

Managerial Decision Making Managers require a systematic method for solving problems in a variety of situations.

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.

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

Selecting an Alternative Final decisions are based on: Financial constraints Political factors Human and informational resources Time limits Legal obstacles

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. Additional Resources Article Financial Times Opinion: America Must Face Up to the Dangers of Derivatives 4/22/10 http://www.ft.com/intl/cms/s/0/707ef202-4e3d-11df-b48d-00144feab49a.html#axzz2CoTXglVx The Economist Centrally cleared derivatives: Clear and present danger 4/7/12 http://www.economist.com/node/21552217

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.

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) *

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

Effectiveness of Supervisor’s Quality of work of supervised employees Efficient use of the company’s resources Satisfaction of employees

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

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

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

Quia Review of Chapter 11 http://www.quia.com/pages/afrey105/page1 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