****** McGraw-Hill/Irwin Understanding Business, 8e © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Nickels McHugh McHugh ** Management, Leadership, and Empowerment 7 CHAPTER * **

****** 7-2 New Management Roles Skilled communicatorSkilled communicator Team player and a plannerTeam player and a planner CoordinatorCoordinator OrganizerOrganizer SupervisorSupervisor

****** 7-3 Managing for the Future 1.Prepare for the unexpected 2.Faster reaction times 3.Flatter structure 4.Build teams 5.Grow globally 6.Develop cultural sensitivity 7.Invest in technology 8.Develop a family work atmosphere 9.Create vision 10.Enhance competencies

****** 7-4 Management Functions PlanningPlanning OrganizingOrganizing LeadingLeading ControllingControlling

****** 7-5 Planning: Create Vision Set Vision, Goals, ObjectivesSet Vision, Goals, Objectives Vision and Mission – Why Organization Exists, Purpose of OrganizationVision and Mission – Why Organization Exists, Purpose of Organization Goals – Broad, Long- TermGoals – Broad, Long- Term Objectives – Specific, Short-TermObjectives – Specific, Short-Term Continuous Process (SWOT)Continuous Process (SWOT)

****** 7-6 Questions of Planning 1.What is the situation now? Where do we want to go?Where do we want to go? 2.How can we get there from here? Strategic PlanningStrategic Planning Tactical PlanningTactical Planning Operational PlanningOperational Planning Contingency PlanningContingency Planning

****** 7-7 SWOT Analysis Potential Internal STRENGTHS Potential Internal WEAKNESSES Potential External OPPORTUNITIES Potential External THREATS

****** 7-8 Planning Functions

****** 7-9 Decision Making: Steps Decision Making 1. Define2. Describe 3. Develop Alternatives 4. Develop Agreements 5. Decide6. Do 7. Determine

****** 7-10 Organizing Skills/TasksSkills/Tasks StakeholdersStakeholders StaffingStaffing

****** 7-11 Management Pyramid President, Vice Pres. Division Heads, Plant Mgrs. Top Management Middle Management Supervisory (First-Line) Non-supervisory Foreman, Dept Heads Employees

****** 7-12 Required Management Skills Technical SkillsTechnical Skills Human Relations SkillsHuman Relations Skills Conceptual SkillsConceptual Skills

****** 7-13 Is It Difficult to be a Leader Today? More Challenging (89%) Less Challenging (1%) Don’t Know (1%) No Change (9%) Source: USA Today

****** 7-14 Successful Leadership Communicate a VisionCommunicate a Vision Establish Corporate ValuesEstablish Corporate Values Promote Corporate EthicsPromote Corporate Ethics Embrace ChangeEmbrace Change

****** 7-15 Leadership Styles AutocraticAutocratic Participative (Democratic)Participative (Democratic) Free-reinFree-rein

****** 7-16 Four Leadership Types RationalistsRationalists PoliticistsPoliticists HumanistsHumanists CulturistsCulturists Source: CIO Nov 2003

****** 7-17 Autocratic Leadership Making managerial decisions without consulting others

****** 7-18 Participative Leadership DemocraticDemocratic Managers and employees working together to make decisionsManagers and employees working together to make decisions

****** 7-19 Free-rein Leadership Managers set objectivesManagers set objectives Employees are relatively free to do whatever it takes to accomplish those objectivesEmployees are relatively free to do whatever it takes to accomplish those objectives

****** 7-20 Empowering Employees Empowerment: Giving employees the authority and responsibility to make decisions.Empowerment: Giving employees the authority and responsibility to make decisions. Enabling: Giving workers the education tools needed to make decisions.Enabling: Giving workers the education tools needed to make decisions.

****** 7-21 Manager’s Empowerment Checklist TARGETTARGET TOOLSTOOLS TRAININGTRAINING TIMETIME TRUTHTRUTH TRACKINGTRACKING TOUCHTOUCH TRUSTTRUST Source: Empowerment Checklist, Cathcart Institute, 2004,

****** 7-22 Knowledge Management Do you want to know more about your customers?Do you want to know more about your customers? What about competition?What about competition? What information would make the company more effective in the marketplace?What information would make the company more effective in the marketplace? What do I still not know?What do I still not know? Whom should I be asking?Whom should I be asking?

****** 7-23 Controlling 1.Establish clear standards 2. Monitor and record performance 3. Compare results against standards 4. Communicate results 5. If needed, take corrective action Are standards realistic? Feedback

****** 7-24 Are You a Micromanager? Do you have strategic initiatives that you have not addressed?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 employees for quality control? Do you often check on your subordinates throughout the day?Do you often check on your subordinates throughout the day? Do you seldom take a vacation?Do you seldom take a vacation? Is there a lot of turnover?Is there a lot of turnover? Did you answer YES to any question? Source: CFO May 2005

****** 7-25 Most Critical Trends, Management Concerns GlobalizationGlobalization Improving Knowledge ManagementImproving Knowledge Management Cost and Cycle Time ReductionCost and Cycle Time Reduction Improving Global Supply ChainsImproving Global Supply Chains Manufacturing at Multiple Locations and in Many CountriesManufacturing at Multiple Locations and in Many Countries Managing More Part-time, Temporary and Contract WorkersManaging More Part-time, Temporary and Contract Workers Source: Quality Digest 2004