1. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 1 The Functions of Management

2. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 2 Managerial Functions Planning Controlling Organizing Leading

3. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 3 Roles of Management InformationalInformationalInterpersonalInterpersonalDecisionalDecisional

4. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 4 The Planning Function Develop Strategies for Success Set Goals and Objectives Develop Action Plans

5. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 5 2 Write Mission Statement 3Perform SWOT Analysis 7Develop Action Plans 6 Set Goals And Objectives 1Develop A Vision 4DevelopForecasts5AnalyzeCompetition Strategic Planning Process

6. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 6 Clarity of Vision Development Execution Modification Communication

7. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 7 FORD Our Vision: To become the world's leading consumer company for automotive products and services. Our Mission: We are a global family with a proud heritage passionately committed to providing personal mobility for people around the world. We anticipate consumer need and deliver outstanding products and services that improve people's lives.

8. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 8 Mission Statement ObjectivesGoalsPhilosophies Product or Service Primary Market Survival, Growth, Profitability Managerial Philosophy Level of Quality Social Responsibility

9. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 9 Franklin University Philosophy - A Commitment to Student-Centered Education Mission Statement As an independent, not-for-profit, metropolitan institution, Franklin University provides student- centered, lifelong higher education in a global context, accomplished through excellence in teaching, appropriate technology, and measurably effective learning. The University provides undergraduate and graduate students, who often work full or part time, both the breadth of knowledge and the career-focused applications required of a balanced education.

10. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 10 Mission AstroVision will provide the first live, color coverage of Earth in history. A system of AVStar satellites will carry high-resolution cameras in geostationary orbit—resulting in seamless, around-the- clock, global observations of the Earth. The live nature of AstroVision data and direct-to-customer satellite broadcast will revolutionize the remote sensing marketplace, particularly in the media and entertainment sector, our primary market. Our data products will also enable a wide variety of specialized applications including news, weather, and crisis management, while engaging in traditional Geographic Information System (GIS) and remote sensing activities for agriculture, forestry, land-use mapping, education, and scientific research. AstroVision’s revolutionary approach to commercial remote sensing will produce global views of Earth—conveniently delivered directly to subscribers. AVStar coverage will ultimately promote a truly global awareness of our common home.

11. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 11 WeaknessesStrengths OpportunitiesThreats SWOTAnalysis

12. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 12 Managerial Forecasts QualitativeForecastingQualitativeForecastingQuantitativeForecastingQuantitativeForecasting StatisticalComputationsStatisticalComputationsIntuitiveJudgmentsIntuitiveJudgmentsConsumerResearchConsumerResearchHistoricalDataHistoricalData

13. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 13 Competitive Analysis Differentiation Cost Leadership Focus

14. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 14 Company Goals and Objectives Boosts Motivation Guides Activity Sets Standards Clarifies Expectations Broad, Long-Range Target or Aim Broad, Long-Range Target or Aim Goals - AMAÇ Objectives- HEDEFLER HEDEFLER Specific, Short-Range Target or Aim Specific, Short-Range Target or Aim

15. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 15 Tactical Plans Operational Plans One-Three Years Less Than a Year Middle Managers First-Line Managers Management Time Frame

16. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 16 Crisis Management MaintainOperationsMaintainOperationsMinimizeDamageMinimizeDamage OpenCommunicationOpenCommunicationContingencyPlansContingencyPlans

17. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 17 The Organizing Function Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution

18. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 18 The Management Pyramid First-lineManagers MiddleManagers TopManagers

19. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 19 The Management Pyramid First-lineManagers MiddleManagers TopManagers President, CEO, VP Make long-range plans Establish policies Represent the company

20. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 20 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement goals Make decisions Direct first-line managers Controller, Marketing Manager, Sales Manager

21. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 21 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement plans Oversee workers Assist middle managers Office Manager, Supervisor, Foreman, Department Head

22. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 22 The Leading Function ManagersLeaders Position Power Intellectual Rational Practical Visionary Inspirational Emotional Personal Power

23. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 23 Leadership Qualities Social Quotient (SQ) Change Quotient (CQ) Intelligence Quotient (IQ) Emotional Quotient (EQ)

24. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 24 Leadership Skills MotivationMotivationEmpathyEmpathy Social Skills Self-AwarenessSelf-AwarenessSelf-RegulationSelf-Regulation Emotional Quotient (EQ) Kişinin kendi duygularını anlaması, başkalarının duygularına empati beslemesi, ve duygularını yaşamı zenginleştirecek biçimde düzenleyebilmesi yetisi Emotional Quotient (EQ) Kişinin kendi duygularını anlaması, başkalarının duygularına empati beslemesi, ve duygularını yaşamı zenginleştirecek biçimde düzenleyebilmesi yetisi

25. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 25 Leadership Styles AutocraticAutocratic Laissez-Faire DemocraticDemocraticContingencyContingency

26. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 26 Leader Behavior Continuum Management-CenteredLeadershipEmployee-CenteredLeadership Authority of Manager Freedom For Workers ManagerMakesDecisionManager“Sells”DecisionManagerPresentsIdeasManagerMakesTentativeDecisionManagerPresentsProblemManagerSetsDecisionLimitsEmployeesMakeDecision

27. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 27 Types of Leaders TransactionalTransformational Meeting Established Goals Clarifying Organizational Roles Securing Correct Resources Inspiring Employees Finding Creative Solutions Promoting Success

28. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 28 Additional Leadership Functions CoachingMentoring Meeting with employees Meeting with employees Discussing problems Discussing problems Offering suggestions Offering suggestions Encouraging solutions Encouraging solutions Guiding employees Guiding employees Explaining office politics Explaining office politics Serving as role models Serving as role models Providing valuable advice Providing valuable advice

29. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 29 Managing Change Present Situation Process of Change New Situation Identify What Needs to Change Identify Forces For and Against Change Select the Best Approach Reinforce and Monitor Behavior

30. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 30 Organizational Culture EmployeeInteractionsEmployeeInteractionsCommunicationPatternsCommunicationPatternsBusinessConductBusinessConduct Attitudes About Work Attitudes AppropriateAttireAppropriateAttire

31. © Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 7 - 31 NEC Electronics Our Corporate Culture We will create a corporate culture that enables all employees to fully demonstrate their capabilities. It is only in safe, healthy workplace environment free of discrimination and harassment is essential in bringing out each employee's individuality and capabilities to that full extent. Good workplaces such as these also generate increased efficiency and productivity. All employees at NEC Electronics play a role in building a corporate culture we take pride in.

32. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 32 The Controlling Function Monitoring Progress Resetting The Course Correcting Deviations

33. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 33 The Quality Control Cycle 4. Adequate No Action 4. Adequate No Action 3. Compare To Standard 3. Compare To Standard 4. Inadequate Take Action 4. Inadequate Take Action 1. Set Standards Standards 2. Measure Performance Performance ReevaluateStandardsReevaluateStandardsCorrectPerformanceCorrectPerformance Set Strategic Goals Goals

34. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 34 ManagementSkills Interpersonal Technical Administrative Conceptual Decision-Making

35. © Prentice Hall, 2007Excellence in Business, 3eChapter 6 - 35 The Decision-Making Process Recognize and Define the Situation Recognize and Define the Situation Identify Options Analyze Options Select the Best Option Select the Best Option Implement the Decision Implement the Decision Monitor and Evaluate the Results Monitor and Evaluate the Results