2. Objectives
To obtain an understanding of the five management functions.
To become knowledgeable about the management process.
To learn the roles and purposes of a manager or supervisor.

3. Main Menu Introduction to Management Management Styles
Functions of Management
Evaluation

5. Management
Is the process of coordinating resources in order to accomplish an organization’s goals
Is carried out by a supervisor, manager or management team

6. Supervisors & Managers
Conduct the management process
Set goals for the business
Guide the activities of the business
Keep the business moving toward set goals
Make things happen, but do not usually perform actual jobs in departments or businesses
Are responsible for seeing the work is completed

7. The Management Process
Is the primary activity a supervisor or manager performs
Is composed of the basic management functions
Is key to completing a task effectively and efficiently

8. Management Efficiency means doing the task right
is the ability to do something well or achieve a desired result without wasted energy or effort
refers to the relationship between inputs and outputs

9. Management Effectiveness means doing the right task
translates into obtaining business goals
is not always efficient

10. Management Tip
To be a good supervisor you must be concerned with both reaching goals and doing so in an efficient manner

11. Management Can be influenced by environmental factors internal
elements within a company
external
factors outside a company’s control

12. Internal Environmental Factors
Include:
role of company leadership
strength of employees
social influences

13. External Environmental Factors
Can be:
directly interactive
environment will have an immediate impact on the company
indirectly interactive
environment will have a secondary effect on the company
Include:
government regulations
competition
political factors

14. Control Process
Is a process to observe performances and tasks and taking action to ensure a desired outcome
Helps to:
be consistent with directions
guarantee objectives are persistent
maintain compliance with rules and policies

15. Control Process Has five steps: establish objectives and standards
measure performance
compare results with objectives and standards
analyze deviations
take corrective action

16. Establish Objectives & Standards
Begins the control planning process
Includes:
defining the objectives
setting the standards (two types)
output: measures results (quality, quantity, cost, time)
input: measures work efforts

17. Measurement of Performance
Should be accurate to identify deviations and variances
without measurement of performance, efficient control is not possible

18. Comparing Results
Requires analyzing the actual performance to the objectives and standards set in the first step
Will determine if a performance is sufficient or inadequate

19. Analyzing Deviations
Should direct the focus to important areas which need to be corrected more urgently
management should determine the important areas of business and put it before deviation in insignificant areas
Should indicate possible courses for action for improvement or correction

20. Taking Corrective Action
Is a management activity which intends to correct mistakes which interfere with performance
Should only be taken after measurements and results are classified as valid and reliable

21. Taking Corrective Action
Involves:
management by exception
attention from the manager which focuses on significant differences between performance and expectation

22. Supervisors & Managers
Control the following:
human resources
financial resources
material resources
information resources
Direct others using various management styles

24. Management Styles Power-oriented Routine-oriented Achievement-oriented
Micromanagement

25. Power-Oriented Style Maintains total control over the entire operation
Works in situations where employees are:
untrained
inexperienced
involved in a crisis

26. Routine-Oriented Style
Keeps the operation running smoothly rather than accomplishing other goals
Is appropriate in middle management in large corporations

27. Achievement-Oriented Style
Is open to new ideas and seeks out employee suggestions
Is most effective in situations where the manager is dealing directly with employees who are producing the work

28. Micromanagement
Occurs when a manager closely controls the work of employees
Involves the manager or supervisor controlling every step of a process with little employee freedom
Can be an ineffective leadership method
Should only be used if this type of intensive control is necessary

29. Management Tip
The best managers and supervisors are able to use situational management
Situational management occurs when a manager or supervisor can adapt the management approach to a particular circumstance

31. Management Functions
Are the pieces which compose the management process
Are the key steps which must be completed in order to achieve an organization’s goals
Are the major responsibilities or tasks of a supervisor

32. Management Functions
Planning
Organizing
Staffing
Leading
Controlling

33. Planning Involves defining an organization’s: goals objectives
strategies
chain of command

34. Planning Should be realistic, comprehensive and flexible
Includes determining plans for the short- and long-term use of:
people
technology
material sources

35. Types of Plans Strategic Plans involve long-term goals
discuss what a business wants to achieve in three to five years
do not include a target date
should be reviewed every year
for example:
wanting your shoe store to develop a solid base of loyal customers

36. Types of Plans Tactical Plans involve mid-range objectives
focus on one year or less
are built on specific objectives with target dates
help ensure the accomplishment of strategic goals
should be reviewed often
for example:
developing a frequent buyer club which rewards customers for consistent patronage

37. Types of Plans Operational Plans
focus on a company’s everyday activity
promote the success of tactical and strategic plans
include company policies, rules, regulations and budgets
should be reviewed monthly, weekly or daily
for example:
stating employees must encourage customers to sign up for the frequent buyer club during checkout

38. Factors Which Affect Planning
Political climate
Technological advances
Economy
Competitors

39. Management Tip
When completing any management plan, keep in mind the plan will be used to meet a given goal and therefore should be clear and direct

40. Organizing
Involves dividing work into manageable segments in order to achieve goals
Determines:
when and which tasks will be completed
the communication and reporting process
who will make critical decisions
deadlines, work groups, committees and business structures

41. Organizing Often requires the completion of an organizational chart
Sets up the framework needed to complete staffing
Is very decision-making intensive

42. Management Tip
When making complicated decisions in management, a formal decision-making process can be extremely helpful
The process usually includes these steps:
define the problem
identify available options
gather information and determine the potential outcome of each alternative
determine the best solution
take action
evaluate the results

43. Staffing Involves: determining what kind of workers are needed
determining when workers are needed
locating qualified applicants
selecting individuals to be hired
assigning new hires to a work area

44. Staffing Should be completed to fulfill the needs of a company
Is a process which includes:
communicating the need for new employees
submitting applications
interviewing prospective employees
hiring
assigning jobs and authority

45. Leading Involves: Is a vital component in the management process
directing and coordinating employees
motivating employees
directing activities
communicating with employees
Is a vital component in the management process

46. Effective Leadership Techniques
Provide clear directions
leading others requires good communication skills
directions should be given to each employee to ensure they know what is expected
employees should be encouraged to ask questions concerning their job

47. Effective Leadership Techniques
Be consistent
if you have decided a job should be completed a certain way, make sure all employees follow this standard
exceptions should not be made unless there is a good reason

48. Effective Leadership Techniques
Treat employees fairly
set reasonable standards of performance
hold all individuals to the same standard
always consider the employee’s point of view

49. Effective Leadership Techniques
Lead by example
be ethical
understand how your actions affect others
make honest and just decisions
set a good example
doing this will make your life as a supervisor or manager much easier

50. Controlling
Is the process comparing expected results with actual performance
Involves:
monitoring the organizations performance
examining the efficiency of the organization
correcting problems which may occur
evaluating employee performance

51. Types of Controls Preventative control Concurrent control
anticipates and prevents undesirable outcomes
Concurrent control
takes place while an activity is in progress so problems can be corrected before they get out of hand
Corrective control
provides feedback after an activity is completed in order to prevent further deviations

52. Controlling Involves three basic activities: setting standards
evaluating performance according to standards
solving problems revealed by the evaluation

53. Management Information
Is a key factor in maintaining efficient decision making for a company
Helps to:
make necessary decisions to improve management
implement planning, monitoring and evaluation

55. Standards Are based on the ultimate goals of a business
Set specialized goals
Examples include:
financial standards
set goals for profit, cash flow and sales
quality control standards
set up production line checks for defects in machinery or workmanship

56. Evaluating Performance
Can be completed by implementing a quality control program
a set of measures built into the production process to make sure the products or services meet certain standards and performance requirements

57. Corrective Action
Should be taken if there are significant differences between planned output and actual output

58. Methods of Corrective Action
Replacing the input
Changing the control process
Implementing preventative measures
Conducting extensive employee training
Revising objectives

59. Achievement
When the five management functions are successfully combined and implemented the business will effectively and efficiently achieve its goals

60. Resources
Management Concepts – The Four Functions of Management. ( ). Retrieved October 2, 2009, from Buzzle.Com:
Managerial Functions. (1998). Retrieved October 2, 2008, from BMGT-1301 DCCCD:
McNamara, C. ( ). Introduction to Management. Retrieved October 2, 2008, from Free Management Library:

61. Acknowledgements Production Coordinator Amy Hogan Jake Porsch
Brand Manager
Megan O’Quinn
Graphic Designer
Daniel Johnson
Technical Writer
Jessica Odom
V.P. of Brand Management
Clayton Franklin
Executive Producer Gordon W. Davis, Ph.D.
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