1. Managing For Business Success 6-1 Exploring Business © 2009 FlatWorld Knowledge

2. Chapter Objectives 1.Identify functions of management 2.Understand how a company develops and implements strategic plan 3.Discuss options for organizing a business & create organizational chart 4.Explain how managers direct and motivate 5.Describe how managers monitor operations and assess performance 6.Describe skills to be a successful manager 6-2 Exploring Business © 2009 FlatWorld Knowledge

3. Efficiency/Effectiveness 6-3 Exploring Business © 2009 FlatWorld Knowledge

4. Management “…the process of planning, organizing, directing, and controlling resources to achieve specific goals.”“…the process of planning, organizing, directing, and controlling resources to achieve specific goals.” 6-4 Exploring Business © 2009 FlatWorld Knowledge

5. Functions of Management 6-5 Exploring Business © 2009 FlatWorld Knowledge

6. Planning “…managers set goals and determine the best way to achieve them.”“…managers set goals and determine the best way to achieve them.” 6-6 Exploring Business © 2009 FlatWorld Knowledge

7. Strategic Plan 1)Mission Statement 2)Core Values/Beliefs 3)SWOT 4)Goals & Objectives 5)Tactical/Operational Plans “…establishing an overall course of action.” 6-7 Exploring Business © 2009 FlatWorld Knowledge

8. Mission Statement “…describes the purpose of your organization- the reason for its existence.”“…describes the purpose of your organization- the reason for its existence.” 6-8 Exploring Business © 2009 FlatWorld Knowledge

9. Core Values “…fundamental beliefs about what’s important and what is and isn’t appropriate in conducting company activities.”“…fundamental beliefs about what’s important and what is and isn’t appropriate in conducting company activities.” “…link… to performance evaluations and compensation.” 6-9 Exploring Business © 2009 FlatWorld Knowledge

10. SWOT Analysis  S trengths  W eaknesses  O pportunities  T hreats “…company’s fit with its environment.” Examine internal and external forces that affect the company. 6-10 Exploring Business © 2009 FlatWorld Knowledge

11. Goals & Objectives  Goals- major accomplishments over long period of time  Objectives- short-term performance targets that direct efforts toward goal  Organization Number of goals/objectives Number of goals/objectives Change over time Change over time 6-11 Exploring Business © 2009 FlatWorld Knowledge

12. Types Of Plans Strategic  Long-term  Overall course of action  Established by upper-level managers  Implemented by managers at all levels Tactical  Shorter term  Specify activities/resources needed to implement strategic plans Operational- Detailed action steps taken to implement tactical plans and strategic plan 6-12 Exploring Business © 2009 FlatWorld Knowledge

13. Contingency vs. Crisis o Contingency Planning- Identify aspects most likely to be adversely affected by change, develop alternative courses of action o Crisis Management- Create structure to deal with emergencies 6-13 Exploring Business © 2009 FlatWorld Knowledge

14. Organizing “…allocates resources (people, equipment, and money) to achieve a company’s plans.”“…allocates resources (people, equipment, and money) to achieve a company’s plans.” 6-14 Exploring Business © 2009 FlatWorld Knowledge

15. Levels of Managers Top Managers- Responsible for health & performance Middle Managers- Oversee activities of first-line managers First-Line Managers- Supervise & coordinate employees 6-15 Exploring Business © 2009 FlatWorld Knowledge

16. Organizing: Levels of Management 6-16 Exploring Business © 2009 FlatWorld Knowledge

17. Organizational Structure “…arrangement of positions…most appropriate for your company at a specific point in time.”“…arrangement of positions…most appropriate for your company at a specific point in time.” 6-17 Exploring Business © 2009 FlatWorld Knowledge

18. Structure Activities  Job Specialization – Dividing tasks into jobs  Identify activities to be performed  Break activities into tasks  Departmentalization- Grouping jobs into meaningful units  Functional- by skills/tasks  Divisional- accountable for performance 6-18 Exploring Business © 2009 FlatWorld Knowledge

19. Product Division 4-19 6-19 Exploring Business © 2009 FlatWorld Knowledge

20. Customer Division 4-20 6-20 Exploring Business © 2009 FlatWorld Knowledge

21. Process Division 4-21 6-21 Exploring Business © 2009 FlatWorld Knowledge

22. Geographical Division McDonald’s Northeast Southeast Great Lakes Midwest West 4-22 6-22 Exploring Business © 2009 FlatWorld Knowledge

23. Organization Chart “…a diagram delineating the interrelationships of positions...”“…a diagram delineating the interrelationships of positions...” 6-23 Exploring Business © 2009 FlatWorld Knowledge

24. Notes-4-You 13-24 Exploring Business © 2009 FlatWorld Knowledge

25. Divisional Organization Chart 6-25 Exploring Business © 2009 FlatWorld Knowledge

26. Combined Divisional and Functional Structure 6-26 Exploring Business © 2009 FlatWorld Knowledge

27. Lines Of Authority z Chain of Command- Who reports to whom z Unity of Command- One boss z Matrix Structure- Form teams to combine skills on specific project z Span of Control- Number of people reporting to a manager 6-27 Exploring Business © 2009 FlatWorld Knowledge

28. Delegating Authority Delegation- Entrusting work to subordinates Responsibility & Authority Centralization & Decentralization 6-28 Exploring Business © 2009 FlatWorld Knowledge

29. Directing “…providing focus and direction to others and motivating them to achieve organizational goals.”“…providing focus and direction to others and motivating them to achieve organizational goals.” 6-29 Exploring Business © 2009 FlatWorld Knowledge

30. Leadership Styles  Autocratic  Democratic  Laissez-Faire “…way of interacting with and influencing others.” 6-30 Exploring Business © 2009 FlatWorld Knowledge

31. Theories of Effective Leadership  Transactional- Exercise authority based rank in organization  Transformational- Mentor /develop subordinates by stimulating 6-31 Exploring Business © 2009 FlatWorld Knowledge

32. Controlling “…comparing actual to planned performance and taking necessary corrective action…”“…comparing actual to planned performance and taking necessary corrective action…” 6-32 Exploring Business © 2009 FlatWorld Knowledge

33. Control Process 6-33 Exploring Business © 2009 FlatWorld Knowledge

34. Managerial Skills TechnicalInterpersonal Conceptual Communication Time-Mgmt. Decision- Making 6-34 Exploring Business © 2009 FlatWorld Knowledge

35. How To Solve a Problem 6-35 Exploring Business © 2009 FlatWorld Knowledge