1. 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.

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

3. 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?

4. 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

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

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

7. 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

8. 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

9. Do I Want to be a Manager?
Reality Check on page Read the story individually
Partner up with the person sitting next to you and create a list of advantages and disadvantages of supervisory positions.

10. 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.

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

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

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

14. 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
Website
Forbes Leadership News
Washington Post
On Leadership
Psychology Today
Psych Basics: Leadership

15. 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.

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

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

18. 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

19. 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

20. 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

21. Key Skills of Successful Managers

22. 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.

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

24. 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

25. 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

26. 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

27. 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

28. 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

29. Day-to-Day Activities
Communicating with employees
, 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

30. 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

31. 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

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

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

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

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

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

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

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

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

40. 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.

41. 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

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

43. 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
The Economist
Centrally cleared derivatives: Clear and present danger
4/7/12

44. 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.

45. 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) *

46. 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

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

48. 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

49. 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

50. 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

51. Quia Review of Chapter 11 http://www.quia.com/pages/afrey105/page1
Go to the following link to take the Chapter 11 Review
You must have your login information in order to take the review
A score of 93% or higher must be achieved, unlimited attempts