1. Management, Supervision, and Decision Making
Chapter 2
Management, Supervision, and Decision Making

2. Section 2.1
Increasing Management Effectiveness
JOURNAL:Who is an effective leader that you know of? What attributes did this person have that made them an effective leader?
What motivates you to do your best?

3. Management Roles
Managers are responsible for getting the work of an organization accomplished through the efforts of other people
Some managers use threats and punishment (may lead to poor quality)
One of the main challenges managers face is determining the best ways to work with employees to prepare and motivate
By studying managers daily work schedules, 3 management roles were identified

4. Management Roles
Definition: Common set of activities that make up an important part of a managers job
3 main roles: Communicators, relationship builders, and decision makers

5. Communicators
Able to gather important information, used appropriately, and shared with those who need it
Act as spokesperson inside and outside of the organization

6. Relationship Builders
Represent their organization and maintain effective relationships with others
Create positive and motivating environment
Interact with other managers, develop and support subordinates, and resolve conflicts

7. Decision Makers
Constantly on the lookout for new opportunities and areas for improvement
Determine the best way to allocate resources to meet the needs of the organization
Solve problems, take corrective action, recognize and reward success

8. Getting Work Accomplished
Mgt jobs are organized around the 4 management functions
Planning, Organizing, Implementing, Controlling
Managers use resources available to them to get work accomplished
Main resources: People, money, facilities, equipment, and materials

9. Continued Most important resource: Employees
Determine what work is best for each employee
Make sure employees have the resources they need
See Figure 2-1 pg. 30

10. Getting Work Accomplished
1)First step for managers is to develop a plan
Plan shows how the resources will be used
2) 2nd step is to organize
Organizing for managers is mostly making sure that resources are available when needed
When resources are available implementation will take place (3)
Controlling is final step, check to see resources were used effectively or if changes need to be made

11. Example Pg. 31 What’s the goal of a school?
Who is necessary to complete this task?
See pg. 30 Facts and Figures

12. Principles of Effective Mgt
Businesses change in style every few years
As business structure changes effective management techniques also must change
See caption pg. 32

13. Management Principles
Come from the studies of effective organizations and managers
Definition: The fundamental guidelines for the decisions and actions of managers
Pg. 32 “6 Effective Management Practices”
Must be consistent and objective in mgt work (can’t rush to judgments, be biased, or put self-interests first)
Must plan for your work and look at possible effects of actions

14. Effective Supervision
Section 2.2
Effective Supervision

15. The Supervisor’s Job
Supervisors are often experienced employees who have been put in management positions
How could this effect relationships with co-workers?
Managers who work directly with non-management employees and are responsible for translating the plans of the company into the every day work environment that motivates their employees to do their best

16. Supervisors Continued
Important Task: Create work environment that motivates employees to do their best
Hold employees to deadlines and high quality
Really the only management that deals with management and employees
Must give employee problems to management and solve employee problems

17. Supervisors continued
Often little to no management training
Not always an easy transition
Employees go from co-workers to subordinates
Subordinate: Subject to the authority and control of another person
Must command respect yet keep employees motivated

18. Effectiveness of Supervisors
3 Main factors
1) The quality of the work of the supervised employees
2) The efficient use of the company’s resources
3) The satisfaction of the supervisors employees
Question: Should the success of a supervisor depend more on the performance and satisfaction of subordinates or on the supervisors individual job performance?

19. Responsibilities of Supervisors
Time is often divided between management activities and other work
Must implement plans developed by the executives
Supervisory jobs vary greatly from position to position

20. Common Set of Responsibilities
1) Communicate the Goals and Directions of Management to Employees
Employees must know what is expected of them to be effective
Good supervisors show why company goals are important

21. Common Set of Responsibilities Cont.
2) Explain Employee Concerns and Ideas to Management
Employees want to feel like they are part of the company (work harder)
Supervisors need to learn of their concerns and ideas
Must follow up with mgt to find out what was done
See Facts and Figures pg. 35

22. Common Set of Responsibilities Cont.
3) Evaluate and Improve Employee Performance
Must be able to make sure that all employees are performing as effectively as possible
Supervisors perform regular performance reviews
Performance Review: Procedure that evaluates the work and accomplishment of an employee and provides feedback on performance
Can be formal or informal
Must be positive and objective in reviews
Provide rewards and recognition for success
Provide advice and coaching for those who don’t
Serious problems lead to discipline or termination

23. Common Set of Responsibilities Cont.
4) Encourage Employees to Do Their Best Work
If employees like their job their performance will go up
When unsure or have conflict employees will not succeed
Employees want to be accepted and respected
Want a supervisor who is approachable
Want to be recognized for their success

24. Common Set of Responsibilities Cont.
5) Use Resources Efficiently
Failure to do so will result in a loss
Must control the costs of a business
Examples in HHS
Supervisors will have a great deal of influence on profit or loss because of so much day to day interaction
Must constantly look for ways to operate more efficiently
Seek employee advice
Pg. 36 caption

25. Managing Day-to-Day Activities
All employees get direction from a supervisor (usually daily)
Plan, organize, implement, and control daily
Common tasks…

26. Scheduling Work
Daily planning is done through the use of work schedules
Work Schedules: Identify the tasks to be done, employees assigned to the work and the time frame for completion of each task
Decide who works each day and for how long, along with projects to complete
Time management is very important
Time Management: Managing work schedules to achieve maximum productivity (not wasting time)

27. Communication with Employees
Happens daily
Can be individual or as a whole group
Oral or writing
Electronic becoming more common
Must choose the appropriate communication at the right times
Ask for feedback to check for understanding
Must be able to listen

28. Controlling Quality
Quality Control: Process of making sure work meets acceptable standards
Some companies spend a lot of time correcting errors or defects
Careful planning, developing quality standards, and regularly checking the quality of work being done can reduce problems
Train employees to spot quality
Example: BP
See pg. 37 illustration
Discuss pg. 38 “Management Matters”
Pg. 40 Focus on Innovation

29. Improving Supervisory Skills
One of the biggest challenges to new supervisors is getting away from non-management activities and into management functions
Why?
Can’t do the job for employees
Employees resent managers that do too much
Must trust in your employees work
Most supervisors will get special training
Work Coaches: Experienced manager who meets regularly with an new manager to provide feedback and advice
How do work coaches compare to an athletic coach?
If training isn’t provided the new supervisor should research on their own

30. Managing With Information
Section 2.3
Managing With Information

31. Using Management Information
Managers need access to information to do their job successfully
Ex: Production records, sales records, personnel, expenses, and profit or loss
Must be easily retrievable

32. Using Management Information Systems
Management Information Systems (MIS): Computer-based system that stores, organizes, and provides information about a business
All companies must have a form of MIS, computerized makes easiest
Plans should be based on the past and anticipated changes
Effective systems allow for “what-if” questions

33. What-if Analysis
Definition: Systematic way to explore the consequences of specific choices using computer software.
Ex: What if we increased sales by 5%?, What if we replaced out delivery vehicles with more fuel efficient vehicles?
Big for time saving and monitoring performance

34. JOURNAL
You are the manager of a large retail electronics store that is facing growing competition from Internet sales. List 3 “What-If” questions related to the future of the business. What information would you need to answer each question?

35. Business Research
Can’t make a decision without sufficient information about the problem or possible solutions (research is needed)
Two common research: Marketing and Product Development Research
Ex: Marketing manager trying to figure out why a product isn’t selling
No product should be produced unless you know it can be produced for a profit

36. Research Continued
Economic factors are a major area of research (companies, competitors, markets)
Large companies have research departments (Hershey, Nike)
Small companies outsource
Universities and government do a lot of research
Pg. 42 Caption

37. Decision Making Many decisions are not based on specific problems
Supervisors decision making focuses more on daily operations (schedules, project assignments)

38. Problems and Decision Making
Problem: Difficult situation requiring a solution
Usually have multiple solutions
Ex: Shipping a product from Texas to Maine
See Figure 2-3 “Problem Solving Procedure” pg. 43

39. Steps in Problem Solving
Procedures that are taught in science classes are also used in business
1) Identify the Problem
2) Determine Possible Solutions
3) Analyze the Solutions
4) Select the Best solution

40. Identify the Problem
Cant solve a problem until you know what the problem is
Many times the manager doesn’t even know that there is a problem
Can’t identify a symptom as a problem
Symptom: Sign or indication of something that appears to be the problem
Ex: Headache to illness, falling sales to placement
Symptom can be used to identify the problem
Earlier you can catch the problem the better

41. List Possible Solutions
Once a problem is identified managers should begin to list all possible solutions
Example: Poor advertising as problem
All problems have more than 1 solution
Must come up with at least 2 solutions
See pg. 45 Mgr Perspective

42. Ways to create solutions
Brainstorming
Brain writing
Wish List
Discuss with people outside of the company
Look at past methods that worked

43. Analyze the Solutions 3rd step to problem solving
Study each possible solution separately, narrow down to a few, select the best
MIS comes into play
Decide which decisions are practical
Important decisions may require a test (inside or outside org.)
Test may be best way to eliminate
Improvement shows potential

44. Contingency Planning
Contingency Plan: Alternative course of action to be followed if a specific problem arises
Identify possible problems before they arise
When planning have several contingencies
Develop procedures in case problem does occur
Often done for new procedures or expensive changes
Can save money in the long run