1. Management
Clark: "How can they have nothing for their children?" Ellen: "Well, he's been out of work for close to seven years." Clark: "In seven years, he couldn't find a job?" Ellen: "Catherine says, he's been holding out for a management position."

2. Activity
Come up with at least 5 things a manager may be responsible for in a small business

3. Responsibilities Prepare job descriptions and compensation plans
Prepare training plan  
Develop training materials  
Develop evaluation procedures  
Train employees  
Develop purchasing procedures  
Develop materials receiving procedures  
Implement inventory system  
Develop equipment list  
Present floor plan/ business layout design  
Develop quality control procedures  
Select form of organization  
Complete registration process for selected form of business  
Determine legal/license requirements  
Manage purchasing operations  
Make management decisions during business operations.

4. Manager vs. Management
Manager - Individual in an organization who is responsible for making a group of people more effective and efficient.
Management - Process of planning for, organizing, directing, and controlling a company’s resources so that it can achieve its goals.

5. Functions of Management
Planning
Organizing
Staffing
Directing/Leading
Controlling

6. Planning
Management process of setting goals and determining the best way to achieve them.
Mission Statements
SWOT Analysis
Strategic Planning – 2-10 years
Tactical Planning – 1 yearish
Operational Planning – Short-term

7. Organizing
Management process of allocating resources to achieve a company’s plans.
Organizational Chart

8. Troy’s Org Chart

9. Levels of Management
Top level managers - Those at the top of the management hierarchy who are responsible for the health and performance of the organization.  
Middle level managers - Those in the middle of the management hierarchy who report to top management and oversee the activities of first-line managers.  
Operations (first-line) managers - Those at the bottom of the management hierarchy who supervise employees and coordinate their activities.  

10. Staffing 5 responsibilities
Recruitment - Inside or outside the company
Promotion — The advancement of an employee within a company position or job tasks.
Performance Appraisal – The process by which a manager or consultant
Examines and evaluates an employee’s work behavior by comparing it with preset standards,
Documents the results of the comparison, and
Uses the results to provide feedback to the employee to show where improvements are needed and why.
Employee Transfer — The transfer of an employee (within an organization) from one job to another.
You’re Fired

11. Directing/Leading
Management process that provides focus and direction to others and motivates them to achieve organizational goals.

12. Transactional Leaders
Managers who exercise authority based on their rank in the organization and focus their attention on identifying mistakes. In this conception leadership rests on the unspoken agreement between leader and employee, in which the leader is “in charge,” and the employee, by accepting the job, agrees to that fact.  

13. Transformational Leaders
Focused on creating a new and shared vision of the future. How do we get from where we currently are to where we need to be? The status quo is no longer enough. This style seeks to transform the organization.
Video

14. McGregors Theory X and Y
Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management.

15. Theory X Believes
Management is responsible for organizing the elements of productive enterprise
Process of directing peoples efforts, motivating them, controlling their actions, and modifying their behavior to fit the needs of the organization.
Without this active intervention by management, people would be passive-even resistant-to organizational needs. They must therefore be persuaded, rewarded, punished, and controlled. Their activities must be directed. Management's task was thus simply getting things done through other people.

16. Theory Y Believes
Management is responsible for organizing the elements of productive enterprise
People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations.
The motivation, potential for development, capacity for assuming responsibility, and readiness to direct behavior toward organizational goals are all present in people. Management does not put them there and it is responsible for people to recognize and develop these human characteristics for themselves.
The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals by directing their efforts toward organizational objectives.

17. Controlling
Management process of comparing actual to planned performance and taking corrective actions when necessary.
1. measuring performance
2. comparing present performance with standards or objectives
3. identifying deviations from the standards
4. investigating the causes of deviations
5. taking corrective action when necessary

18. Decision Making Define the situation List of options Analyzing options
Selection of the best option
Implementing
Monitor