1. BUSINESS ESSENTIALS, 6 TH EDITION EBERT Ch.6: Managing the business 1

2. After reading this chapter, you should be able to: 1.Describe the four activities that constitute the management process. 2.Identify types of managers by level and area. 3.Describe the five basic management skills. 4.Explain the importance of goal setting and strategic management in organizational success. 5.Discuss contingency planning and crisis management in today's business world. 6. Explain the idea of corporate culture and why It is important. 2

3. What’s in It for Me? By understanding the material discussed in this chapter, you’ll be better prepared to: – Carry out various management responsibilities yourself – More effectively assess and appreciate the quality of management in various companies from the perspective of a consumer or investor © 2009 Pearson Education, Inc. 3

4. Who Are Managers? Who are Good Managers? – Are responsible for business performance and effectiveness Effective—do the right things; achieve goals Efficient—do things right; lower costs – Are accountable to all key stakeholders: they : Develop strategic plans and tactical plans Analyze their competitive environments and plan, organize, direct, and control day-to-day operations © 2009 Pearson Education, Inc. 4

5. The Management Process Leading Guiding and Motivating Controlling Monitoring Performance Planning Setting Goals Organizing Structuring Management – The process of planning, organizing, leading, and controlling a firm’s financial, physical, human, and information resources to achieve its goals © 2009 Pearson Education, Inc. 5

6. Planning The Planning Process – Determining firm’s goals – Developing strategy for achieving goals – Designing tactical and operational plans for implementing the strategy © 2009 Pearson Education, Inc. 6

7. Let’s examine the planning process 1.The firm’s goals answer the question, “Where do we want to go?”. During 1 year more or less. 2.Next we need to develop strategy for achieving the goals. This strategy tells us how we are going to get where we want to go. 3.Then we design tactical and operation plans for implementing the strategy. These tactics allow us to follow our strategy and achieve our goals. These tactics answer the question, “Did we arrive where we wanted to beoperation plans 7

8. Homework A.Every one should prepare action plan in one page that includes: objective- strategy, activities and others. Should be written in a form of matrix. 8

9. Organizing The Organizing Process – Arranging resources and activities in a coherent structure Prepare organizational charts to help everyone understand roles and reporting relationshipscharts © 2009 Pearson Education, Inc. 9

10. Leading – Guiding and motivating employees to meet the organization’s objectives Uniting employees in a clear and targeted manner and motivating them to work in the best interests of the employer © 2009 Pearson Education, Inc. 10

11. Controlling The Controlling Process – Monitoring a firm’s performance to make sure that it is meeting its goals Begins when management establishes standards, often for financial performance. These could include return on investment, return on assets, meeting a specific sales goal for a quarter or year, etc. Can serve as a basis for providing rewards or reducing costs © 2009 Pearson Education, Inc. 11

12. FIGRE 5.1 The Control Process © 2009 Pearson Education, Inc. 12

13. Types of Managers Levels of Management – Top managers: Responsible for the overall performance of the firm. Titles: President, vice president, treasurer, CEO, CFO – Middle managers: Implement strategies and work toward goals set by top managers Titles: Plant manager, operations manager, division manager – First-line managers: Work with and supervise employees Titles: Supervisor, office manager, project manager, group leader © 2009 Pearson Education, Inc. 13

14. Human Resources MarketingMarketing FinancialFinancial OperationsOperations InformationInformation OtherOther Areas of Management (Business functions) © 2009 Pearson Education, Inc. 14

15. Areas of Management 1.Human Resources, which manages the recruitment of new employees, employee benefits and record-keeping about employees. 2.Marketing, which manages getting information about the company’s product or service to the correct consumer market group. Perform the 4ps. 3.Financial, which manages the costs, revenues and expenses of the firm. 4.Operations, which manages the actual production of the product or design and delivery of the service to the end user. Manages quality. 5.Information, which manages the information technology for the company. 15

16. Basic Management Skills Human Relations Skills Technical Skills Conceptual Skills time- management skills Decision- Making Skills © 2009 Pearson Education, Inc. 16

17. Management skills 1.time-management skills: It is very important for a manager to be able to manage his or her agenda and schedule. It is important to create a “to do” list and stick to it, by prioritizing the things you need to get done in terms of dates or priorities. 17

18. time-management skills Four leading time wasters: – Paperwork – Telephone calls – Meetings – E-mail © 2009 Pearson Education, Inc. 18

19. Management skills 2. Conceptual skills: Being able to analyze strategies and decisions as well as performance and outcome is essential as a manager. To view a situation from a holistic perspective. 19

20. Management skills 3. Technical skills: Technical skills in one’s field of responsibility are key. For example, an accounting manager needs to have the technical skills to understand the concepts involved in accounting 4. Human relations skills: be able to interact socially in teams of peers. 5. Decision-making skills: Making the correct decision is all-important when managing in any capacity. 20

21. Management Skills for the 21st Century Global Management Skills – Understand foreign markets, cultural differences, and the motives and practices of foreign rivals – Understand how to collaborate with others around the world on a real-time basis Management and Technology Skills – Needed to process increasing amounts of information © 2009 Pearson Education, Inc. 21

22. 1-22 Strategic Management : a set of managerial decisions and actions that determines the long- run performance of a corporation. Includes: Internal and external environment scanning Strategy formulation: vision, mission, goals, strategies. Strategy implementation: objectives, activities, budget. Evaluation and control Prentice Hall, 2012 chapter 1 1/10/2016 Prentice Hall, Inc. ©2012

23. Strategic Management: Setting Goals and Formulating Strategy Strategic Management – The process of helping an organization maintain an effective alignment/arrangement with its environment. Conduct SWOT. Goals – Starting point in effective strategic management – Objectives that a business hopes and plans to achieve. E.g., sell 100,000 units within the next 6 months. Strategy – The broad set of action plans to achieve company goals. How will we achieve our goal of selling 100,000, e.g., advertising © 2009 Pearson Education, Inc. 23

24. Setting Business Goals Goals – Performance targets that organizations and their managers use to measure success or failure Mission Statement – A statement of how a business will achieve its fundamental purpose. Business identity. Effective organizations set goals at many different levels: – Long-term goals: five years or more – Intermediate goals: one to five years – Short-term goals: one year or less © 2009 Pearson Education, Inc. 24

25. Purposes of Goal Setting Goal Setting: Benefits 1.– Provides direction and guidance for managers at all levels. 2.Define priorities. 3.– Helps firms allocate resources 4.– Helps to define corporate culture 5.– Helps managers assess performance © 2009 Pearson Education, Inc. 25

26. Types of Strategy Corporate Strategy – Determines what business or businesses a company will own and operate. It includes : 1- Growth Related diversification Unrelated diversification 2- Retrenchment Downsizing and divestiture 3- Stability © 2009 Pearson Education, Inc. 26

27. Types of Strategy (cont’d) Business (or Competitive) Strategy – Focuses on improving the company’s competitive position at the level of the business unit or product line. Types: cost leadership- differentiation- focus. Functional Strategy – Guides managers in specific areas such as marketing, finance, and operations in deciding how best to achieve corporate goals by performing their functional activities most effectively © 2009 Pearson Education, Inc. 27

28. Formulating Strategy Step 1:Setting Strategic Goals – Strategic goals are derived from a firm’s mission statement Step 2:Analyzing the Organization and the Environment: SWOT Analysis – Assessing internal strengths and weaknesses and external opportunities and threats Environmental analysis Organizational analysis Step 3:Matching the Organization and Its Environment – Matching environmental threats and opportunities against corporate strengths and weaknesses weaknesses © 2009 Pearson Education, Inc. 28

29. Example on IUG Strength: experience of signing agreements with many U. Weaknesses: limited financial resources. Opportunities: open cooperation with Egyptian Universities. Threats: economic recession. 29

30. 5 chapter 30/03/1437 6-30 TOWS Matrix 2012 Prentice Hall

31. Figure 5.2 Strategy Formulation © 2009 Pearson Education, Inc. 31

32. A Hierarchy of Plans Strategic Plans – Reflect decisions about resource allocations, company priorities, and the steps needed to meet strategic goals Tactical Plans – Shorter-term plans for implementing specific aspects of the company’s strategic plans, involve upper and mid-level management Operational Plans – Mid-level and lower-level managers set short- term targets for daily, weekly, or monthly performance © 2009 Pearson Education, Inc. 32

33. Contingency Planning and Crisis Management Contingency Planning – Planning for change, Seeks to identify in advance important aspects of a business or its market that might change and the ways in which a company will respond to changes. E.g., expect to reach sale 10%, but may not happen because of new possible competitors. Crisis Management – Involves an organization’s methods for dealing with a crisis—an unexpected emergency requiring immediate response. © 2009 Pearson Education, Inc. 33

34. Management and the Corporate Culture Corporate Culture – Is the shared experiences, stories, beliefs, and norms that characterize an organization – Helps define the work and business climate that exists in an organization Communicating the Culture – Managers must understand the culture – Managers must transmit the culture to others in the organization – Managers can support the culture by rewarding and promoting those who understand it and work toward maintaining it © 2009 Pearson Education, Inc. 34

35. Stages in the Change Process in culture – changing organization culture is difficult, it takes time. -At the highest level, analysis of the company’s environment highlights extensive change as the most effective response to its problems. – Top management begins to formulate a vision of a new company. – The firm sets up new systems for appraising and compensating employees who enforce the firm’s new values. © 2009 Pearson Education, Inc. 35

36. Homework Page 166, questions 1-6 36

37. Review Explain the importance of strategic management and effective goal setting in organizational success. 37

38. Review A.Identify different types of managers likely to be found in an organization by level and area. B.Define and explain the four basic functions that constitute the management process. 38