1. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. 14 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management, Motivation, and Leadership: Bringing Business to Life 2 LO1What is the role of management and why is it important to organizational success? LO2What are the key theories and current practices of motivation? LO3What are the categories of business planning? What is strategic planning? LO4What is the purpose of organizing as a management function? LO5What is the role of managerial leadership and key leadership styles? LO6What is the management control process?

3. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Gather Around the Water Cooler: Let’s Talk 3 © iStockphoto.com/DNY59 Are all managers leaders? Is there a difference? What role does coaching play in leadership? Who are leaders you admire? Why?

4. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Bringing Resources to Life 4 Achieving the goals of an organization through planning, organizing, leading, and controlling organizational resources including people, money and time. PLANNING CONTROLLING LEADING ORGANIZING

5. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management Hierarchy: Levels of Responsibility 5 © 2009 South-Western, a division of Cengage Learning 5 Top Mgt. Middle Management First Line Management  Articulate Vision  Establish Priorities  Allocate Resources  Facilitate Communication  Coordinate Teams  Manage the Managers  Train, Motivate, Evaluate Employees  Manage Daily Processes

6. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management Skills Technical Skills  Expertise in a specific functional area Human Skills  The ability to work with and through other people Conceptual Skills  The ability to grasp a big-picture view 6

7. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Motivation: Lighting the Fire  Good managers motivate others to reach their best  Motivated workers feel great about work  Workers who feel good, produce more  There are multiple motivation theories 7

8. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Power of One At age 6, Tiger Woods practiced his golf swing in the mirror while listening to motivational tapes Martha Stewart catered birthday parties in elementary school because babysitting didn’t pay well Sean “Diddy” Combs sold term papers and party tickets at Howard University Richard Branson said his mom would shove him out of the car when he was six and tell him to find his way home Condoleeza Rice got out of bed everyday at 4:30 a.m. to spend two hours practicing ice skating before school 8 © Yuri Arcurs/ Shutterstock.com Source: The Importance of Being Richard Branson, Leadership and Change, Knowledge@Wharton, January 12, 2005, http://knowledge.wharton.upenn.edu/article/1109.cfm; Ambition: Why Some People are Most Likely to Succeed by Jeffrey Kluger, Time magazine, November 14, 2005, p. 48-59, http://www.time.com/time/archive/preview/0,10987,1126746,00.html).Knowledge@Wharton

9. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maslow’s Hierarchy of Needs Theory 9

10. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Motivation 10

11. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Enrichment 11 Creating jobs with meaningful content, creative work: Skill Variety Task Identity Task Significance Autonomy Feedback

12. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Expectancy Theory 12 Relationship among individual effort, individual performance, and individual reward If there is a break in any part of the chain from effort, performance and reward, the employee will not be motivated.

13. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Equity Theory Based on perceptions which may not be correct Response might require changing your work habits distorting perceptions leaving the company Communication from management is imperative 13 Perception of fairness directly impacts worker motivation. Source: Motivate Your Staff by Larry Page, How to Succeed in 2005, Business 2.0 magazine, December 1, 2004, http://money.cnn.com/magazines/business2/business2_archive/2004/12/01/8192529/index.htm.

14. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Motivation Today 14 Range of motivation approaches Engaged and productive workers Emphasis on corporate culture Expanded incentives Focus on training and development © The Studio Dog/Photodisc/Getty Images Source: A New Game at the Office: Many Young Workers Accept Fewer Guarantees by Steve Lohr, The New York Times, December 5, 2005, http://select.nytimes.com/gst/abstract.html?res=F00F12FE38550C768CDDAB0994DD404482.

15. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Planning: Figuring Out Where to Go and How to Get There 15 The planning function is core to effective management. The best plans keep the organization on track, but flexible Cut Throat Competition Rapid Change Economic Uncertainty

16. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managerial Planning 16

17. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contingency Planning  How should we respond if our competitors knock off our bestselling product?  What should we do if the government regulates our industry?  How should we respond if our data management/computer system fails?  How can we restart our business if a natural disaster destroys our supply channels?  How will we evacuate employees if terrorists strike our headquarters? 17

18. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contingency Planning Paradigm 18

19. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Strategic Planning 19 Define the mission Evaluate competitive position Set goals Create strategies Implement strategies Evaluate results and incorporate lessons Define the mission Evaluate competitive position Set goals Create strategies Implement strategies Evaluate results and incorporate lessons

20. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Defining Your Mission 20 Organization’s purpose, values, and core goals, providing the framework for all other plans. Amazon’s mission is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Google's mission is to organize the world's information and make it universally accessible and useful. Starbucks’ mission is to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. Chilli’s Bar and Grill’s mission is to spice up everyday life.

21. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Evaluating Your Competitive Position: SWOT Analysis 21

22. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Developing and Implementing Strategy 22 Creating Your Strategies SWOT is a starting point Respond to environment Dynamic and flexible Implementing Your Strategies Tactical planning Coordination of middle managers Evaluating Your Results and Incorporating Lessons Continual process Controlling function Factor in lessons

23. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Effective Goals 23 Specific and measurable Tied to timeframe Realistic but challenging

24. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Goal Setting: Getting it Right 24

25. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizing: Fitting Together the Puzzle Pieces 25 Logical structure for people, their jobs, and interaction Multiple options for structure Managers consider: Goals and objectives Products Technology Size Competitors Logical structure for people, their jobs, and interaction Multiple options for structure Managers consider: Goals and objectives Products Technology Size Competitors

26. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Key Organization Considerations 26 Degree of Centralization Span of Control Departmentalization Functional Product Customer Geographical Process

27. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Hybrid Departmentalization 27

28. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Models 28 Staff Managers – provide advice and assistance. Legal, Accounting, HR Line Organization – clear, simple chain of command.

29. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Matrix Organization 29 Project Manager Matrix Organization – Brings together specialists to work on projects No clear chain of command Effective for project type work Functional Manager

30. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership: Directing and Inspiring Defining the qualities of a great leader can be complex Range of personalities, characteristics and backgrounds True leaders are trustworthy, visionary, and inspiring Other traits include empathy, courage, creativity, intelligence and fairness 30

31. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Continuum of Leadership and Power 31

32. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Style Autocratic leaders hoard decision-making power for themselves. Democratic leaders share power with their followers. Free-reign leaders set objectives for their followers but give them freedom to choose how they accomplish those goals. 32 © The Studio Dog/Photodisc/Getty Images

33. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Controlling: Making Sure It All Works 33 1.Establish clear performance standards 2.Measure actual performance against standards 3.Take corrective action if necessary 1.Establish clear performance standards 2.Measure actual performance against standards 3.Take corrective action if necessary

34. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Looking Back What is the role of management and why is it important to organizational success? What are the key theories and current practices of motivation? What are the categories of business planning? What is strategic planning? What is the purpose of organizing as a management function? What is the role of managerial leadership and key leadership styles? What is the management control process? 34