1. 1 Daily Information 1/5 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: Grab a textbook What type of manager do you think you will be? Good/Bad (why) Will you provide close supervision? Agenda: 1.Complete warm-up 2.Complete vocab. 3.Read “Do I Want to be a Manager?” 4.TPS 5.The role of a manager P.P. 6.Group review questions 7.Individual Activity

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

3. Moving Into Management 3 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 4 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. 5 Daily Information 1/5 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: Grab a textbook If you could describe your ideal manager in one word, what would it be? Agenda: 1.Complete warm-up 2.Read “Do I Want to be a Manager?” 3.TPS 4.The role of a manager P.P. 5.Group review questions 6.Individual Activity

6. What Is Management? Management is the process of coordinating people and other resources to achieve the goals of an organization. 6

7. Management Resources: Material Resources Material resources are the tangible, physical resources an organization uses. 6 7

8. 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. 6 8 © KURHAN/SHUTTERSTOCK

9. Management Resources: Financial and Information Resources Financial resources are the funds an organization uses to meet its obligations to investors and creditors. 6 9 Information resources refers to the information about the external business environment the firm uses to its competitive advantage. © FRANCES ROBERTS / ALAMY

10. Do I Want to be a Manager? 10 Reality Check on page 269 - Read the story individually Partner up with the person sitting next to you and create a list of advantages and disadvantages of supervisory positions.

11. Basic Management Functions How well managers perform these key functions determines whether a business is successful. 6 11

12. Planning Process: Mission An organization’s mission is a statement of the basic purpose that makes the organization different from others. 6 12

13. Organizing the Enterprise A manager must group resources and activities to accomplish some end result in a efficient and effective manner. 6 13

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. 6 14

15. 15 Daily Information 1/7 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: Tell me the 4 management functions. Agenda: 1.Complete warm-up 2.Read “Do I Want to be a Manager?” 3.TPS 4.The role of a manager P.P. 5.Group review questions 6.Individual Activity

16. Controlling Ongoing Activities Controlling Evaluate and regulate ongoing activities Requires constant monitoring and adjusting Control Function ◦Set standards ◦Measure performance ◦Take corrective action 6 16

17. Controlling Ongoing Activities: The Control Function The steps in the control function must be repeated periodically till the goal is achieved. 6 17

18. Management Levels All levels of management must coordinate to implement the goals of any company. 6 18

19. Management Levels: Top Manager Top Manager Upper-level executive Guides and controls the organization’s overall fortunes Responsible for developing the mission and determining strategy President, Vice President 6 19

20. Management Levels: Middle Managers 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 6 20

21. Management Levels: First-Line Managers 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 6 21

22. Management Functions Work with a partner to complete this assignment

23. 23 Daily Information 1/11 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: What is a mission statement? Agenda: 1.Complete warm-up 2.Mission statement activity 3.Key Skills activity 4.The role of a manager P.P. 5.Textbook review questions 6.Case 11.1 7.Bottom Line

24. Mission Statement Work with a partner to complete this assignment

25. Key Skills of Successful Managers 6 25

26. Key Skills of Successful Managers: Conceptual Skills Conceptual Skills Ability to think in abstract terms Help organization see the big picture Solicit a wide variety of viewpoints. 6 26

27. Key Skills of Successful Managers: Analytic Skills Analytic Skills Identify problems Prioritize issues Recognize underlying reasons Generate possible alternatives Select the best solution 6 27

28. Key Skills of Successful Managers: Interpersonal Skills Interpersonal Skills Ability to deal effectively with people inside and outside the organization Relate to people Understand needs and motives Show genuine compassion 6 28

29. Key Skills of Successful Managers: Technical Skills 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 6 29

30. Key Skills of Successful Managers: Communication Skills 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 6 30 © VIOREL SIMA/SHUTTERSTOCK

31. 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 6 31

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

33. 33 Daily Information 1/8 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: Technology makes communication both easier and more complex. Be prepared to explain to the class. Agenda: 1.Warm Up 2.Complete Management Functions 3.Management notes continued. 4.Bottom Line

34. Assignments Textbook Review Questions Case 11-1 Management Functions Activity

35. 35 Daily Information 1/12 Objectives: 1.Define management and its functions. 2. Differentiate between different leadership styles. Agenda: 1.Warm Up 2.20 minutes for textbook review 3.Cont. Intro to Management PP 4.Bottom Line 5.Homework: 1.Incomplete textbook review 2.11-1 Case

36. Partner Review 36  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

37. Formal Leadership Formal leaders have legitimate power of position Use their power to influence others to work toward organization’s goals 6 37

38. Informal Leadership Informal leaders do not have legitimate authority May not exert their power in support of the firm Can be a valuable asset or a dangerous threat 6 38 © YURIARCURS/SHUTTERSTOCK

39. Styles of Leadership: Autocratic Task-oriented Little concern for employee opinions Employees given specific guidelines and rules 6 39

40. Styles of Leadership: Participative Consults workers before making decisions Helps workers understand organization’s goals and have sense of ownership Three groups: ◦Consultative ◦Consensus ◦Democratic 6 40

41. Styles of Leadership: Entrepreneurial Task-oriented Driven Characteristic Enthusiastic Visionary Takes initiative Tends to work long hours and may not understand why others don’t have the same passion 6 41

42. Which Leadership Style Is Best? Effective leadership depends on ◦Interaction among the employees ◦Characteristics of the work situation ◦The manager’s personality What are some pros and cons of each management style? ◦Ex: Participative leadership can motivate employees to work more effectively, but the decision-making process can take time away from the actual task 6 42

43. 43 Daily Information 1/11 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: What is an organizations most important resource? Agenda: 1.Warm Up 2.Complete Management Functions 3.Management notes continued. 4.Bottom Line

44. Planning Process: Strategic Planning Establish goals and objectives: 6 44 Goal: End result that an organization is expected to achieve over a number of years Objective: Specific expected accomplishment over a shorter period of time © ZERO CREATIVES/CULTURA/CORBIS

45. Strategic Planning: SWOT Analysis Core competencies: Approaches and processes that give a company an advantage 6 45 Weaknesses: Internal limitations a company faces in developing or implementing plans Opportunities: Situations that, if exploited, could produce rewards for an organization Threats: Conditions or barriers that may prevent the firm from reaching its objectives Analyze © YABRESSE/SHUTTERSTOCK

46. Strategic Planning: SWOT Analysis Efficient distribution Protected patents Proven management Cost advantages 6 46 Turnover Lack of direction Labor grievances Negative public image New markets New technologies Increased demand Competitor complacency Foreign competitors Slowing market growth Regulatory requirements Sole sourcing

47. Types of Plans: Strategic Plan Broad guide for major policy setting Designed to achieve long-term goals Set by board of directors and top management 6 47 Goal Strategic Plan

48. Types of Plans: Tactical Plan Smaller-scale plan to implement strategic plan May be updated periodically Easier to change than strategic plans 6 48 Goal Tactical Plan

49. Types of Plans: Operational Plan Designed to implement tactical plans Plan is one year or less Deals with how to accomplish specific objectives 6 49 Goal Operational Plan

50. Types of Plans: Contingency Plans 6 50 Goal Operational Plan Tactical Plan Strategic Plan Contingency Plans Outline of alternative courses of action if other plans are disrupted or noneffective

51. Areas of Management Specialization Organizational structure can be divided into areas of specialization. 6 51  Finance  Operations  Marketing  Human Resources  Administration  Other (R&D)

52. Financial Managers Responsible for an organization’s financial resources  Accounting  Investment 6 52

53. Operations Managers Manages systems that convert resources into goods and services  Techniques and procedures can be applied to business and non- business activities 6 53

54. Marketing Managers Facilitates the exchange of products between an organization and its customers and clients  Marketing Research, Product Management, Advertising, Promotion, Sales, Distribution 6 54

55. Human Resources Managers Manages a company’s human resources programs  Hiring, training, and evaluating employee performance  Ensures government regulation compliance 6 55

56. Administrative Managers Also called general manager  Provides overall guidance and leadership  Coordinates other specialized managers 6 56

57. SWOT Comparison To Be Done Individually:  Research a prepared SWOT analysis of one company.  Compare your SWOT analysis to this company.  List one item for each section  Identify one thing you can add to your SWOT analysis for your group

58. 58 Daily Information 1/12 Objectives: 1. Define management and its functions. 2. Identify the work of several levels of management. Warm Up: Grab a paper off the center table. Agenda: 1.Warm Up 2.Complete Management Functions 3.Management notes continued. 4.Bottom Line

59. Managerial Decision- Making o PowerPoint is in the Webdesign Drive o Read through and take notes o When you are finished, add a SmartArt graphic for this as well.

60. SmartArt PowerPoint When you are finished with the “Managerial Decision Making” section and have created a SmartArt for this section as well, you are going to… Provide an explanation of each slide/SmartArt graphic

61. Managerial Decision Making Managers require a systematic method for solving problems in a variety of situations. 6 61

62. 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. 6 62

63. 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 6 63

64. Selecting an Alternative Final decisions are based on: 6 64 Financial constraints Time limits Legal obstacles Political factors Human and informational resources

65. 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. 6 65

66. Managing Total Quality Why focus on management of quality? ◦Foreign competition ◦More demanding customers 6 66

67. Total Quality Management (TQM) is the coordination of efforts directed at ◦Improving customer satisfaction ◦Increasing employee participation ◦Strengthening supplier partnerships Managing Total QualityTQM 6 67

68. What Should I Do? Review the information on Melissa and following the managerial decision making process.

69. Business Group Activity 69  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.

70. Learning Objectives ①Define what management is. ②Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. ③Distinguish among the various kinds of managers in terms of both level and area of management. ④Identify the key management skills of successful managers. ⑤Explain the different types of leadership. ⑥Discuss the steps in the managerial decision-making process. ⑦Describe how organizations benefit from total quality management. 6 70

71. Rules for Leaders 1.Audit your company cultures. 2.Stay informed—informed people don’t fear change. 3.Beware of “aspirational” accounting. (Enron) 4.Empower your people—turn them loose. 5.Prevent erosion of human assets. 6.Be generous with what you know. 6 71 Source: “25 Rules for Leaders, 2006,” Fast Company, http://www.fastcompany.com/articles/2002/05/rtsd_quotes.html.http://www.fastcompany.com/articles/2002/05/rtsd_quotes.html

72. Key Skills of Successful Managers 6 72

73. Key Skills of Successful Managers: Conceptual Skills Conceptual Skills Ability to think in abstract terms Help organization see the big picture Solicit a wide variety of viewpoints. 6 73

74. Key Skills of Successful Managers: Analytic Skills Analytic Skills Identify problems Prioritize issues Recognize underlying reasons Generate possible alternatives Select the best solution 6 74

75. Key Skills of Successful Managers: Interpersonal Skills Interpersonal Skills Ability to deal effectively with people inside and outside the organization Relate to people Understand needs and motives Show genuine compassion 6 75

76. Key Skills of Successful Managers: Technical Skills 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 6 76

77. Key Skills of Successful Managers: Communication Skills 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 6 77 © VIOREL SIMA/SHUTTERSTOCK

78. 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 6 78