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Copyright © 2009 Pearson Education Canada6-1 Chapter 6 Understanding the Functions and Roles of Management.

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Presentation on theme: "Copyright © 2009 Pearson Education Canada6-1 Chapter 6 Understanding the Functions and Roles of Management."— Presentation transcript:

1 Copyright © 2009 Pearson Education Canada6-1 Chapter 6 Understanding the Functions and Roles of Management

2 Copyright © 2009 Pearson Education Canada6-2 Managerial Functions Planning Controlling Organizing Leading

3 Copyright © 2009 Pearson Education Canada6-3 InformationalInformational DecisionalDecisional InterpersonalInterpersonal The Roles of Management Management

4 Copyright © 2009 Pearson Education Canada6-4 Function 1: Planning Develop strategies for success Set goals and objectives Develop action plans

5 Copyright © 2009 Pearson Education Canada6-5 Strategic Planning Market standing Innovation Human resources Financial resources Physical resources Productivity Social responsibility Financial performance

6 Copyright © 2009 Pearson Education Canada6-6 Six-Step Planning Process Develop a clear vision Develop a clear vision 1 1 Develop forecasts Develop forecasts 3 3 Goals and objectives Goals and objectives 5 5 Mission Statement Mission Statement 2 2 Competitive analysis Competitive analysis 4 4 Action plans 6 6

7 Copyright © 2009 Pearson Education Canada6-7 Clarity of Vision Development Communication Modification

8 Copyright © 2009 Pearson Education Canada6-8 The Mission Statement PurposeGoalsPhilosophies Product or Service Primary Market Survival, Growth, Profitability Managerial Philosophy Level of Quality Social Responsibility

9 Copyright © 2009 Pearson Education Canada6-9 Managerial Forecasts QualitativeForecastingQualitativeForecastingQuantitativeForecastingQuantitativeForecasting StatisticalcomputationsStatisticalcomputationsIntuitivejudgmentsIntuitivejudgmentsConsumerresearchConsumerresearchHistoricaldataHistoricaldata

10 Copyright © 2009 Pearson Education Canada6-10 Competitive Analysis SWOT Differentiationstrategy Cost leadership strategy Focus strategy

11 Copyright © 2009 Pearson Education Canada6-11 Company Goals and Objectives Boosts Motivation Guides Activity Sets Standards Clarifies Expectations Broad, long-range target or aim Broad, long-range target or aim Goals ObjectivesObjectives Specific, short-range Specific, short-range Target or aim Specific, short-range Specific, short-range Target or aim

12 Copyright © 2009 Pearson Education Canada6-12 Tactical Plans Operational Plans One-Three Years Less Than a Year Middle Managers First-Line Managers Management Time Frame

13 Copyright © 2009 Pearson Education Canada6-13 Crisis Management MaintainoperationsMinimizedamage OpencommunicationContingencyplans

14 Copyright © 2009 Pearson Education Canada6-14 Function 2: Organizing Employee activities Facilities and equipment Decision making Supervision Resource distribution

15 Copyright © 2009 Pearson Education Canada6-15 The Management Pyramid First-lineManagers MiddleManagers TopManagers President, CEO, VP Make long-range plans Establish policies Represent the company

16 Copyright © 2009 Pearson Education Canada6-16 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement goals Make decisions Direct first-line managers Controller, Marketing Manager, Sales Manager

17 Copyright © 2009 Pearson Education Canada6-17 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement plans Oversee workers Assist middle managers Office Manager, Supervisor, Foreman, Department Head

18 Copyright © 2009 Pearson Education Canada6-18 Function 3: Leading InfluencingPeopleInfluencingPeopleMotivatingPeopleMotivatingPeople

19 Copyright © 2009 Pearson Education Canada6-19 LeadershipSkillsEmotional Quotient (EQ) Self-awareness Self-regulation Motivation Empathy Social skills

20 Copyright © 2009 Pearson Education Canada6-20 ContingencyDemocraticAutocraticLaissez-faire LeadershipStyles

21 Copyright © 2009 Pearson Education Canada6-21 Continuum of Leader Behavior Manager sells decision Manager presents ideas Manager makes tentative decision Manager presents problem Manager sets decision limits Employees make decision Manager makes decision Boss-centered Employee-centered Authority of Managers Freedom for Workers

22 Copyright © 2009 Pearson Education Canada6-22 Additional Leadership Functions CoachingCoachingMentoringMentoringManagingChangeManagingChange

23 Copyright © 2009 Pearson Education Canada6-23 Corporate Culture EmployeeperformanceEmployeeperformanceCommunicationCommunicationCommunityinvolvementCommunityinvolvement PeoplePeopleCompanyValuesCompanyValues

24 Copyright © 2009 Pearson Education Canada6-24 Function 4: Controlling Monitoring progress Resetting the course Correcting deviations

25 Copyright © 2009 Pearson Education Canada6-25 The Control Cycle Set strategic goals 4. Adequate no action 3. Compare to standard 4. Inadequate take action 1. Set standards 2. Measure performance ReevaluatestandardsCorrectperformance

26 Copyright © 2009 Pearson Education Canada6-26 Total Quality Management Employee involvement Benchmarking Customer focus Continuous improvement

27 Copyright © 2009 Pearson Education Canada6-27 Important Points of TQM Create constancy of purpose Adopt a new philosophy Cease mass inspection Create long-term relationships Constantly improve Institute training Institute leadership

28 Copyright © 2009 Pearson Education Canada6-28 Important Points of TQM Drive out fear Break down barriers Eliminate slogans and targets Eliminate numerical quotas Remove barriers to pride in work Institute education and training Take action and make changes

29 Copyright © 2009 Pearson Education Canada6-29 Management Skills Interpersonal Administrative Technical Conceptual

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