1. © 2006 Pearson Education Canada Inc.Chapter 6- 1 Chapter 6 Understandin g the Functions and Roles of Management

2. © 2006 Pearson Education Canada Inc.Chapter 6- 2 Managerial Functions Planning Controlling Organizing Leading

3. © 2006 Pearson Education Canada Inc.Chapter 6- 3 InformationalInformational DecisionalDecisional InterpersonalInterpersonal The Roles of Management Management

4. © 2006 Pearson Education Canada Inc.Chapter 6- 4 Function 1: Planning Develop Strategies for Success Set Goals and Objectives Develop Action Plans

5. © 2006 Pearson Education Canada Inc.Chapter 6- 5 Strategic Planning vMarket standing vInnovation vHuman resources vFinancial resources vPhysical resources vProductivity vSocial responsibility vFinancial performance

6. © 2006 Pearson Education Canada Inc.Chapter 6- 6 Six-Step Planning Process Clarity of Vision 1 1 Forecasting 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. © 2006 Pearson Education Canada Inc.Chapter 6- 7 Clarity of Vision Development Communication Modification

8. © 2006 Pearson Education Canada Inc.Chapter 6- 8 The Mission Statement PurposeGoalsPhilosophies Product or Service Primary Market Survival, Growth, Profitability Managerial Philosophy Level of Quality Social Responsibility

9. © 2006 Pearson Education Canada Inc.Chapter 6- 9 Managerial Forecasts QualitativeForecastingQualitativeForecastingQuantitativeForecastingQuantitativeForecasting StatisticalComputationsStatisticalComputationsIntuitiveJudgmentsIntuitiveJudgmentsConsumerResearchConsumerResearchHistoricalDataHistoricalData

10. © 2006 Pearson Education Canada Inc.Chapter 6- 10 Competitive Analysis DifferentiationStrategy Cost Leadership Strategy Focus Strategy

11. © 2006 Pearson Education Canada Inc.Chapter 6- 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. © 2006 Pearson Education Canada Inc.Chapter 6- 12 Tactical Plans Operational Plans One-Three Years Less Than a Year Middle Managers First-Line Managers Management Time Frame

13. © 2006 Pearson Education Canada Inc.Chapter 6- 13 Crisis Management MaintainOperationsMinimizeDamage OpenCommunicationContingencyPlans

14. © 2006 Pearson Education Canada Inc.Chapter 6- 14 Function 2: Organizing Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution

15. © 2006 Pearson Education Canada Inc.Chapter 6- 15 The Management Pyramid First-lineManagers MiddleManagers TopManagers President, CEO, VP Make long-range plans Establish policies Represent the company

16. © 2006 Pearson Education Canada Inc.Chapter 6- 16 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement goals Make decisions Direct first-line managers Controller, Marketing Manager, Sales Manager

17. © 2006 Pearson Education Canada Inc.Chapter 6- 17 The Management Pyramid First-lineManagers MiddleManagers TopManagers Implement plans Oversee workers Assist middle managers Office Manager, Supervisor, Foreman, Department Head

18. © 2006 Pearson Education Canada Inc.Chapter 6- 18 Function 3: Leading InfluencingPeopleInfluencingPeopleMotivatingPeopleMotivatingPeople

19. © 2006 Pearson Education Canada Inc.Chapter 6- 19 LeadershipSkillsEmotional Quotient (EQ) Self-Awareness Self-Regulation Motivation Empathy Social Skills

20. © 2006 Pearson Education Canada Inc.Chapter 6- 20 ContingencyDemocraticAutocraticLaissez-faire LeadershipStyles

21. © 2006 Pearson Education Canada Inc.Chapter 6- 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. © 2006 Pearson Education Canada Inc.Chapter 6- 22 Additional Leadership Functions CoachingCoachingMentoringMentoringManagingChangeManagingChange

23. © 2006 Pearson Education Canada Inc.Chapter 6- 23 Corporate Culture EmployeePerformanceEmployeePerformanceCommunicationCommunicationCommunityInvolvementCommunityInvolvement PeoplePeopleCompanyValuesCompanyValues

24. © 2006 Pearson Education Canada Inc.Chapter 6- 24 Function 4: Controlling Monitoring Progress Resetting the Course Correcting Deviations

25. © 2006 Pearson Education Canada Inc.Chapter 6- 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. © 2006 Pearson Education Canada Inc.Chapter 6- 26 Total Quality Management Employee Involvement Benchmarking Customer Focus Continuous Improvement

27. © 2006 Pearson Education Canada Inc.Chapter 6- 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. © 2006 Pearson Education Canada Inc.Chapter 6- 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. © 2006 Pearson Education Canada Inc.Chapter 6- 29 Management Skills Interpersonal Administrative Technical Conceptual