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Chapter 13

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Chapter 13

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  1. Chapter 13 December 1, 2008

  2. Bell Activity • Chapter 11 • What are the 4 functions of management? • What are the 5 job responsibilities of supervisors? • Chapter 12 • List the 4 powers available to managers. • Identify 5 important human relation skills • List three different leadership styles. • Will be entered for a grade.

  3. Chapter 13 – Planning & Organizing • Learning Expectations • Justify the value of planning a business • Differentiate between the 2 levels of planning • Provide examples of 7 planning tools for managers • Identify 4 characteristics 0f a good organization. • Define 2 traditional types and 2 newer types of organizational structure.

  4. Chapter 13 – Planning & Organizing • Focus • Do you feel that you are an effective planner? • Give an example of a situation in which you had to plan? • How do you go about planning? What tools do you use? • What are the benefits and problems with planning?

  5. Chapter 13 – Planning & Organizing • Planning Concept • Organizing Concept Review the list of terms on P. 345 and decide which terms belong under “Planning” and which terms belong under “Organizing”

  6. Chapter 13 – Planning & Organizing • Answer “Review Facts” P.345-346 # 1-15. • Turn in when completed • Go over at end of class. • Homework – Discuss Ideas – Odd questions only. • Due at beginning of period Wednesday.

  7. Chapter 13 – Planning & Organizing • 12/3/2008 - Bell Activity • A high school teacher prepared the following bulletin board for her Business Principles and Management class while studying “Planning and Organizing.” • On your notes from Chapter 12, comment on the meaning of the board. Plan Ahea d

  8. Reminders • Go over homework in class • Book check • Semester test will be over Ch 11-14

  9. Chapter 13 Planning and Organizing Lesson 13.1 The Planning Function Goals • Recognize the importance of planning to business success. • Differentiate between strategic and operational planning.

  10. Chapter 13 Planning and Organizing Levels of Planning • Strategic planning— long-term planning that provides broad goals and direction for the entire business • Developing new product or building new factory • SWOT - • Operational planning — short-term planning that identifies specific activities for each area of the business • How work will be done, who, what resources • Budgets, inventory, training, marketing plan

  11. Chapter 13 Planning and Organizing Strategic Planning

  12. Time Out! • Do you believe that long range plans should be developed in businesses where economic conditions and competition are changing very rapidly? YES NO

  13. Chapter 13 Planning and Organizing Lesson 13.2 Using Planning Tools Goals • Identify the characteristics of effective goals. • Describe several planning tools and how they are used.

  14. Chapter 13 Planning and Organizing Establishing Direction Goal— specific statement of a result the business expects to achieve Effective goals: • must be specific and meaningful • must be achievable • should be clearly communicated • should be consistent with each other and with overall company goals

  15. Chapter 13 Planning and Organizing Planning Tools • Budget— specific financial plan • Schedule— time plan for reaching objectives • Standard— specific measure against which something is judged • Policies— guidelines for making decisions regarding specific, recurring situations • Procedures— steps to be followed for performing certain work • Research— carefully collected information on the way jobs are performed

  16. Apply • Rewrite the following statement and make it a goal. • The woman's accessories department needs to increase sales this month.

  17. Chapter 13 Planning and Organizing Lesson 13.3 The Organizing Function Goals • Describe factors that managers should consider when organizing work. • Discuss how the characteristics of good organization contribute to a more effective work environment.

  18. Chapter 13 Planning and Organizing Organization Chart

  19. Chapter 13 Planning and Organizing Characteristics of Good Organization • Responsibility (obligation to do an assigned task) and authority (right to make decisions about assigned work and make assignments to others) • Accountability— obligation to accept responsibility for outcomes of assigned tasks • Unity of command— principle that no employee reports to more than one supervisor at a time or for a particular task • Span of control— number of employees any one manager supervises directly

  20. Chapter 13 Planning and Organizing Lesson 13.4 Developing Effective Organizations Goals • Describe the strengths and weaknesses of four types of organizational structures. • Make recommendations for improving business organization.

  21. Chapter 13 Planning and Organizing Types of Organizational Structures • Line organization (Example P. 339) • All authority and responsibility can be traced in a direct line from top exec. down to lowest emp. • Line-and-staff organization(Example P. 341) • Managers have direct control over the units and employees they supervise but have access to spec. • Matrix organization(Example P. ) • Workers in temporary teams to complete specific projects. Assigned based on skills • Team organization(Example P. 339) • Self-directed work teams - permanent

  22. Chapter 13 Planning and Organizing Improving Business Organization • Centralized organization— • traditional structure in which a few top managers do all major planning and decision making • Decentralized organization — • structure in which a business is divided into smaller operating units and unit managers have almost total responsibility and authority for the operation of their units • Flattened organization — • structure with fewer levels of management than traditional structures

  23. Analyze Information • P. 347 # 2 – Can complete as a group.

  24. Homework - Friday • P. 348-349 Select either Case 13-1 or Case 13-2 and answer the questions. • Be prepared to discuss in class. • When you finish, you may get on the internet and read today's news • Hand back Papers

  25. 13-1 • 1. The major problem is being able to produce enough products to meet expected orders. • Other problems are the way in which decisions are made, reliable sources of supply, and a possible labor strike. • 2. Problems have resulted from poor planning and the lack of communication and coordination among managers. • 3. General and specific goals should be developed. They should be set and agreed upon