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Chapter 8 Management, Leadership, and Internal Organization

Chapter 8 Management, Leadership, and Internal Organization. Learning Goals. Contrast the types of business decisions and list the steps in the decision-making process. Define leadership and compare different styles of leadership.

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Chapter 8 Management, Leadership, and Internal Organization

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  1. Chapter 8 Management, Leadership, and Internal Organization Learning Goals Contrast the types of business decisions and list the steps in the decision-making process. Define leadership and compare different styles of leadership. Discuss the meaning and importance of corporate culture. Identify forms of depart-mentalization and types of organization structures. 5 Define management and the skills necessary for managerial success. Explain the role of vision and ethical standards. Summarize the benefits of planning and distinguish strategic, tactical, and operational planning. Describe the strategic planning process. 1 6 2 7 3 8 4

  2. WHAT IS MANAGEMENT? • ManagementProcess of achieving organizational objectives through people and other resources. • The Management Hierarchy • • Large organizations develop complex management structures.

  3. • Top management • • Develop long-range strategic plans for the organization. • • Inspire executives and employees to achieve their vision for the company’s future.

  4. • Middle management • • Focus on specific operations, products, or customer groups within an organization. • • Responsible for developing detailed plans and procedures to implement the firm’s strategic plans.

  5. • Supervisory management • • Implement the plans developed by middle managers.

  6. Skills Needed for Managerial Success • • Technical skills Manager’s ability to understand and use the techniques, knowledge, and tools and equipment of a specific discipline or department. • • Human skills Interpersonal skills that enable a manager to work effectively with and through people. • • Conceptual skills Ability to see the organization as a unified whole and to understand how each part of the overall organization interacts with other parts.

  7. Managerial Functions • Planning • • Process of anticipating future events and conditions and determining courses of action for achieving organizational objectives. • Organizing • • Blending human and material resources through a formal structure of tasks and authority. • • Classifying and dividing work into manageable units by determining specific tasks necessary to accomplish organizational objectives. • • Grouping tasks into a logical pattern or structure. • • Assigning them to specific personnel.

  8. Directing • • Guiding and motivating employees to accomplish organizational objectives. • • Vital responsibility of supervisory managers. • Controlling • • Evaluating an organization’s performance to determine whether it is accomplishing its objectives. • • Four basic steps: • • Establish performance standards. • • Monitor actual performance. • • Compare actual performance with established standards. • • Take corrective action if required.

  9. SETTING A VISION AND ETHICAL STANDARDS FOR THE FIRM • VisionPerception of marketplace needs and the methods an organization can use to satisfy them. • • Must be focused yet adaptable to changes in the business environment. • • Long-term success is also tied to the ethical standards that top executives set. • • High ethical standard can also encourage, motivate, and inspire employees to achieve goals.

  10. IMPORTANCE OF PLANNING • Types of Planning • Strategic • • The process of determining the primary objectives of an organization and then acting and allocating resources to achieve those objectives. • Tactical • • The process of implementing the activities specified by strategic plans. • • Guides the current and near-term activities required to implement overall strategies.

  11. Operational • • The process of creating the detailed standards that guide implementation of tactical plans. • • Involves choosing specific work targets and assigning employees and teams to carry out plans. • Contingency • • The process of planning for unforeseen major accidents, natural disasters, and rapid economic downturns. • • Allows a firm to resume operations as quickly and as smoothly as possible after a crisis while openly communicating with the public about what happened.

  12. Planning at Different Organizational Levels

  13. THE STRATEGIC PLANNING PROCESS • • Often makes the difference between success and failure.

  14. Defining the Organization’s Mission • Mission statementWritten explanation of an organization’s business intentions and aims. • • Development can be complex and difficult.

  15. Assessing Your Competitive Position • • Often accomplished through a SWOT analysis: strengths, weaknesses, opportunities, and threats.

  16. Setting Objectives for the Organization • ObjectivesGuideposts by which managers define the organization’s desired performance in such areas as profitability, customer service, growth, and employee satisfaction.

  17. Creating Strategies for Competitive Differentiation • • Competitive differentiation is the unique combination of a company’s abilities and approaches that sets it apart from competitors. • • Common sources include product innovation, technology, and employee motivation.

  18. Implementing the Strategy • • Putting strategy into action by identifying specific methods to do so and deploying the resources needed to implement the intended plans.

  19. Monitoring and Adapting Strategic Plans • • Includes establishing methods of securing feedback about actual performance. • • Original plan may require modification to continue to guide the firm toward achievement of its objectives.

  20. MANAGERS AS DECISION MAKERS • Decision makingprocess of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results. • Programmed and Nonprogrammed Decisions • • Programmed decision involves simple, common problems with predetermined solutions. • • Nonprogrammed decision involves a complex, unique problem or opportunity with important consequences for the organization.

  21. How Managers Make Decisions

  22. MANAGERS AS LEADERS • LeadershipAbility to direct or inspire people to attain organizational goals. • • Involves the use of influence or power. • • Three traits are common among many leaders: • • Empathy • • Self-awareness • • Objectivity in dealing with others

  23. Leadership Styles • • Researchers have identified a continuum of leadership styles. Autocratic leadership • Make decisions on own without consulting employees. Free-rein leadership • Leave most decisions to employees. Democratic leadership • Involve employees in decisions. • Delegate assignments. • Ask employees for suggestions.

  24. Which Leadership Style Is Best? • • No single style is always best. • • Experts have identified several important variables: • • The leader’s base of power • • The difficulty of tasks involved • • The characteristics of the employees

  25. CORPORATE CULTURE • Corporate cultureOrganizations system of principles, beliefs, and values. • • Managerial philosophies, communications networks, and workplace environments and practices all influence corporate culture. • • Typically shaped by the leaders who founded and developed the company and by those who have succeeded them. • • Can be changed. • • Strong culture = everyone knows and supports the same principles, beliefs, and values. • • Weak or constantly shifting culture = lack of a clear sense of purpose.

  26. Organizational Structures • OrganizationStructured grouping of people working together to achieve common goals. • • Three key elements: • • Human interaction • • Goal-directed activities • • Structure

  27. • Increased size brings increased complexity.

  28. Departmentalization • DepartmentalizationProcess of dividing work activities into units within the organization. • • Five major forms: • •  Product departmentalization Organized based on the goods and services a company offers. • •  Geographical departmentalization Organized by geographical regions within a country or, for a multinational firm, by region throughout the world. • •  Customer departmentalization Organized by the different types of customers the organization serves. • •  Functional departmentalization Organized by business functions such as finance, marketing, human resources, and production. • •  Process departmentalization Organized by work processes necessary to complete production of goods or services.

  29. • A single company can implement several different departmental schemes.

  30. Delegating Work Assignments • DelegationAct of assigning work activities to subordinates. • • Employees receive both the responsibility and the necessary authority for completing the tasks. • • Employees have accountability, or responsibility for the results of the way they perform their assignments. • • In an organization, authority and responsibility move down; accountability moves up. • Span of Management • Span of managementNumber of subordinates, or direct reports, a supervisor manages.

  31. Centralization and Decentralization • • Centralization Decision making is retained at the top of the management hierarchy. • • Decentralization Decision making is located at the lower levels. • • Many firms believe it enhances their flexibility and responsiveness to customer needs. • Types of Organization Structures • Line Organizations • • Oldest and simplest form; direct flow of authority from CEO to subordinates. • Chain of commandSet of relationships that indicates who directs which activities and who reports to whom. • • Ineffective in large- and medium-sized organizations.

  32. Line-and-Staff Organizations • • Combines line departments and staff departments. • • Line departments participate directly in decisions that affect the core operations of the organization. • • Staff departments lend specialized technical support.

  33. Committee Organizations • • Authority and responsibility are jointly in the hands of a group of individuals rather than a single manager. • • Often part of a line-and-staff structure. • • Committees often develop new products. • • Tend to act slowly and conservatively. • • Often make decisions by compromising conflicting interests rather than choosing best alternative.

  34. Matrix Organizations • • Project management structure that links employees from different parts of the organization to work together on specific projects. • • Employees report to a line manager and a project manager. • • Advantages: • • Flexibility in adapting to changes. • • Focus on major problems or products. • • Outlet for empoyees’ creativity and initiative. • • Challenges: • • Integrating skills of many specialists into a coordinated team. • • Employee frustration and confusion over reporting to two bosses.

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