MANAGEMENT AND LEADERSHIP

Chapter 7 Powerpoint Assignment

CHAPTER 7

MANAGEMENT AND LEADERSHIP

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Chapter 7 focuses on the changes occurring today in the management function.  It shows how the four functions of management enhances businesses and non-profit organizations.  It also discusses the importance of the planning process and decision making in accomplishing the company goals. Chapter 7 focuses on the five steps of the control function of management. Please refer to the power point slides for more detail.

EXAMPLE:

Question 1. What is a SWOT analysis?

Answer 1. Managers look at the Strengths and Weaknesses of the firm and the Opportunities and Threats facing it.

REFERENCE PURPOSE ONLY:

ASSIGNMENT:

Answer the Critical Thinking Questions, at  the end of Chapter 7.

Chapter 8 Powerpoint Assignment

CHAPTER 8

ADAPTING ORGANIZATIONS TO TODAY’S MARKETS

Chapter 8 focuses on the basic principles of organization management.  It also discusses the importance of organizational theories of Fayol and Weber.  Chapter 8 discusses in detail, the various organizational models.  Chapter 8 focuses on the benefits of interfirm cooperation and coordination.  Please refer to the power point slides for more details.

EXAMPLE:

Question 1. What is organizational culture?

Answer 1. Organizational (or corporate) culture consists of the widely shared values within an organization that foster unity and cooperation to achieve common goals.

REFERENCE PURPOSE ONLY:

ASSIGNMENT:

Answer the Critical Thinking Questions, at the end of Chapter 8.

Chapter 9 Powerpoint Assignment

CHAPTER 9

PRODUCTION AND OPERATIONS MANAGEMENT

Chapter 9 focuses on the current state of U. S. manufacturing and what manufacturers have done to become more competitive.  It shows how the evolution from production to operations management. It also discusses the importance of operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.  Please refer to the power points slides for more detail.

EXAMPLE:

Question 1. What is lean manufacturing?

Answer 1. Lean manufacturing is the production of goods using less of everything than in mass production: less human effort, less manufacturing space, less investment in tools, and less engineering time to develop a new product.

ASSIGNMENT:

Answer the Critical Thinking Questions, at the end of Chapter 9.

Chapter 10 Powerpoint Assignment

CHAPTER 10

MOTIVATING EMPLOYEES

Chapter 10 focuses on the different theories on management.  It distinguish between the motivators and hygiene factors identified by Hertzberg.  It also discusses the key principles of goal-setting, expectancy, reinforcement and equity theories.  Chapter 10 discusses in detail, how managers put motivation theories into action through such strategies as job enrichment open communication and job recognition.  Please refer to the power point slides for more detail.

EXAMPLE:

Question 1. What is Theory Y?

Answer 1. Theory Y assumes people like working and will accept responsibility for achieving goals if rewarded for doing so.

ASSIGNMENT:

Answer the Critical Thinking Questions, at the end of Chapter 10.

 Chapter 11Powerpoint Assignment

Chapter 11

HUMAN RESOURCE MANAGEMENT

Chapter 11 focuses on the importance of human resources management and describe current issues in managing human resources. It illustrate the effects of legislation on hman resource managment. It also discusses the objectives of employee compensation programs and evaluate pay systems and fringe benefits. Chapter 11 discusses in detail, how employees can move through a company, promotion, reassignment, termination and retirement.

EXAMPLE:

Question 1. What are common types of compensation systems?

Answer 1. They include salary systems, hourly wages, piecework, commission plans, bonus plans, profit-sharing plans and stock options.

ASSIGNMENT:

Answer the Critical Thinking Questions, at the end of Chapter 11.

Chapter 12 Powerpoint Assignment

CHAPTER 12

DEALING WITH EMPLOYEE – MANAGEMENT ISSUES AND RELATIONSHIPS

Chapter 12 focuses on the history of organized labor in the United States. It shows how major legislation affecting labor unions. It also discusses the tactics used by labor and management during conflicts and discuss the role of unions in the future. Chapter 12 discusses today’s controversial employee management issues such as executive compensation, pay equity, child care and elder care, drug testing and violence in the workplace.

EXAMPLE:

Question 1. What is a fair wage for managers?

Answer 1. The market and the businesses in it set managers’ salaries. What is fair is open to debate.

ASSIGNMENT:

Answer the Critical Thinking Questions, at the end of Chapter 12.

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Chapter Seven

 

Management and Leadership

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

 

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Profile

 

  • Started at Pepsi after earning masters degrees from the Indian School of Management and Yale.

INDRA KRISHNAMURTHY NOOYI
Pepsi

  • Goal was to increase sales overseas, introduce good-for-you products and place more emphasis on food.
  • She is a top manager using a boss-centered leadership style while still being a team player.

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Source: Fortune Magazine, www.fortune.com, October 13, 2008.

AMERICA’S MOST POWERFUL FEMALE MANAGERS

Profile

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Name Organization Age
Indra Nooyi PepsiCo 52
Irene Rosenfeld Kraft Foods 55
Pat Woertz Archer Daniel Midland 55
Anne Mulcahy Xerox 55
Angela Braly Wellpoint 47
Andrea Jung Avon 50
Susan Arnold Proctor & Gamble 54
Oprah Winfrey Harpo 54
Brenda Barnes Sara Lee 54
Ursula Burns Xerox 50

 

 

 

See Learning Goal 1: Describe the changes occurring today in the management function.

 

America’s Most Powerful Female Managers

  • This slide illustrates the rising number of females that are in positions of power in Fortune 500 companies.
  • What characteristics do some women have that help them manage people?
  • Why are women often a bit older when they rise to management positions? (Take time off to care for family)

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Four Functions

of Management

  • Management — The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources.

WHAT IS MANAGEMENT?

LG2

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See Learning Goal 1: Describe the changes occurring today in the management function.

 

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Managers’ Roles Are Evolving

  • Younger and more progressive.
  • Growing numbers of women.
  • Fewer from elite universities.
  • Emphasis is on teams and team building.
  • Managers need to be skilled communicators and team players.

TODAY’S MANAGERS

LG1

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See Learning Goal 1: Describe the changes occurring today in the management function.

 

As the demographic make-up of this country changes the typical manager is changing. Today more managers are women and less are from elite universities. Managers today act more like facilitators than supervisors.

 

 

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Source: Entrepreneur, www.entrepreneur.com, March 2009.

RESPECT and HOW to GET IT

Managers’ Roles Are Evolving

LG1

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See Learning Goal 1: Describe the changes occurring today in the management function.

 

Respect and How to Get It

  • Ask students: Why do you respect or not respect a manager? (This question is certainly going to develop a discussion among students in class)
  • This slide presents the results from a study conducted by www.entrepreneur.com.
  • Critical questions to ask the students: In your opinion why did sound business strategy and ethical practices rank so high in the study?

Chart1

Strong Management
Sound Business Strategy
Ethical Practices
Competitive Edge
Product Innovation
%
0.27
0.27
0.2
0.1
0.04

Sheet1

% Series 2 Series 3
Strong Management 27% 2.4 2
Sound Business Strategy 27% 4.4 2
Ethical Practices 20% 1.8 3
Competitive Edge 10% 2.8 5
Product Innovation 4%
To resize chart data range, drag lower right corner of range.

 

 

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Source: BusinessWeek, www.businessweek.com, January 19, 2009.

The BEST MANAGERS

Managers’ Roles Are Evolving

LG1

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Name Age Organization
David Axelrod 53 Obama Campaign
Frank Blake 59 Home Depot
Jamie Dimon 52 JPMorgan
Larry Ellison 64 Oracle
Takeo Fukui 64 Honda
Mark Hurd 53 Hewlett-Packard
Satoru Iwata 49 Nintendo
Peter Loscher 51 Siemens
Irene Rosenfeld 55 Kraft Foods

 

 

 

See Learning Goal 1: Describe the changes occurring today in the management function.

 

The Best Managers

  • This slide presents the results from a survey conducted on www.businessweek.com
  • Management’s role is evolving requiring managers to be more progressive.
  • Critical questions to ask the students: What roles must managers assume that are different from those assumed by managers in the past? (Answers will vary but should include terms from the text such as guide, train, support, motivate, and coach employees)

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Source: BusinessWeek, www.businessweek.com, January 19, 2009.

The WORST MANAGERS

Managers’ Roles Are Evolving

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Name Organization What Went Wrong
James Cayne Bear Stearns Played golf and bridge while the company collapsed.
Richard Fuld Lehman Brothers Ignored warning signs and rewarded greed.
Kerry Killinger Washington Mutual Bad lending standards led to bankruptcy.
Philip Schoonover Circuit City Fired 3,400 experienced employees for cheaper replacements.

 

 

 

See Learning Goal 1: Describe the changes occurring today in the management function.

 

The Worst Managers

  • This slide is a continuation from the last slide.
  • Ask students: What makes a manager ineffective? (This question will get students talking about their personal experiences in the workforce)

 

 

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Four Functions

of Management

  • Planning
  • Organizing
  • Leading
  • Controlling

FOUR FUNCTIONS of
MANAGEMENT

LG2

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See Learning Goal 2: Describe the four functions of management.

 

Management is the process used to accomplish organizational goals through the four functions of management. The four functions of management are planning, organizing, leading and controlling.

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  • The lack of professional managers is keeping U.S. companies from expanding rapidly in global markets.
  • Flexibility is the key to successfully expanding abroad.
  • Developing products to appeal to another market is another way to be successful.

WE NEED MANAGERS HERE
(Reaching Beyond Our Borders)

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See Learning Goal 2: Describe the four functions of management.

 

 

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Planning & Decision Making

  • Vision — More than a goal, it’s a broad explanation of why the organization exists and where it’s trying to go.

SHARING the VISION

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

Creating vision for the company is not merely setting a goal but rather creating a sense of purpose for the organization.

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Planning & Decision Making

  • Mission Statement — Outlines the organization’s fundamental purposes. It includes:
  • The organization’s self–concept.
  • Its philosophy.
  • Long–term survival needs.
  • Customer needs.
  • Social responsibility.
  • Nature of the product or service.

DEFINING THE MISSION

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

The mission statement is the foundation for setting specific goals and objectives within the organization.

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Planning & Decision Making

  • Goals — The broad, long-term accomplishments an organization wishes to attain.
  • Objectives — Specific, short-term statements detailing how to achieve the organization’s goals.

SETTING
GOALS and OBJECTIVES

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

 

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Planning & Decision Making

  • What is the situation now?

SWOT Analysis — Analyzes the organization’s Strengths, Weaknesses, Opportunities and Threats.

  • How can we get to our goal from here?
  • Strategic planning
  • Tactical planning
  • Operational planning
  • Contingency planning

PLANNING ANSWERS
FUNDAMENTAL QUESTIONS

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. As part of the internal analysis, the organization identifies the potential strengths that it can capitalize upon and potential weaknesses that it should improve upon. An organization, as part of an external environmental analysis, identifies the opportunities (factors that an organization can take advantage of) and threats (factors that an organization should avoid or minimize the impact of). An interesting exercise for the students – have them perform a SWOT analysis on themselves (At least the strengths and weaknesses part should be an eye opening experience for them.)

 

 

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Planning & Decision Making

LG3

SWOT MATRIX

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

 

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Planning & Decision Making

  • Strategic Planning — Done by top management and determines the major goals of the organization and the policies, procedures, strategies and resources it will need to achieve them.
  • Tactical Planning — The process of developing detailed, short-term statements about what is to be done, who is to do it and how.

STRATEGIC and TACTICAL
PLANNING

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

 

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Planning & Decision Making

  • Operational Planning — The process of setting work standards and schedules necessary to implement the company’s tactical objectives.

OPERATIONAL and CONTINGENCY PLANNING

LG3

  • Contingency Planning — The process of preparing alternative courses of action the firm can use if its primary plans don’t work out.

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

 

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Planning & Decision Making

LG3

PLANNING FUNCTIONS

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

This slide covers the key areas of planning by business managers. Students should be reminded that planning requires preparation to be successful. More effort put into planning, will result in greater achievement. All planning should be in writing with an estimation of time and cost. Gantt charts are often used to compare planned results with actual accomplishments. Even the best prepared plans sometimes miss the unexpected problems. Managers should always be prepared to act in the event a plan fails. Poor contingency planning may result in significant problems for a company.

 

 

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  • The original “Blue Men” manage over 500 employees; 70 are performers in 12 cities.
  • Creators wrote a 132-page Blue Man manual helping them understand the importance of managing growth.

I’D RATHER be BLUE
(Spotlight on Small Business)

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

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Decision Making: Finding the Best Alternative

  • Decision Making — Choosing among two or more alternatives.

DECISION MAKING

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

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Decision Making: Finding the Best Alternative

  • Define the situation.
  • Describe and collect needed information.
  • Develop alternatives.
  • Develop agreement among those involved.
  • Decide which alternative is best.
  • Do what is indicated.
  • Determine whether the decision was a good one and follow up.

RATIONAL DECISION-MAKING
MODEL

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

Managers don’t always go through this seven step process. However, they must always make sound decisions. It is easier said than done. As an interesting exercise, you can ask the students, working in a group, to go through a simple process of identifying an automobile to purchase using these steps. Everyone’s input should be obtained in the group. They either can select a group manager or all can have an equal say/vote. Both scenarios should produce different but interesting experiences for students.

 

 

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Decision Making: Finding the Best Alternative

  • Problem Solving — The process of solving the everyday problems that occur; less formal than decision making and needs quicker action.
  • Problem-solving techniques include brainstorming and PMI — Listing all the pluses for a solution in one column, all the minuses in another and the implications in a third.

PROBLEM SOLVING

LG3

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See Learning Goal 3: Relate the planning process and decision making to the accomplishment of company goals.

 

 

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Progress Assessment

  • What’s the difference between goals and objectives?
  • What does a company analyze when it does a SWOT analysis?
  • What are the differences between strategic, tactical and operational planning?
  • What are the seven Ds in decision making?

PROGRESS ASSESSMENT

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1. What’s the difference between goals and objectives? Goals are broad, long-term accomplishments an organization wishes to attain. Objectives are specific, short-term statements detailing how the organization will achieve the organization’s goals.

 

2. What does a company analyze when it does a SWOT analysis? In today’s rapidly changing business environment, managers must think of planning as a continuous process. The SWOT analysis is an important part of the planning process as it evaluates an organization’s strengths, weaknesses, opportunities and threats.

 

3. What are the differences between strategic, tactical and operational planning? Strategic planning is the process top management uses to determine the major goals of the organization, and the policies, procedures, strategies, and resources the organization will need to achieve them. Tactical planning is the process of developing detailed, short-term statements about what is to be done, who is to do it, and how. This type of planning is typically completed by managers at lower levels of the organization whereas strategic planning is done by the top managers. The final type of planning is operational. Operational planning is the process of setting work schedules and standards necessary to complete the organization’s tactical objectives. This type of planning is the department manager’s tool for daily and weekly operations.

 

4. What are the seven Ds in decision making? The seven Ds in decision making are as follows:

  • Define the situation.
  • Describe and collect needed information.
  • Develop alternatives.
  • Develop agreement among these involved.
  • Decide which alternative is best.
  • Do what is indicated and start the implementation.
  • Determine whether the decision was a good one and follow up.

 

 

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Organizing: Creating a Unified System

  • Organization Chart — A visual device that shows relationships among people and divides the organization’s work; it shows who reports to whom.

ORGANIZATIONAL CHARTS

LG4

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See Learning Goal 4: Describe the organizing function of management.

 

 

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Organizing: Creating a Unified System

LG4

LEVELS of MANAGEMENT

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See Learning Goal 4: Describe the organizing function of management.

 

This slide shows a good visual of management levels within a corporation. Note the pyramid shape and the type of job positions that are in each level. It’s important for the student to know the necessary skill levels that each position in the pyramid requires. A Top-Level Manager needs good conceptual skills, and to be able to effectively communicate goals to the entire corporation. Middle-level managers typically develop the strategies for goal attainment and develop the tactics necessary to achieve stated goals. Middle managers require good analytical skills and the ability to communicate. First-line managers are responsible for execution of business plans. Technical skills and good communications skills are necessary.

 

 

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Organizing: Creating a Unified System

  • Top Management — The highest level, consists of the president and other key company executives who develop strategic plans.
  • Middle Management — Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.
  • Supervisory Management — Those directly responsible for supervising workers and evaluating daily performance.

MANAGEMENT LEVELS

LG4

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See Learning Goal 4: Describe the organizing function of management.

 

 

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Organizing: Creating a Unified System

  • Chief Executive Officer (CEO)
  • Introduces change into an organization.
  • Chief Operating Officer (COO)
  • Implements CEO’s changes.
  • Chief Financial Officer (CFO)
  • Obtains funds, plans budgets, collects funds, etc.
  • Chief Information Officer (CIO)
  • Gets the right information to the right people so decisions can be made.

TOP MANAGEMENT

LG4

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See Learning Goal 4: Describe the organizing function of management.

 

 

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  • Technical Skills — The ability to perform tasks in a specific discipline or department.

MANAGERIAL SKILLS

Tasks and Skills

at Different Levels of Management

LG4

  • Human Relations Skills — Skills that involve communication and motivation; they enable managers to work through and with people.
  • Conceptual Skills — Skills that involve the ability to picture the organization as a whole and the relationship among its various parts.

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See Learning Goal 4: Describe the organizing function of management.

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Tasks and Skills

at Different Levels of Management

LG4

SKILLS NEEDED at VARIOUS
LEVELS of MANAGEMENT

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See Learning Goal 4: Describe the organizing function of management.

 

The further up the managerial ladder one moves, the less important technical job skills become.

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Staffing: Getting and Keeping the Right People

  • Staffing — Recruiting, hiring, motivating and retaining the best people available to accomplish the company’s objectives.
  • Recruiting good employees is critical.
  • Many people are not willing to work at companies unless they are treated well with fair pay.

STAFFING

LG4

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See Learning Goal 4: Describe the organizing function of management.

 

 

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Source: Businessweek, www.businessweek.com, December 1, 2008.

LAYOFF LEADERS
Largest Layoff Announcements, 1993 to 2008

Staffing: Getting and Keeping the Right People

LG4

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Company Employees Date
IBM 60,000 July 1993
Citigroup 53,000 November 2008
Sears Roebuck 50,000 January 1993
U.S. Air Force 40,000 December 2005
Ford 35,000 January 2002
Kmart 35,000 January 2003
Boeing 31,000 September 2001
U.S. Postal Service 29,870 January 2002
Boeing 28,000 December 1998
DaimlerChrysler 26,000 January 2001

 

 

 

See Learning Goal 4: Describe the organizing function of management.

 

Layoff Leaders

  • This slide is illustrates the companies with the largest number of layoffs between 1993-2008.
  • Many of the companies listed (Boeing and Ford) have had to layoff employees at times other than the time listed in this slide.
  • What causes companies to have to lay people off? How does a company determine who stays and who goes?

 

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Leading: Providing Continuous Vision and Values.

  • Leaders must:
  • Communicate a vision and rally others around that vision.
  • Establish corporate values.
  • Promote corporate ethics.
  • Embrace change.
  • Stress accountability and responsibility

LEADERSHIP

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

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Leading: Providing Continuous Vision and Values.

  • Transparency — The presentation of the company’s facts and figures in a way that is clear and apparent to all stakeholders.

ACCOUNTABILITY through TRANSPARENCY

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

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As a first-line manager, you have new information that your department head hasn’t seen yet. The findings of the report indicate your manager’s plans should fail. If they do fail, you could be promoted.

 

Will you give your department head the report?

What is the ethical thing to do?

What might be the consequences?

To SHARE or NOT to SHARE
(Making Ethical Decisions)

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

 

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Leadership Styles

 

  • Autocratic Leadership — Making managerial decisions without consulting others.
  • Participative or Democratic Leadership — Managers and employees work together to make decisions.
  • Free-Rein Leadership — Managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives.

LEADERSHIP STYLES

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

Research tells us which leadership style is best depends on what the goals and values of the firm are, who’s being led, and in what situations.

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Leadership Styles

LG5

VARIOUS LEADERSHIP STYLES

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

 

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Source: CIO Magazine, www.cio.com.

NATURAL BORN LEADERS?
Four Types of Executives

Leadership Styles

LG5

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Rationalists Humanists
Politicists Culturists

 

 

 

 

 

 

See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

Four Leadership Types

  • Ask the students: Does your personality reveal how you think and work? Can it be improved? (Tests such as Myers-Briggs profile individuals’ personalities.)

 

  • Williams and Deal, authors of When Opposites Dance: Balancing the Manager and Leader Within, identify four types of managers:

Rationalists, who value sound thinking and work through organizational structure to accomplish tasks.

Politicists, who view group dynamics from a power perspective and are adept at politics.

Humanists, who are attuned to organizational moods and regard people as a company’s top asset.

Culturists, who consider culture the preeminent force in an organization and communicate through stories, ceremonies and rituals.

 

3. Williams and Deal conclude that while people are predisposed to think and act in certain ways, the best executives combine different personality attributes. (Source: CIO, November 1, 2003)

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Empowering Workers

  • Progressive leaders give employees the authority to make decisions on their own without consulting a manager.
  • Customer needs are handled quickly.
  • Manager’s role becomes less of a boss and more of a coach.
  • Enabling — Giving workers the education and tools they need to make decisions.

EMPOWERMENT

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

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Source: BusinessWeek, www.businessweek.com.

  • Manage output instead of hours.
  • Train workers to be ready for a more complex corporate structure.
  • Allow lower-level managers to make decisions.
  • Use new technology to foster teamwork.
  • Shift hiring emphasis to collaboration.

WORK SMARTER
How to Ease Pressure on Workers

Empowering Workers

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

 

Work Smarter

  • Managing in today’s complex environment is about leading not supervising.
  • This slide gives students insight into the process of empowering employees to work smarter.
  • Ask students: What are the benefits of empowering employees to work smarter? (Employees who are empowered should be more motivated and able to handle more complex tasks)

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Managing Knowledge

  • Knowledge Management — Finding the right information, keeping the information in a readily accessible place and making the information known to every one in the firm.

MANAGING KNOWLEDGE

LG5

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See Learning Goal 5: Explain the differences between leaders and managers, and describe the various leadership styles.

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Controlling: Making Sure it Works

FIVE STEPS of CONTROLLING

LG6

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See Learning Goal 6: Summarize the five steps of the control function of management.

 

This slide presents the five steps of the control function. It should be pointed out to the students that the whole control process is based on clear standards. The control function completes the management function loop that starts with planning. Accounting and Finance are often the foundations for control systems, because they provide the numbers management needs to evaluate progress.

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Source: CFO Magazine, www.cfo.com.

  • Do you have strategic initiatives that you have not addressed?
  • Do you often check on employees for quality control?
  • Do you often check on subordinates throughout the day?
  • Do you rarely take vacations?
  • Is there a lot of turnover?

ARE YOU a MICROMANAGER?

Controlling: Making Sure it Works

LG6

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See Learning Goal 6: Summarize the five steps of the control function of management.

 

Are You a Micromanager?

  • This slide presents a list of questions a manager can ask himself/herself to determine if he/she is a micromanager.
  • If you answer yes to any of these five questions, you are a micromanager. Managers can ask a trusted employee for honest feedback.
  • Ask the students: Have they ever worked for a micromanager? How did it make them feel and how did other employees feel?
  • Do the students have the tendency of thinking that if they want something done right, they must do it themselves or constantly check on others work in a team situation? (It may indicate some of the micromanaging tendencies.)

 

 

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A Key Criterion

for Measurement: Customer Satisfaction

  • Traditional forms of measuring success are financial.
  • Pleasing employees, stakeholders and customers (both internal and external) are important.
  • External Customers — Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own use.
  • Internal Customers — Individuals and units within the firm that receive services from other individuals or units.

MEASURING SUCCESS

LG6

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See Learning Goal 6: Summarize the five steps of the control function of management.

 

 

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Progress Assessment

  • How does enabling help achieve empowerment?
  • What are the five steps in the control process?
  • What’s the difference between internal and external customers?

PROGRESS ASSESSMENT

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1. How does enabling help achieve empowerment? Enabling is the key to successfully empowering employees. Enabling means giving workers the education and the tools they need to make decisions.

 

2. What are the five steps in the control process? Controlling incorporates: (1) setting clear standards, (2) monitoring and recording performance, (3) comparing performance with plans and standards, (4) communicating results and deviations to employees, and (5) providing positive feedback for a job well done and taking corrective action necessary.

 

3. What’s the difference between internal an external customers? Not all customers come from outside the organization. Internal customers are defined as individuals and business units within the firm that receive services from other individuals or units. For example, the field salespeople are the internal customers of the marketing research units that prepare market reports for them. External customers are more traditional and include�dealers, who buy products and sell to others, and ultimately customers who buy products for their own personal use.