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MGMT 300 Integrated Core: Management

Management and the Four Functions

Management Defined

Management: process of reaching organizational goals by working with and through people and other organizational resources

Management Characteristics

• Process or series of continuing and related activities

• Involves and concentrates on reaching org goals

• Reaches these goals by working with & through people & other org resources

Three main characteristics:

Four Main Management Functions

Planning

Organizing

Leading

Controlling

Four Main Management Functions

What are we planning and why do

we need to plan?

Planning

Organizing

Leading

Controlling

Main Management Functions: Planning

Planning: • Choosing tasks that must be performed to attain

organizational goals • Indicating when they should be performed • Concerned with org success in both short-term and

long-term

Main Management Functions: Planning

Planning Stage Questions:

• What am I trying to accomplish? What is my objective? • What resources do I have and what do I need to accomplish

org goals? • What methods and means do I need to use to achieve the

goals? • Is my plan of action the best one for the org?

Four Main Management Functions

What are we organizing and why do we need to organize?

Planning

Organizing

Leading

Controlling

Main Management Functions: Organizing

Organizing: • Assigning the tasks developed under the planning

function • Creating a mechanism to put plans into action • Being flexible and adaptable to meet challenges

Main Management Functions: Organizing

Organizing Stage Questions:

• Who should be assigned to what tasks? • Who should be making decisions? • How can departments be connected to ensure proper

communication? • How can coordination between departments be best

achieved?

Four Main Management Functions

Why do we need to lead?

Planning

Organizing

Leading

Controlling

Main Management Functions: Leading

Leading: • A.K.A. motivating, communicating, or directing • Concerned primarily with people within orgs • Guiding the activities of org members in appropriate

directions

Main Management Functions: Leading

Leading Questions:

• How are employees best motivated? • What style of leadership is best for the company or

department? • How can employees best be directed to accomplish

tasks?

Four Main Management Functions

What is controlling? Why do we need to

control?

Planning

Organizing

Leading

Controlling

Main Management Functions: Controlling

Controlling: • Gather information that measures recent performance

within the org • Compare present performance to established

performance standards • Determine whether the org should be modified to meet

standards

Main Management Functions: Controlling

Controlling Questions:

• How can plans be monitored to ensure they are helping the org?

• How can appropriate standards for performance be established so that we can control performance according to those standards?

• How can we measure org performance?

Main Management Functions

The performance of the four functions all depend on each other

MGMT 300 Integrated Core: Management

The Management Process and Resource Use

MGMT Process and Org Resources Organizational

Resources

 People  Money  Raw Materials  Capital Resources

MGMT Process and Org Resources Organizational

Resources

 People  Money  Raw Materials  Capital Resources

Production Process

Inputs Finished Products

Outputs

 Goods  Services

Using Resources • What do you think of when I say the word efficiency?

What does efficiency mean?

• How about effectiveness? What does effectiveness mean?

• Can an organization be effective but not efficient? Efficient but not effective? How?

Using Resources

Managerial effectiveness:

MGMT’s use of organizational resources in meeting organizational goals

Managerial efficiency:

Proportion of total organizational resources that contribute to productivity during the manufacturing process

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

MGMT 300 Integrated Core: Management

Levels of Management and Management Skill

Universality Principle of Management

Basic ingredients of successful management

are applicable to all organizations!

Levels of Management Top managers

Make long-term decisions about the direction of the org & establishes policies

Middle managers Implement policies of top MGMT and supervise/coordinate activities of

first line managers

First-line managers Make short-term operating decisions and direct non-managerial

personnel

Management Skill

Management skill: the ability to carry out the process of reaching org goals by working with and through people and other org resources

Management Skill Classic View: • Technical Skill: ability to apply

specialized knowledge and expertise

• Human Skill: ability to build cooperation with others

• Conceptual Skill: ability to see the org as a whole

Management Skill

Top Management

Middle Management

First-line Management

Conceptual Skills

Human Skills

Technical Skills

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300 Integrated Core: Management

Challenges to Exceptional Management

Challenge #1: Staying Ahead of Rivals Competitive advantage: ability of an org to produce goods/services more effectively than competitors do to outperform them

• Be responsive to customers

• Innovate

• Have quality

• Have efficiency

Challenge #2: Managing New Technology

• Knowledge of e-commerce and e-business

• Artificial intelligence  more automation in the workforce

• Telecommuting and video conferencing

Challenge #3: Managing for Diversity

Increasing diversity in:

• Gender

• Race/Ethnicity

• Age

• Sexual Orientation

Challenge #4: Managing for Globalization

• Globalization: increasingly interconnected nature of business around the world

• Companies have to be prepared to operate and interact with different cultures

Challenge #5: Managing for Ethical Standards

• Under pressure, managers can find themselves in ethical dilemmas

• Enormous repercussions when people fail to follow ethical standards.

Challenge #6: Managing for Sustainability

Sustainability: economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

Challenge #7: Managing for Meaningfulness

Meaningfulness: sense of belonging to and serving something that you believe is bigger than yourself

MGMT 300 Integrated Core: Management

What is Planning?

Planning Definition

Planning: process of determining how the organization can get where it wants to go and what it will do to accomplish its objectives.

Why Plan? • To minimize risk by reducing uncertainties

• To increase the degree of organizational success

• To establish a coordinated effort within the org

• To ensure integration among org units

Overall  planning helps orgs reach objectives

Planning Advantages and Disadvantages

Advantages

• Helps managers to be future-oriented

• Enhances decision coordination

• Emphasizes organizational objectives

Disadvantages

• If overemphasized  can take up too much managerial time.

• Managers must balance organizing, influencing, and controlling

MGMT 300 Integrated Core: Management

Types of Plans

Two Types of Plans

Standing plan: used over and over again because it focuses on org situations that occur repeatedly Single-use plan: focuses on

unique or rare situations within the org

Two Types of Plans

Includes:

• Policies: standing plans that furnish broad guidelines for taking action that are consistent with organizational objectives

• Procedures: standing plans that outline a series of related actions that must be taken to accomplish a particular task

• Rules: standing plan that designates specific required actions

Standing plan: used over and over again because it focuses on org situations that occur repeatedly

Two Types of Plans

Includes things like: • Programs: single-use plan that is designed to carry out a special project

within the org

• Budgets: single-use financial plan that covers a specified length of time. Details how funds will be spent and maintained

Single-use plan: focuses on unique or rare situations within the org

MGMT 300 Integrated Core: Management

Steps in the Planning Process and Objectives

Steps in the Planning Process State organizational objectives

What is an Objective?

What is an objective?

Planning Starts With Objectives Organizational objective: target toward which the open management system is directed

Proper objectives reflect the purpose of the org

Nike’s Organizational Purpose

To bring inspiration and innovation to every athlete in the world

Their objectives should therefore be based on this purpose

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

MGMT 300 Integrated Core: Management

Objective Areas and Guidelines for Setting Objectives

Areas for Organizational Objectives

OBJECTIVES

Managers should strive to set objectives in many different areas that enable success of the organization

Areas for Organizational Objectives

OBJECTIVES

Market Standing

Innovation

Worker performance and attitudes

Physical and financial resources

Managerial performance and development

Public responsibility

Productivity

Profitability

Guidelines for Making Objectives 1. Involve org members in setting

objectives 2. Be specific and clear 3. Tie objectives to actions 4. Pinpoint expected results 5. Set stretch goals 6. Specify time frame for goals 7. State objectives clearly and simply

MGMT 300 Integrated Core: Management

Management by Objectives

Management by Objectives 1. Org objectives

reviewed

2. Worker objective set

5. Rewards given

6. MBO for next normal operating

period begins

3. Progress monitored

4. Performance evaluated

For Successful MBO Program… 1. Top management must be committed and set appropriate

objectives

2. Managers and subordinates must agree on goals

3. Employee performance should be evaluated against established objectives

4. Managers must reward performance that meets objectives

MBO Advantages and Disadvantages

Advantages • Emphasize what should be

done to achieve org goals • Secures employee

commitment to org goals

Disadvantages • Can be time-consuming • Can increase the volume of

paperwork

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

Put the plans into action!

MGMT 300 Integrated Core: Management

Plans for Different Management Levels and Planning Failures

Different Plans for Different MGMT Levels

• Strategic Planning: determine what the org’s long-term goals should be for the next 1 to 5 years with the resources expected to be available

• Tactical Planning: determine what contributions departments can make with their given resources within the next 6-24 months

• Operational Planning: determine how to accomplish specific tasks with available resources within the next 1-52 weeks

Levels of Management Top managers

Make long-term decisions about the direction of the org & establishes policies

Middle managers Implement policies of top MGMT and supervise/coordinate activities of

first line managers

First-line managers Make short-term operating decisions and direct non-managerial

personnel

Different Plans for Different MGMT Levels

Top Management

Middle Management

First-line Management

Strategic Planning

Tactical Planning

Operational Planning

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Why Might Planning

Fail?

A Few Reasons Why Planning Fails

• Lack of understanding of different parts of planning process

Steps in the Planning Process

Put the plans into action!

State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

A Few Reasons Why Planning Fails • Lack of understanding of different parts of planning process

• Some managers not engaged in planning activities

• Management expects that plans will need little effort to achieve

• Too much is attempted at once

• Management fails to operate the plan