THE ROLES OF MANAGEMENT

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

1. Define company purpose and values

2. Assess strengths, weaknesses, opportunities, and threats (SWOT

analysis)

3. Develop forecasts of future business conditions

4. Analyze the competition

5. Establish long-term goals and short-term objectives

6. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

7. Define company purpose and values

8. Assess strengths, weaknesses, opportunities, and threats (SWOT

analysis)

9. Develop forecasts of future business conditions

10. Analyze the competition

11. Establish long-term goals and short-term objectives

12. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

13. Define company purpose and values

14. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

15. Develop forecasts of future business conditions

16. Analyze the competition

17. Establish long-term goals and short-term objectives

18. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

19. Define company purpose and values

20. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

21. Develop forecasts of future business conditions

22. Analyze the competition

23. Establish long-term goals and short-term objectives

24. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

25. Define company purpose and values

26. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

27. Develop forecasts of future business conditions

28. Analyze the competition

29. Establish long-term goals and short-term objectives

30. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

31. Define company purpose and values

32. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

33. Develop forecasts of future business conditions

34. Analyze the competition

35. Establish long-term goals and short-term objectives

36. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

37. Define company purpose and values

38. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

39. Develop forecasts of future business conditions

40. Analyze the competition

41. Establish long-term goals and short-term objectives

42. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

43. Define company purpose and values

44. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

45. Develop forecasts of future business conditions

46. Analyze the competition

47. Establish long-term goals and short-term objectives

48. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

49. Define company purpose and values

50. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

51. Develop forecasts of future business conditions

52. Analyze the competition

53. Establish long-term goals and short-term objectives

54. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

55. Define company purpose and values

56. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

57. Develop forecasts of future business conditions

58. Analyze the competition

59. Establish long-term goals and short-term objectives

60. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

61. Define company purpose and values

62. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

63. Develop forecasts of future business conditions

64. Analyze the competition

65. Establish long-term goals and short-term objectives

66. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

67. Define company purpose and values

68. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

69. Develop forecasts of future business conditions

70. Analyze the competition

71. Establish long-term goals and short-term objectives

72. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

73. Define company purpose and values

74. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

75. Develop forecasts of future business conditions

76. Analyze the competition

77. Establish long-term goals and short-term objectives

78. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

What is Management?

Management is the process of planning, organizing, leading, and

controlling to pursue organizational goals

Managers get work done through others even if not doing hands-on

work themselves

Quality of management critical - can inspire employees or destroy

morale

Interpersonal Roles

Building relationships inside and outside the company

Networking to foster connections

Communicating information up, down, and across organization

Social media changing nature of communication

More open, conversational, immediate

Enables managers to better connect with employees and

customers

Informational Roles

Gathering information to make decisions

Communicating information to employees, other managers,

stakeholders

Staying in touch with frontline operations vital

Decisional Roles

Making range of decisions, from routine to rare, strategic calls

Pushing decisions down to empower employees at their level

Exploring cognitive automation to augment manager decision-

making

The Planning Function

Steps in Strategic Planning

79. Define company purpose and values

80. Assess strengths, weaknesses, opportunities, and threats

(SWOT analysis)

81. Develop forecasts of future business conditions

82. Analyze the competition

83. Establish long-term goals and short-term objectives

84. Create action plans to reach goals

Articulating Purpose and Values

Mission statement defines why company exists, what it aims to

accomplish

Values statement identifies guiding principles for decisions and

behaviors

Stakeholders increasingly expect companies to stand for something

beyond profits

SWOT Analysis

Inventory of internal strengths and weaknesses

Assessment of external opportunities and threats

Informs goal setting by revealing current abilities and potential

obstacles

Developing Forecasts

Predicting future business conditions essential but difficult

Quantitative forecasts based on historical data and statistical

models

Qualitative forecasts rely more on manager intuition and judgment

Neither method foolproof; both useful together

Analyzing Competition

Pinpoint opportunities and threats by assessing competitors' SWOTs

Keep customer perspective foremost

Goals and Objectives

Goals are broad, long-range accomplishments to attain

Objectives are short-range targets that build toward goals

SMART criteria: Specific, Measurable, Attainable, Relevant, Time-

bound

Action Plans

Detailed plans to reach goals, organized hierarchically

Cover single projects up to multiyear departmental initiatives

Opportunity for managers to demonstrate skills by delivering on

plans

The Organizing Function

Management Hierarchy

Top managers - Establish structure, make long-term plans

Middle managers - Translate strategy into actions

First-line managers - Supervise frontline employees

Top Managers

Highest level, overall responsibility

Titles include CEO, CFO, VP

Make long-term strategic decisions

Represent company externally

Middle Managers

Oversee specific divisions or facilities

Develop plans to implement goals

Coordinate work of first-line managers

Play "glue" role keeping company aligned

First-Line Managers

Direct supervisors of frontline employees

Implement plans from above

Ensure work meets standards

Handle employee relations and development

The Leading Function

What is Leadership?

Guiding and motivating people toward goals

Inspires people more than management does

Involves personal power more than position power

leadership Intelligence

Cognitive - Problem-solving, rational skills

Emotional - Awareness and management of emotions

Social - Grasping social situations and group dynamics

Leadership Styles

Autocratic - Manager makes decisions

Democratic - Manager involves team in decisions

Laissez-faire - Employees make own decisions

Effective leaders adapt approach as needed

Other Leadership Responsibilities

Coaching - Help employees overcome obstacles

Mentoring - Guide less experienced colleagues

Managing change - Unfreeze status quo, implement change,

refreeze new behaviors

Organizational Culture

Values, norms, practices that shape employee attitudes and

behaviors

Leaders establish expectations and act as role models

Positive cultures encourage good decisions; negative cultures lead

to problems

Hybrid work requires active effort to maintain unified culture

Key Takeaways

Managers play vital interpersonal, informational, and decisional

roles

Planning requires strategic analysis and detailed tactical plans

Organizing puts people and resources in place to execute plans

Leading keeps workforce motivated and aligned with strategy and

culture

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