View
10
Download
0
Category
Preview:
DESCRIPTION
Summery for CH 2 MANAGEMENT-FUNCTIONS&STYLE
Citation preview
1
Ch (2):
MANAGEMENT:
FUNCTIONS AND
STYLES
LEARNING objectives After reading this chapter ,you should be able to :
1. Define management
2. Explain the four functions of management.
3. Understand the use of three tools : SMART ,SWOT, and PEST analysis .
4. Understand the basics of organizational structure .
5. Describe various management styles and know when they are
appropriate .
6. Explain the challenges for management in the new future .
2
Section: 1- WHAT IS MANAGEMENT
Section Outline:-
Function of Management:-
Planning.
Organizing.
Leading.
Controlling
What Else Do Managers Do?
1. Management: The process of Planning, Organizing, Leading and controlling
people and other available resources to accomplish organizational goals and
objectives.
2. Function of Management :-
A. Planning.
Anticipating trends and determines the best strategies and tactics to
achieve organizational goals and objectives
B. Organizing.
Designing the structure of the organization and creating conditions and
systems in which everyone and everything work together to achieve the
organization's goals and objectives.
C. Leading.
Creating a vision for the organization and communicating. Guiding
training, coaching and motivating other to work effectively to achieve the
organization's goals and objectives.
empower : Giving employees as much freedom as possible to become
self-directed and self-motivated .
D. Controlling
Establishing clear standers to determine whether an organization is
progressing towards its goals and objectives ,rewarding people for doing a
good job , and taking corrective action if they are not .
3
A. Planning
The first managerial function involves setting the organizational vision ,
mission ,goals and objectives
i. Vision :-
A forward-looking statement that provides an encompassing explanation of
why the organization exists and where it is headed in the future.
ii. Mission statement :-
An outline of the fundamental purposes of an organization.
A meaningful mission should address the following components :-
1. Customer needs.
2. Company philosophy and goals.
3. The organization's self-concept .
4. Long-term survival.
5. The nature of the company's products or services .
6. Social responsibility.
7. Care for employees.
THE MISSION STATEMENT BECOMES THE SETTING SPECIFIC :-
iii. Goals :-
The board, long-term accomplishments an organization wishes to attain.
iv. Objectives :-
Specific, short-term statements detailing how to achieve the organization's
goals.
GUIDELINES FOR SETTING S.M.A.R.T. OBJECTIVES:-
1. Specific :- Rather than saying "increase sales"Say "increase sales by 10%"
2. Measurable:- "Better customer service" Hard to measure. But
"Increase customer service survey by 1 point in 6 months" is very measurable.
3. Achievable:- Are the objectives achievable and attainable
4. Realistic :- Can the company achieve the goal with the resources
available.
5. Time :- What is the deadline for achieving goals?
4
SWOT :- An analysis of the organization's Strengths , Weaknesses ,Opportunities,
and Threats .
Potential Internal STRENGTHS Potential Internal WEAKNESSES
Core competencies in key areas
An acknowledged market leader
Well-conceived functional are
strategies.
Proven management.
Cost advantages.
Better advertising campaigns.
No clear strategic direction.
Obsolete facilities.
Supper profitability.
Weak market image .
Too narrow a product line.
Potential External OPPORTUNITIES Potential External THREATS
Ability to serve additional
customer groups.
Expansions of product lines .
Ability to transfer
skills/technology to new products
Complacency among rival firms.
Ability to grow due to increase in
market demand .
Entry of lower-cost foreign
competitors.
Rising sales of substitute
products.
Slower market growth.
Costly regulatory.
Changing buyer needs and
tests
v. PEST analysis :-
An analysis of outside factors that could affect a business :
(PEST stand for) Political , Economic , Social and Technological .
A Tool specifically useful in understanding and analyzing the Macro or
general environments .
5
vi. Form of Planning:- A. Strategic planning: - Setting long-term goals for the company.
B. Tactical planning : - The development of several objective for each. There
are the short-term goals that must be achieved to attain a long-term goals.
C. Operational planning :- Scheduling budgeting and any other necessary
plans used to meet the tactical objectives.
D. Contingency planning :- Planning for "what if " scenarios and secondary
plans in case the original ones do not work
B. Organizing After managers have planned course of action they must organize the
firm to accomplish their goals .
Organizing means allocating resources (such as funds ) , assigning tasks
and establishing procedures for accomplishing the organizational
objectives .
i. Organizing chart :- Visual diagram that shows relationships among people and divides the
organization's work.
ii. Span of control :- ) مجال التحكم ) The optimal number of subordinates (employees) a manager
supervises.
6
iii. Levels of management :- 1. Top management :-
It is the highest level of management and consists of the president and
other key company executives.
2. Middle management :-
General managers ,division managers , district managers and plant
managers or supervisors .
3. 3- Supervisory (First –line) :-
Those who are directly responsible for supervising workers and
evaluating their daily performance .
iv. Tasks and Skills at Different Levels of Management
Top
Managers
Technical
Skills
Human Relation
Skills
Conceptual
Skills
Middle
Managers
Technical
Skills
Human Relation
Skills
Conceptual
Skills
Frist-line
Managers
Technical
Skills
Human Relation
Skills
Conceptual
Skills
1. Technical Skills :-
The skills required to do a specific job
2. Human Relations Skills :-
The ability to communicate and work with other
3. Conceptual Skills :-
Ability to see "big" picture ( the Organization as a whole and
relation among the its various parts )
7
v. Ways To Departmentalize :-
1. By Product :-
Marketing
Manager
Trade books College Texts
Technical
books
2. By Function :-
President
Production Marketing
Finance
3. By Customer Gruop :-
President
Consumers Commercial user
Manufacturers
8
4. By Geographic location :-
Vice President
international
Operation
Canadian
Division
Japanese
Division
European
Division
5. By Process :-
Production
Manager
Cutters
Dyers
Switchers
vi. Staffing :- Recruiting ,hiring , motivating ,and retaining the best people
available to accomplish the company's objectives .
C. Leading A leader is the person who can provide guidance to employee through
establishment of :-
1. Communicate a vision and rally تجميع others around that vision .
2. Establish company values.
3. Promote تنمية corporate ethics.
4. Embrace تبنى change.
9
D.Controlling Measuring performance relative to the planned objectives and standers by:-
1. Establishing clear performance standers.
2. Monitoring and recording actual performance.
3. Comparing result against plane and standards.
4. Communicating results and deviations to the employee involved.
5. Taking corrective action when needed and providing positive feedback .
1 2 3 4 5
Establishing clear
performance
Monitoring &recording
performance
Comparing result
against standards
Communicating
results
If needed Taking
corrective action
Are Standers Realistic ?
FEEDBACK
E. What Else Do Managers Do?
i. Work – Life balance :- The Idea that an individual should have control over interactions between
Work and Home .
ii. Total quality management (TQM) :- A management strategy where quality is reviewed at every phase of the
production process, even in service organization.
11
Section : 2 – MANAGEMENT STYLES
Section Outline:-
Management Styles :-
Autocratic Leadership.
Participative Leadership.
Free – Rein Leadership.
Theory X.
Theory Y.
Theory Z.
1. Autocratic Leadership أستبدادى . Making managerial decisions without consulting others.
2. Participative Leadership ديموقراطى . Managers and employees work together to make decisions .
3. Free – Rein Leadership فك الزمام . Managers setting objectives and then employees being relatively free to do
whatever it take to accomplish that objective.
4. Theory X. Theory Y. Theory Z.
Management theorist "Douglas McGregor " observed that manger
attitudes about employees usually fall into one of two categories Are
theory X theory Y. And then developed by William Ouchi anther theory
is theory Z
11
Theory X Theory Y Theory Z
Managers believe The average person Dislikes work , Has relatively little mbitionطموح,Wishes to avoid responsibility , So workers must be forcefully directed or threatened with punishment .Primary motivators are fear and money
Managers believe The most people Like work Naturally work toward goals to which they committed ملتزمand Are capable of using imagination and creativity to solve problems .Each worker is stimulated by rewards unique to that worker
Management theory that focuses on trust and intimacy مودة within the work group
1. Employees dislike work and will try to avoid it.
2. Employees prefer to be controlled and directed .
3. Employees seek security ,not responsibility .
4. Employees must be intimidated يتهدد by managers to perform.
5. Employees are motivated by financial rewards.
1. Employees view work as a natural part of life.
2. Employees prefer limited control and direction .
3. Employees will seek responsibility under proper work conditions.
4. Employees perform better in work environments that are no intimidatingمهدد
5. Employees are motivated by many different needs .
1. Employees involvement is the key to increased productivity.
2. Employee control is implied and informal.
3. Employees prefer to share responsibility and decision making.
4. Employee perform better in environments that foster trust and cooperation.
5. Employees need guaranteed employment and will accept slow evaluations and promotions .
12
Section : 3 – MANAGEMENT CHALLENGES
Section Outline:-
Management Challenges :-
1. Intense management scrutiny , caused by business scandals .
2. Constant change in business.
3. Global competition.
4. Technological changes.
5. Elimination of managerial and other jobs due to downsizing.
6. The need to get things done by working with new generations of
employees with different attitude .
Downsizing ( Rightsizing ) :- Elimination of many management jobs , and other types of jobs , by using
cost-cutting methods and technology such as computer.
Recommended