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Daily Information 12/15Objectives:

1. Define management and its functions.

2. Identify the work of several levels of management.

Warm Up:

Grab a textbook

Do you want to be a manager? Why or why not?

Agenda:

1. Complete warm-up2. Complete vocab.3. Read “Do I Want to

be a Manager?”4. TPS5. The role of a

manager P.P.6. Group review

questions7. Individual Activity

Section 1 vocabulary termsStarting on Page: 272

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Management Planning Organizing Implementing Controlling

Manager Supervisor Executive Mid-Manager

Moving Into Management

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Most people that want to become managers start off in supervisory positions.Why do you think this is?

What type of people have you or do you currently work for?Are they good/bad managers/supervisors? Why?What makes a good manager or supervisor?

What is the down side to taking a management position and failing at it? Can you get your old job back?

Moving Into Management

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Why do companies prefer to promote current employees over hiring someone outside the company?◦Reward employees (benefit)◦Knowledge of company operations and policies◦Knowledge of the employees work ethic and attendance

What Is Management?

Management is the process of coordinating people and other resources to achieve the goals of an organization.

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Management Resources: Material Resources

Material resources are the tangible, physical resources an organization uses.

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Management Resources: Human Resources

Human resources are the people who staff an organization and use the other resources to achieve the goals of the organization.

6 • 7© KURHAN/SHUTTERSTOCK

Management Resources:Financial and Information

ResourcesFinancial resources are the funds an organization uses to meet its obligations to investors and creditors.

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Information resources refers to the information about the external business environment the firm uses to its competitive advantage.

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Do I Want to be a Manager?

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Reality Check on page 269 - Read the story individually Partner up with the person sitting next to you and create a list of advantages and disadvantages of supervisory positions.

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Daily Information 12/16Objectives:

1. Define management and its functions.

2. Identify the work of several levels of management.

Warm Up:

If you could describe your ideal manager in one word, what would it be?

Agenda:

1. Complete warm-up2. The role of a

manager P.P.3. Group review

questions4. Individual Activity

Basic Management Functions

How well managers perform these key functions determines whether a business is successful.

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Planning Process: MissionAn organization’s mission is a statement of the basic purpose that makes the organization different from others.

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Organizing the Enterprise

A manager must group resources and activities to accomplish some end result in a efficient and effective manner.

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Directing: Leading and Motivating

Leading is the process of influencing people to work toward a common goal. Motivating is the process of providing reasons for people to work in the best interests of the organization.

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Controlling Ongoing Activities

Controlling Evaluate and regulate ongoing activities Requires constant monitoring and adjusting Control Function◦Set standards◦Measure performance◦Take corrective action

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Controlling Ongoing Activities:

The Control Function

The steps in the control function must be repeated periodically till the goal is achieved.

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Management LevelsAll levels of management must coordinate to implement

the goals of any company.

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Management Levels: Top Manager

Top Manager Upper-level executive Guides and controls the organization’s overall fortunes Responsible for developing the mission and determining strategy President, Vice President

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Management Levels: Middle Managers

Middle Managers Implements strategy and policies developed by top managers

Develop tactical and operational plans Coordinate and supervise first-line managers

Division Manager, Department Head, Plant Manger, Operations Manager

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Management Levels: First-Line Managers

First-Line Managers Coordinates and supervises operating employees

Spend most of time motivating and working with employees, answering questions, and solving day-to-day problems

Former operating employees who were promoted

Office Manager, Supervisor, Foreman6 • 20

Key Skills of Successful Managers

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Key Skills of Successful Managers:Conceptual Skills

Conceptual Skills Ability to think in abstract terms Help organization see the big picture Solicit a wide variety of viewpoints.

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Key Skills of Successful Managers:Analytic Skills

Analytic Skills Identify problems Prioritize issues Recognize underlying reasons Generate possible alternatives Select the best solution

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Key Skills of Successful Managers:Interpersonal Skills

Interpersonal Skills Ability to deal effectively with people inside and outside the organization Relate to people Understand needs and motives Show genuine compassion

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Key Skills of Successful Managers:Technical Skills

Technical Skills Specific skills related to the activities they manage Train, answer questions, provide guidance and direction More important for Middle and First-Line Managers

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Key Skills of Successful Managers:Communication Skills

Communication Skills Ability to speak, listen, and write effectively Technology makes communication both easier and more complex Must stay informed and maximize potential of digital communications

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© VIOREL SIMA/SHUTTERSTOCK

CLASS EXERCISEFor each skill, provide an example of how a manager could use it in a real-world situation.

Technical skill Conceptual skill Analytic skill Communication skill Interpersonal skill

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Daily Information 12/18

Objectives:

1. Define management and its functions.

2. Identify the work of several levels of management.

Warm Up:

Technology makes communication both easier and more complex.

Explain why this is.

**Grab a textbook

Agenda:

1.Warm Up2.Key Skills - notes3.Partner review4. Individual Activity

Day-to-Day Activities

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Communicating with employees◦Email, face-to-face, memo, evaluation◦Must be specific and clear◦Determine the best method, place, and time to communicate

◦Follow up and ask for feedback◦Listening

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Daily Information 12/19

Objectives:

1. Define management and its functions.

2. Identify the work of several levels of management.

Warm Up:

Finish partner review questions from last class.

**Grab a textbook

Agenda:

1.Warm Up2. Individual Activity3.Areas of

Management PP4.Business Group

activity5.Bottom Line

Review

Partner Review

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Checkpoints on page 272 and 27411.1 Assessment on page 274 (1-4)Review terms and concepts (page 288)

◦1,3,4,5,9,10Determine the best answer (page 289)

◦13,14Apply what you know (page 289 & 290)

◦19,20,22,25

Case 11-1: What Makes an Effective Manager?

Page: 291Answer questions

Individual Assignment

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Case 11-1: What Makes an Effective Manager?

Page: 291◦ Answer questions 1-4

Areas of Management Specialization

Organizational structure can be divided into areas of specialization.

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Finance Operations Marketing

Human Resources Administration Other (R&D)

Financial Managers

Responsible for an organization’s financial resourcesAccountingInvestment

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Operations Managers

Manages systems that convert resources into goods and servicesTechniques and procedures can be applied to business and non-business activities

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Marketing Managers

Facilitates the exchange of products between an organization and its customers and clientsMarketing Research, Product Management, Advertising, Promotion, Sales, Distribution

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Human Resources Managers

Manages a company’s human resources programsHiring, training, and evaluating employee performanceEnsures government regulation compliance

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Administrative Managers

Also called general managerProvides overall guidance and leadershipCoordinates other specialized managers

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Managerial Decision Making

Managers require a systematic method for solving problems in a variety of situations.

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Identifying the Problem or Opportunity

A problem is the difference between what is actually happening and what you want to happen (can be negative or viewed as an opportunity).

Effective managers:Clarify situation, examine causes, and consider how individual behaviors and values affect the way problems and opportunities are defined.

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Generating Alternatives

The more important the decision, the more attention must be devoted to generating alternatives. Managers should be open to fresh, innovative ideas Techniques:◦Brainstorming◦Trial and Error

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Selecting an Alternative

Final decisions are based on:

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• Financial constraints

• Time limits• Legal obstacles

• Political factors• Human and

informational resources

Implementation and Evaluation

If the problem still exists:◦Give chosen alternative more time◦Adopt a different alternative◦Start the process all over again

Failure to evaluate decisions adequately can cause serious problems for firm, customers, and beyond.

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Business Group Activity

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Within your business groups, identify 5 day-to-day problems you expect to face in operating your business. Complete the steps in the problem solving process to develop an appropriate solution. As you analyze possible solutions, identify sources of useful information, including business researchDevelop a written set of procedures to follow in order to accomplish each solution and prevent the problem from occurring.

The Supervisor’s Job

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Critical to the success of a businessWork directly with employees and managementResponsible for putting the company’s plan into actionMotivate employees to do their bestResponsible for the work in their area (completed on time and correctly) *

Responsibilities of Supervisors

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Communicate the goals and directions of management to employeesExplain employee concerns and ideas to managementEvaluate and improve employee performanceEncourage employees to do their best workUse resources efficientlyRun the day-to-day activities of the business

Effectiveness of Supervisor’s

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Quality of work of supervised employeesEfficient use of the company’s resourcesSatisfaction of employees

Day-to-Day Activities

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Scheduling work◦Work schedules — identify tasks to be done, employees assigned to the work, and time frame for completion

Complete the handout with a partner

Day-to-Day Activities

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Time management ◦Determine the work to be done◦Set priorities for the most important work◦Ensure work is completed properly and on time◦Help employees use time wisely

Day-to-Day Activities

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Controlling quality◦Some companies spend a lot of time and money correcting errors and redoing work

◦Supervisors can help reduce this

What are some of the ways you can reduce work errors?

Plan work carefully, develop quality standards, check work, help employees recognize the importance of quality work

Quia Review of Chapter 11Go to the following link to take the Chapter 11 Review

http://www.quia.com/pages/afrey105/page1 You must have your login information in order to take the reviewA score of 93% or higher must be achieved, unlimited attempts