chap 8- managmt, leadership

7/31/2019 Chap 8- Managmt, Leadership

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Management,

Leadership& the internal

Organization

Chapte

r 8


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What is management?

Process of achieving organizationobjectives through people and otherresources

Applied for not-for-profit organization& profit-seeking firms


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ManagementHierarchy


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Top Management Develop detailedplans & procedures

Middle Management Develop long-rangeplans

First-line Management Implement the plansdeveloped by middle

management


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Skills needed formanagerial success

Top Managers

Middle Managers

Lower Level Managers

Technical

skills

Humanskills

Conceptual Skills


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Managerial function


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Planning: process of anticipatingfuture events & conditions &determining courses of action for

achieving organizational objectives

Organizing: blend human andmaterial resources through a formal

structure of tasks and authority


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Directing: guide and motivateemployees to accomplishorganizational objectives. It includes

explaining procedures, issuingorders, seeing mistakes are corrected

Controlling: evaluate the

organizational performance todetermine whether it isaccomplishing the objectives


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e ro e o v s on anethical standards in

business success Vision: perception ofmarketplaceneeds and methods an organizationcan use to satisfy them; helps to

direct the company towardopportunities and differentiating itfrom its competitors.

Ethical standards: encouragesemployees, motivates, and inspiresthem to achieve goals they never

thought possible.


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Types of Planning


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Feedback

Feedback


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Strategic PlanningProcess

A mission statement is a writtenexplanation of an organizationsbusiness intentions and aims


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Assessing your competitive position:process to assess the firms currentposition in the marketplace once a

mission statement has created. Itinvolves an examination of thefactors that may help or hinder the

organization in the future


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Strengths:State of the Art

InformationSystemEconomic ofScalePatent ProtectionSales team

Threats:

Changing buyerTasteEnhancedcompetitionNew government

Weaknesses:

Lack ofManagerialLogisticslimitationsFinancingconstraints

Dated productionfacilities

Opportunities:New technologiesStrategic Allianceswith VendorsNew MarketsExtension ofExisting Products

LEVERAGE

PROBLEMS

CONSTR

AI NT

S

VU

LNE

RABIT

Y

SWOT

Analysis


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DecisionMaking

Process begin when a personrecognize problem or opportunity;

proceed with developing potentialcourses of action, evaluating thealternative, selecting andimplementing one of them, andassessing the outcome of decision

Decisions made by managers havecomplex legal and ethical dimensions


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Programmed decision: involvessimple, common and frequently

occurring problems for whichsolutions have been alreadydetermined; exp: choosing thestarting salary of a new marketingassistant

Non programmed decision:involves a complex and uniqueproblem or opportunity withimportant consequences for theorganization; exp: entering a new

geographical market, acquiring


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Decision Making Process


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Leadership

Ability to direct or inspire people toattain organizational goals

Autocratic leadership is centeredon the boss. Leaders make decisionson their own without consultingemployees. They reach decision,

communicate them to subordinatesand expect prompt implementationof instructions


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Democratic leadership involves

subordinates in making decisions.Centers on employees contributions.Delegate assignments, askemployees for suggestions &

encourage participation


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Free-rein leadership believes inminimal supervision. Leave most

decisions to their subordinates,communicate with employeefrequently as the situation warrants

The most appropriate leadership style

depends on the function of the leader,the subordinates and the situation


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Corporate Culture

Organizations system of values,principles and beliefs

Managerial philosophies,communications networks, andworkplace environments andpractices all influence corporate

culture. It is typically shaped by theleaders


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Organizational Structure

structured grouping of peopleworking together to achieve commongoals. Organizations features three

key elements: human interaction,goal directed activities and structure


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Organizing Process


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Organization Chart


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Departmentalization

Process of diving work activities intounits within the organization. Thisarrangement lets employees

specialize in certain jobs to promoteefficient performance. The five majorforms:


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1. Product departmentalization: thisapproach organizes work unitsbased on the good and services a

company offers.

2. Geographical departmentalization:this form organizes units by

geographical regions within acountry or, for a multinational firm,by region throughout the world.


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3. Customer departmentalization: afirm that offers a variety of goodsand services targeted at differenttypes of customers might structuresitself based on customer

departmentalization.4. Functional departmentalization:

some firms organize work units

according to business functions suchas finance, marketing, humanresources and production.

5. Process departmentalization: some


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Departmentalizationwithin the Org

FunctionalDepartmentaliz

ation

GeographicalDepartmentaliz

ation

CustomerDepartmentaliz

ation


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Delegating work assignments: itsan act of assigning work activities tosubordinates. Managers delegatework to free their own time for

planning and decision making.Subordinates receive responsibility orobligation to perform those tasks


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Span management:number of subordinates amanager can supervise

effectively. Thesubordinates are oftenreferred to as directreports. It varies

considerably dependingon many factors,including the type of work

performed and employees


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Centralization and decentralization:company that emphasizescentralization retains decision-

making at the top of managementhierarchy. A company thatemphasizes decentralization locates

decision making at lower level.


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Types of OrganizationStructures

Line organization: establishes adirect flow of authority from the CEOto subordinates

Line-and-staff organization: combinesthe direct flow of authority of the linedepartments with staff departmentsthat supports the line department


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Committee organizations: a structurethat places authority and

responsibility jointly in the hands of agroup of individual rather than asimple manager

Matrix organizations: or projectmanagement structure. It linksemployees from different parts of the

organization to work together on


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THE

END

CLICK,

ITS.

chap 8- managmt, leadership

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