competency 2.00 analyze the management functions and their implementation and integration within the...
TRANSCRIPT
![Page 1: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/1.jpg)
Competency 2.00
Analyze the management functions and their implementation and integration within the business environment.
![Page 2: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/2.jpg)
Management Functions
Planning Organizing Leading Controlling
![Page 3: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/3.jpg)
Objective 2.01
Explain the planning function and how the decision-making process is applied in business
![Page 4: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/4.jpg)
Planning
Analyzing information and making decisions about what needs to be done
![Page 5: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/5.jpg)
The Importance of Planning
Sets direction for the business Establishes specific goals Serves as a guide for making decisions Helps determine if the business is making
progress Helps managers communicate with each
other and their employees
![Page 6: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/6.jpg)
Levels of Planning
Strategic Planning– Long-term planning– Provides broad goals and direction for the entire
business– SWOT analysis – internal and external analysis
Examination Strengths, Weaknesses, Opportunities and Threats
![Page 7: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/7.jpg)
Steps in Strategic Planning
External Analysis– Managers study factors outside firm that can affect effective operations – customers,
competitors, economy government Internal Analysis
– Managers study factors inside the business that can affect success – finances, personnel, resources
Mission Statement – a short specific statement of the purpose and direction of the business
– Managers agree on the most important direction for the business based on the information gathered. Write a short
Goals– Managers develop outcomes for the business to achieve that fit within the mission
Strategies– Managers determine the efforts expected from each part of the firm if goals are to be
achieved
![Page 8: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/8.jpg)
Operational Planning
Determines how work will be done Determines who will do the work Determines what resources will be needed to
complete the work Examples:
– developing department budgets– planning inventory levels– developing employee schedules
![Page 9: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/9.jpg)
Formal Planning
Systematic studying of an issue and the preparation of a written document to deal with the problem
3 Basic Time Spans for Business Plans– Short-range plans – cover a one year period of time– Long-range plans – cover a 3-5 year period of time– Intermediate plans – cover time span between short and
long-range plans, either from 1-3 years or 1-5 years
![Page 10: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/10.jpg)
Planning Tools
Goals– Provide the direction for a business
Budgets– Help determine the best way to use available money to reach goals
Schedules– Identify the tasks to be completed and the approximate time required to complete
each task Standards
– Used to compare products and services for quality Policies
– General rules to be followed by a business or department Procedures
– Steps to be followed when implementing policies Research
– Used to collect data for managers and provide information needed to improve planning decisions
![Page 11: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/11.jpg)
Decision-making Process
Identify the problem List possible solutions for solving the
problem Analyze possible solutions Select the best solution Evaluate the decision
![Page 12: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/12.jpg)
Barriers to Effective Decision-Making
Complacency– Manager thinks that making the decision is easier that it
really is
Avoidance– Manager denies the importance of a problem
Panic– Manger becomes frantic trying to make a decision
Indecisiveness– Manager becomes unable to make a final decision
![Page 13: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/13.jpg)
Objective 2.02
Discuss the importance of goals setting within the context of the business environment.
![Page 14: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/14.jpg)
Characteristics of Effective Goals
Goals must be specific and meaningful– Should relate to activities and operations of business so
employees see how their jobs relate to goals Factors to consider when setting goals
– General economic conditions facing the business– Past sales and profits– The demand for products and services– Reactions of current and prospective customers– Resources of the business– The actions of competitors
![Page 15: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/15.jpg)
Characteristics of Effective Goals
Goals must be achievable Goals should be clearly communicated
– Goals should be communicated to all employees– Communication will help employees understand
that they are part of team effort
Goals should be consistent with each other and with the overall company goals
![Page 16: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/16.jpg)
Common Goal Setting Areas
Profitability – measures the level of profits the company is making Markets – reflects the company’s position in the marketplace Productivity – measures the efficiency of internal operations Products – describes the introduction or elimination of products and services Financial Resources – reflects goals relating to the funding needs of the
company Physical Facilities – describes the physical facilities of the company Research and Innovation – reflects the research, development, and/or
innovation objectives Organization Structure – describes objectives relating to changes in the
company’s structure and related activities Human Resources – describes the human resource assets of the company Social Responsibility – refers to the commitments of the firm regarding society
and the environment
![Page 17: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/17.jpg)
Objective 2.03
Compare/contrast the basic forms of business ownership and their organizational variations
![Page 18: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/18.jpg)
Organizing
Determining how plans can most effectively be accomplished; arranging resources to complete work
![Page 19: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/19.jpg)
Sole Proprietorships
Owned by a single individual, or proprietor Easy to start
![Page 20: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/20.jpg)
Sole Proprietorships
Advantages– Owners control business
and keep profits– Can make decisions
quickly– Pay fewer taxes than
other kinds of business
Disadvantages– Owner may lack
necessary skills and abilities
– Owner may not have necessary funds when needed
– Owner has full liability for all debts
– Business can fail if owner becomes ill or disabled
![Page 21: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/21.jpg)
Partnerships
Owned by two or more people Partners must share the profits from their
business Allows partners to combine their talents and
financial resources
![Page 22: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/22.jpg)
Partnerships
Advantages– partners combine their
talents and skills– have increased sources
of capital– pay less in taxes than a
corporation
Disadvantages– unlimited financial
liability– disagreement among
partners– partners bound by
contracts and decisions of other partners
![Page 23: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/23.jpg)
Corporations
Formed under state or federal statutes – corporate charter
Authorized to act as a legal person, separate from its owners
Owners are called stockholders Owners have limited liability Board of directors is the ruling body Officers of corporation are hired to manage the
business
![Page 24: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/24.jpg)
Corporations
Advantages– limited liability of
stockholders– can raise capital by
selling stock– easy to transfer
ownership– able to get credit easier
than other types of businesses
Disadvantages– must comply with more
federal and state laws– pay more taxes than any
other types of businesses
– must register within a state government to begin business
![Page 25: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/25.jpg)
Franchise
Right to sell parent company’s product or service under the company’s name and trademark.
Franchisee pays initial fee and a percentage of weekly sales
Franchisor helps in start up and operation of business
![Page 26: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/26.jpg)
Franchise
Advantages– gets help of franchisor in
establishing business– gets exclusive rights to
sell franchised product or service in a specified geographical area
Disadvantages– must follow strict
guidelines in running business
– requires large amount of money to purchase franchise
![Page 27: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/27.jpg)
E-Commerce
Dot.com businesses– A company that does most of its business activities through the
Internet Use of Internet to buy and sell products Businesses progress through 3 stages of Internet use
– Information Stage – customers use Web site to get information only about the business
– Interaction Stage – Web site offers information and interaction with business in form of e-mail and data bases to search within the Web sit
– Integration Stage – entire customer transaction can be completed using the Internet. Customers can get pricing, ordering, shipping information and place order over the Internet
![Page 28: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/28.jpg)
Limited Liability Company (LLC)
Formerly called an “S-Corporation” Company must meet certain conditions to qualify as LLC
– no more than 35 stockholders– cannot own 80% of stock of another corporation– no more than 25% of income of corporation can be from other
sources Stockholders must be permanent citizens of US Company taxed as a sole proprietorship Owners have limited liability Profits go directly to stockholders Lower taxes than corporation
![Page 29: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/29.jpg)
Joint Venture
agreement among two or more businesses to work together to provide a good or service
each partner brings management skills and/or money to the project
Examples:– America Online, Phillips Electronic & Direct TV formed joint
venture to develop and offer interactive TV that lets customers access the Internet through their TVs
– Ford Motor Company produces cars with Mazda
![Page 30: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/30.jpg)
Strategic Alliances
cooperative agreements between potential or actual competitors agree to cooperate on certain aspects of business but remain
competitors on other aspects Strategic alliances allow companies to:
– gain access to new markets– share research– expand product lines– learn new skills
Examples:– American Airlines-British Airways One World Alliance – airlines share
seating on some flights and let passengers use the alliance members’ airport lounges
– Daimier-Benz (Mercedes-Benz) and Chrysler – both companies gained access to the partners market in Germany and US
![Page 31: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/31.jpg)
Virtual Corporation
Network of independent companies that form alliances to take advantage of fast-changing market conditions
Relationships are usually temporary Information technology helps world-wide companies carry out
their alliance Examples
– Puma Athletic Shoe Co – 80 companies world-wide make and sell the shoes – marketed in Germany, Asian companies purchase materials, companies in China, Taiwan, Indonesia, Korea manufacture the shoes, separate companies on all continents sell the shoes
– AT&T and Japan’s Marubeni Trading Company linked with another company to produce the Safari notebook computer
![Page 32: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/32.jpg)
Objective 2.04
Explain the organizing function and how it is used to align resources and relationships to achieve business goals
![Page 33: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/33.jpg)
Organizing
Arranging resources and relationships between departments and employees
Defining responsibilities employees have for accomplishing work
![Page 34: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/34.jpg)
Characteristics of Good Organization
Responsibility – assigned tasks are clearly defined
Authority– Right to make decisions about
assigned work– Right to make assignments to
others concerning that work– Each employee and each
manager show know the following
Description and duties of each job
What authority accompanies the job
The manager in charge Who reports to the manager What is considered
satisfactory performance
Accountability– Employee is accountable to
manager for performing assigned tasks
– Manager is accountable to his/her boss for the outcomes of all work
Unity of command– No employee reports to more
than one supervisor– Confusion and poor work
relations result when an employee is accountable to more than one supervisor
![Page 35: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/35.jpg)
Characteristics of Good Organization
Span of management– The number of employees a
manager can effectively control– Manager who supervises too
many people is overworked and unable to perform all duties effectively
– Manager who supervises too few people is a waste of valuable time
– Factors used to determine how many employees a manager supervises
The complexity of the jobs being performed
The quality of the employees being supervised
The ability of the manager
Delegating– Task may be too time-
consuming for a manager to handle alone
– Some tasks are too routine for a manager to do – better use of the manager’s time
– Some tasks require special skills the manager may not possess
![Page 36: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/36.jpg)
Types of Organizational Structure
Line structure– Authority starts at the top and moves downward in a line– All managers perform functions that contribute directly to the profits of the company– Common form of structure among small businesses– President has direct control over all units of business
Line and staff structure– Adds staff specialists to the line organization– Designed to solve the problem of complexity – Staff specialists give advice and assistance to line personnel– Staff personnel have no authority over line personnel
Matrix structure – project organization– Combines workers into temporary work teams to complete specific projects– Employees report to a project manager with authority and responsibility for project– No permanent organizational structure – employees work for a manager until the project is
finished then they are assigned to a new project and manager Team structure
– Divides employees into permanent work teams– Teams have responsibility and authority for business activities with limited management control
over daily work– Team leaders replace the traditional supervisor and act as facilitators
![Page 37: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/37.jpg)
Types of Organizational Structure
Flat Structure– Small number of levels with broad span of management at each level– Requires a great deal of delegation by manager– Employees have more power within the company
Tall Structure– Many levels with small spans of management– Power centralized at the top levels– More control over the employees
Centralized Organization– Top managers do all major planning and decision making– Requires many policies and rules to control the organization
Decentralized Organization– Large businesses divided into smaller operating units– Unit managers have almost total responsibility and authority for operation
of their units
![Page 38: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/38.jpg)
Objective 2.05
Differentiate between leading and managing and identify appropriate leadership styles used in business situations
![Page 39: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/39.jpg)
Leading
Influencing individuals and groups to cooperatively achieve organizational goals
![Page 40: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/40.jpg)
Leadership
Ability to influence individuals and groups to cooperatively achieve organizational goals
Managing – deciding how to best use a business’s resources to produce goods or provide services
![Page 41: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/41.jpg)
Sources of Power
Position power – position in the organization Reward power – ability to provide rewards Expert power – skill, expertise, knowledge Identity power – employee’s perception of
manager Personality power – characteristics that
attract others Coercive power – ability to punish
![Page 42: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/42.jpg)
Leadership Styles
The general way a manager treats and supervises employees.
![Page 43: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/43.jpg)
Autocratic Leadership
Leader gives direct, clear, precise orders Employees usually do not make decisions about their work Disadvantages
– Discourages employees from thinking of better ways to do their work
– May lead to employee dissatisfaction and decrease work performance– Does not prepare employees for leadership opportunities or promotion
Advantages– Best style to use in emergencies– Can be used with temporary employees– Efficient – employees know how the manager expects them to perform the
task
![Page 44: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/44.jpg)
Laissez-faire leadership
Leader gives little or no direction to employees Decisions are left to individual employees or team Works best with experienced workers and in
businesses where there are few major changes Should be used very carefully and when employees
are prepared and comfortable with the responsibility
![Page 45: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/45.jpg)
Democratic leadership
Leader encourages workers to share in making decisions in planning work, solving work problems, and making decisions
Disadvantages– All employees do not like to participate in decision making– Time consuming because planning and discussing problems
takes time– Employees will be upset if they are only asked about unimportant
decisions Advantages
– Effective when employees are committed to jobs and want to have more responsibility
– Employees more likely to carry plans and decisions they helped to create
![Page 46: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/46.jpg)
Situational leadership
Leader understands employees and job requirementsMatches actions and decisions to the circumstances
![Page 47: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/47.jpg)
Objective 2.06
Relate management theories to the leading/directing functions of management.
![Page 48: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/48.jpg)
Management Theories
![Page 49: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/49.jpg)
Scientific Management
Developed by Frederick Winslow Taylor Study work procedures and determine best methods
for performing particular tasks Based on four main ideas
– Jobs should be designed according to specific rules – determine “one best way” of performing a task
– Employees should be selected and trained according to scientific methods
– Principles of scientific management should be explained to workers
– Management and workers should be interdependent so that they cooperate
![Page 50: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/50.jpg)
Hawthorne Studies of Productivity
Looked at relationship between working conditions and productivity
Tested different variables and productivity increased Hawthorne effect – change of any kind increases
productivity Other results of study
– Productivity increased because workers worked harder when they received any kind of attention
– Factors other than physical environment affected workers productivity – psychological and social conditions at work
– Effective supervision greatly affected productivity and employee morale
![Page 51: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/51.jpg)
Theory X and Y
Theory X
People are basically lazy and will avoid work if they can
Managers will impose strict rules to make sure they make all important rules
Theory Y
People find satisfaction in their work
Managers think people will work productively if put in the right environment
Managers give employees more freedom and allow them to make mistakes
People are creative and will come up with good ideas
![Page 52: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/52.jpg)
Theory Z
Integrates Japanese and American business practices
Incorporates Japanese emphasis on collective decision-making and concern for employees
Incorporates American emphasis on individual responsibility
![Page 53: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/53.jpg)
Total Quality Management
Developed by W. Edwards Deming Mathematical approach to quality control System of management based on involving
all employees in a constant process of improving quality and productivity by improving how they work
Focuses totally on satisfying both customers and employees
![Page 54: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/54.jpg)
Deming’s Fourteen Points of TQM
Create consistent purpose for improving products and services in order to remain competitive.
Adopt a new philosophy. Stop spending on mass production. Consider quality as well as price in awarding business. Constantly improve the system of production and service. Institute a vigorous program of job training. Adopt and implement leadership. Drive out fear so that everyone may work effectively for the company Break down barriers between departments. Eliminate numerical goals, posters, and slogans for the workforce that ask for new levels
of productivity without providing new methods. Eliminate work standards that prescribe numerical quotas. Remove barriers that stand between the hourly worker and his/her right to pride of
workmanship. Encourage education and self-improvement for everyone. Create a structure in top management that will work every day to achieve the above 13
points.
![Page 55: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/55.jpg)
Motivation Theories
![Page 56: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/56.jpg)
Maslow’s Hierarchy of Needs
People seek to satisfy needs in a certain order from lowest to highest
People will only move to next level after lowest levels are fulfilled
Managers can influence employee behavior by recognizing the levels that are motivating employee behavior
Hierarchy Levels – (from lowest to highest)– Physical or physiological needs– Safety or security needs– Love or social needs– Ego or status needs– Self-actualization, self-realization, self-fulfillment
![Page 57: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/57.jpg)
McClelland’s Achievement Theory
Developed by David McClelland People influenced most strongly by 3 specific needs
– achievement need– affiliation need– power need
Managers who believe this theory can help fulfill these needs by assigning duties based on employee needs
– Achievement need – provide opportunities for employees to make decisions and control own work
– Affiliation need – assign employees to group projects and teams– Power need – employees will work best when they can be a
project leader or be involved in planning and decision-making
![Page 58: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/58.jpg)
Herzberg’s Two-factor Theory
Developerd by Frederick Herzberg Studied employees to see what satisfied and dissatisfied them Identified two distinct groups of factors related to motivation Hygiene factors – dissatisfy when absent but do not contribute to satisfaction
when present– Amount of pay– Fringe benefits– Working conditions– Rules– Supervision
Motivators – factors that increase motivation– Challenging work– Recognition– Achievement– Accomplishment– Increased Responsibility– Personal development
![Page 59: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/59.jpg)
Objective 2.07
Discuss the importance of the evaluating/ controlling function and determine adaptations when goals are not being achieved
![Page 60: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/60.jpg)
Controlling
Evaluating the results to determine if the company’s objectives have been accomplished as planned
![Page 61: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/61.jpg)
Controlling
Determining whether goals are being met and what actions to take if performance falls short of the goals.
Provides information needed to improve the management process and business operations.
![Page 62: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/62.jpg)
Why Controls are Needed
Prevent crisis – solve small problems before they become big problems
Standardize outputs – processes and procedures can be used to improve products
Appraise employee performance – goods controls are objective so employees can be evaluated fairly
Update plans – managers can react quickly to a changed environment
Protect the organization’s assets – protect assets from waste and theft
![Page 63: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/63.jpg)
Basic Steps in Controlling
![Page 64: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/64.jpg)
Setting Standards
Part of planning goals for the company Outline what is expected of employees or
organizational unit
![Page 65: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/65.jpg)
Types of Standards
Quantity standards– Take different forms depending on the tasks being performed– Examples
Minimum number of units to produce in each hour, day, or month Number of prospective customers to contact by sales representative Number of lines of information to be keyed per hour by information processing personnel
Quality standards– Quality of work performed– Work with no errors may be the only acceptable standard for some products and services
Time standards– Amount of time it takes to complete an activity
Cost standards– Businesses pay more attention to cost standards – must be cost conscious at all times– Wasting material or taking more time than necessary increases costs– Increasing costs with an increase in sales decreases profits– Most widely used controlling device is the budget– Actual cost information is collected and compared with budgeted amounts
Quantity standards– Take different forms depending on the tasks being performed– Examples
Minimum number of units to produce in each hour, day, or month Number of prospective customers to contact by sales representative Number of lines of information to be keyed per hour by information processing personnel
Quality standards– Quality of work performed– Work with no errors may be the only acceptable standard for some products and services
Time standards– Amount of time it takes to complete an activity
Cost standards– Businesses pay more attention to cost standards – must be cost conscious at all times– Wasting material or taking more time than necessary increases costs– Increasing costs with an increase in sales decreases profits– Most widely used controlling device is the budget– Actual cost information is collected and compared with budgeted amounts
![Page 66: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/66.jpg)
Monitoring Performance
Standards basis for effective performance Managers monitor performance to gather data and
detect problem areas then they compare performance to standards
Variance – difference between performance and standard
– Variance can be positive – performance exceeds standard– Variance can be negative – performance falls short of
standard Managers must identify reasons for variance
![Page 67: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/67.jpg)
Causes of Performance Deviation
Faulty planning Insufficient communication – employees may not
know what is expected of them, manager may not know issues affecting performance
Training – performance may decline during training period
Lack of motivation – reduces efficiency and prevents employees from meeting objectives
Unforeseen forces –new government regulations, natural disasters
![Page 68: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/68.jpg)
Tools for Control
Budgets Financial controls – income statements, balance
sheets Direct Observation Written Reports Audits – detailed look at an organization’s financial
or other practices– external audit – performed by outside accountants– internal audit – performed by members of the organization
![Page 69: Competency 2.00 Analyze the management functions and their implementation and integration within the business environment](https://reader035.vdocuments.site/reader035/viewer/2022062718/56649e895503460f94b8e5b1/html5/thumbnails/69.jpg)
Taking Corrective Action
Managers can take 3 possible actions when performance is not meeting standards
– Take steps to improve performance Make sure supplies and materials are available Make sure work is organized Make sure employees are well-trained
– Change policies and procedures Policies and procedures may not be appropriate Major changes such as new equipment or new procedures
– Revise standard When it is clear standards will not accurately reflect performance When attempts to improve performance have not been successful New standards and reasons for change should be clearly
communicated to employees affected