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©2007 Prentice Hall12-1
Management Functions and Skills
Chapter 12
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Chapter 12 Objectives
After studying this chapter, you will be able to:• Define the four basic management functions• Outline the strategic planning process• Explain the purpose of a mission statement• Discuss the benefits of SWOT analysis• Explain the importance of setting long-term
goals and objectives
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Chapter 12 Objectives, cont.
• Cite three common leadership styles and explain why no one style is best
• Identify and explain four important types of managerial skills
• Summarize the six steps involved in the decision-making process
©2007 Prentice Hall12-3
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Managerial Functions
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PlanningPlanning
ControllingControlling
OrganizingOrganizing
Leading Leading
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Managerial Roles
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InterpersonalInterpersonal
InformationalInformational
DecisionalDecisional
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Planning
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Develop StrategiesFor Success
Develop StrategiesFor Success
Set Goals andObjectives
Set Goals andObjectives
Develop ActionPlans
Develop ActionPlans
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Strategic Plans
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Market StandingMarket Standing
InnovationInnovation
Human ResourcesHuman Resources
Financial ResourcesFinancial Resources
Physical ResourcesPhysical Resources
ProductivityProductivity
Social ResponsibilitySocial Responsibility
Financial PerformanceFinancial Performance
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Strategic Planning Process
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Develop a Clear Vision
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Vision to Mission Statement
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Objectives Goals Philosophies
Productor Service
PrimaryMarket
Survival, Growth,Profitability
ManagerialPhilosophy
Level ofQuality
SocialResponsibility
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SWOT
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Strengths Weaknesses
Opportunities Threats
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Forecasts
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QualitativeQualitativeForecastingForecastingQualitativeQualitativeForecastingForecasting
QuantitativeQuantitativeForecastingForecastingQuantitativeQuantitativeForecastingForecasting
StatisticalStatisticalComputationsComputations
StatisticalStatisticalComputationsComputations
IntuitiveIntuitiveJudgmentsJudgments
IntuitiveIntuitiveJudgmentsJudgments
ConsumerConsumerResearchResearchConsumerConsumerResearchResearch
HistoricalHistoricalDataData
HistoricalHistoricalDataData
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Competitive Analysis
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DifferentiationDifferentiation
Cost LeadershipCost Leadership
FocusFocus
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Company Goals / Objectives
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Sets StandardsSets Standards
Boosts MotivationBoosts Motivation
Gui
des
Act
ivity
Gui
des
Act
ivity
Clarifies ExpectationsClarifies Expectations
Broad, Long-Range Broad, Long-Range Target or AimTarget or Aim
Broad, Long-Range Broad, Long-Range Target or AimTarget or Aim
GoalsGoals ObjectivesObjectivesObjectivesObjectives
Specific, Short-Range Specific, Short-Range Target or AimTarget or Aim
Specific, Short-Range Specific, Short-Range Target or AimTarget or Aim
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Action Plans
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TacticalTactical
OperationalOperational
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Crisis Planning
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Con
tinge
ncy
Plan
s Open
Com
munication
CorporatePower Struggles
EnvironmentalAccidents
OperationalBreakdowns
Product Failures
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Organizing
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Employee ActivitiesEmployee Activities
Facilities and EquipmentFacilities and Equipment
Decision MakingDecision Making
SupervisionSupervision
Resource DistributionResource Distribution
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The Management Pyramid
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First-line ManagersFirst-line Managers
Middle ManagersMiddle Managers
TopTopManagersManagers
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Leading
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InfluencingInfluencing
MotivatingMotivating
Obtaining Corporate Goals
Obtaining Corporate Goals
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Are You a Leader?
• Can you listen?
• Can you communicate?
• Can you lead by example?
• Are you dedicated to the organization’s success above your own?
• Do you know what makes other people tick?
• Do you manage yourself well?
©2007 Prentice Hall12-20
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Are You a Leader?
• Are you willing to accept responsibility?
• Can you face reality?
• Can you solve problems but stay focused on opportunities?
• Are you willing to trust your employees?
©2007 Prentice Hall12-21
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©2007 Prentice Hall12-22
LeadershipSkills
EmotionalQuotient (EQ)
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skills
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Leadership Styles
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AutocraticAutocratic
ContingencyContingency
DemocraticDemocratic
Laissez-faireLaissez-faire
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Types of Leaders
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Transactional Transformational
Meeting Established GoalsMeeting Established Goals
Clarifying Organizational RolesClarifying Organizational Roles
Securing Correct ResourcesSecuring Correct Resources
Inspiring EmployeesInspiring Employees
Finding Creative SolutionsFinding Creative Solutions
Promoting SuccessPromoting Success
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Leadership Functions
©2007 Prentice Hall12-25
CoachingCoaching MentoringMentoring
Meeting with employeesMeeting with employees
Discussing problemsDiscussing problems
Offering suggestionsOffering suggestions
Encouraging solutionsEncouraging solutions
Guiding employeesGuiding employees
Explaining office politicsExplaining office politics
Serving as role modelsServing as role models
Providing valuable adviceProviding valuable advice
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Managing Change
©2007 Prentice Hall12-26
PresentSituation
Processof Change
NewSituation
Identify WhatNeeds to Change
Identify ForcesFor and Against
Change
Select the BestApproach
Reinforce andMonitor Behavior
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Organizational Culture
©2007 Prentice Hall12-27
EmployeeEmployeeInteractionsInteractions
EmployeeEmployeeInteractionsInteractions
CommunicationCommunicationPatternsPatterns
CommunicationCommunicationPatternsPatterns
BusinessBusinessConductConduct
BusinessBusinessConductConduct
AttitudesAttitudesAbout WorkAbout Work
AttitudesAttitudesAbout WorkAbout Work
AppropriateAppropriateAttireAttire
AppropriateAppropriateAttireAttire
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The Controlling Function
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Monitoring Progress
Resetting The Course
Correcting Deviations
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The Control Cycle
©2007 Prentice Hall12-29
Set StrategicSet StrategicGoalsGoals
Set StrategicSet StrategicGoalsGoals
4. Adequate 4. Adequate No ActionNo Action
4. Adequate 4. Adequate No ActionNo Action
3. Compare3. CompareTo StandardTo Standard3. Compare3. CompareTo StandardTo Standard
4. Inadequate 4. Inadequate Take ActionTake Action
4. Inadequate 4. Inadequate Take ActionTake Action
1. Set 1. Set StandardsStandards
1. Set 1. Set StandardsStandards
2. Measure2. MeasurePerformancePerformance2. Measure2. Measure
PerformancePerformance
ReevaluateReevaluateStandardsStandardsReevaluateReevaluateStandardsStandards
CorrectCorrectPerformancePerformance
CorrectCorrectPerformancePerformance
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TQM
©2007 Prentice Hall12-30
EmployeeInvolvement
Benchmarking
CustomerFocus
ContinuousImprovement
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©2007 Prentice Hall12-31
ManagementManagementSkillsSkills
The Five BasicsThe Five Basics
InterpersonalInterpersonal
TechnicalTechnical
AdministrativeAdministrative
ConceptualConceptual
Decision-MakingDecision-Making