6. Pre-Test.docx

LECTURE OUTLINE The Role of Management > Learning Outcome 1 Management is the process of guiding the development, maintenance, and allocation of resources to attain organizational goals. Managerial work can be divided into four activities: planning, organizing, leading, and controlling. Lecture T...

LECTURE OUTLINE The Role of Management > Learning Outcome 1 Management is the process of guiding the development, maintenance, and allocation of resources to attain organizational goals. Managerial work can be divided into four activities: planning, organizing, leading, and controlling. Lecture Tidbit: A scout leader, a college dean, and the CEO of Dell Computers are all managers. Each of them performs these management functions. Planning > Learning Outcome 2 Planning begins by anticipating potential problems or opportunities the organization may encounter. Managers then design strategies to solve current problems, prevent future problems, or take advantage of opportunities. Managers use four basic types of planning: strategic, tactical, operational, and contingency. Strategic planning involves creating long-range, broad goals for the organization and determining what resources will be needed to accomplish those goals. Strategic plans, such as the organization’s long-term mission, are formulated by top-level managers and put into action at lower levels in the organization. Tactical planning begins the implementation of strategic plans. Tactical plans have a shorter time frame than strategic plans and more specific objectives designed to support the broader strategic goals. Operational planning creates specific standards, methods, policies, and procedures that are used in specific functional areas of the organization. Contingency plans identify alternative courses of action for very unusual or crisis situations. The contingency plan typically stipulates the chain of command, standard operating procedures, and communication channels the organization will use during an emergency. Lecture Tidbit: Your local produce department at your grocery store and your florist have at least one management problem in common – how to plan so that inventory is consumed without running out of stock. Operational planning decisions must be made regarding stocking just enough inventory to satisfy demand without being left with excess. Organizing > Learning Outcome 3 Organizing is the process of coordinating and allocating a firm’s resources to carry out its plans. Elements of organizational structure include the three levels of a managerial hierarchy: top management, middle management, and supervisory management. Top management is the highest level of managers, including the CEO, president, and vice-presidents, who develop strategic plans and address long-range issues. Middle management is the level of management in which managers design and carry out tactical plans in specific areas of the company. Supervisory management (first-line management) includes managers who design and carry out operational plans for the ongoing daily activities of the firm. What are the risks of a poorly designed organizational structure? An organization’s structure has a dramatic influence on the way decisions are made and communicated. The structure helps the company achieve its goals by providing a framework for managers to divide responsibilities and effectively distribute the authority to coordinate and control the organization’s work. A poorly designed structure can create enormous waste, confusion, and frustration for managers, employees, suppliers, and customers; including miscommunication and lack of strategy. Source: Ashe-Edmunds, Sam. “What Is the Impact of Poor Organizational Structure Relative to Growth?” Small Business - Chron.com, Chron.com, 21 Nov. 2017, smallbusiness.chron.com/impact-poor-organizational-structure-relative-growth-75327.html. Leading, Guiding, and Motivating Others > Learning Outcome 4 Leading is the process of guiding and motivating others toward the achievement of organizational goals. This ability to influence others to behave in a way is called power. Researchers have identified five primary sources, or bases, of power: Legitimate power, which is derived from an individual’s position in a firm Reward power, which is derived from an individual’s control over rewards Coercive power, which is derived from an individual’s ability to threaten negative outcomes Expert power, which is derived from an individual’s extensive knowledge in one or more areas Referent power, which is derived from an individual’s personal charisma and the respect and/or admiration the individual inspires Are leaders born or made? Many psychologists and organizational researchers argue that leaders are both made and born. However, researchers estimate that approximately two-thirds of leadership is a skill that can be developed and only one-third something we possess at birth. So, if you see leadership in your future, seek out leadership development opportunities! Source: Boerma, M. “Point/Counterpoint: Are Outstanding Leaders Born or Made?” American Journal of Pharmaceutical Education. 8.3 (2017). Retrieved August 6, 2018, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5423074/ Leadership Styles Leadership style is the relatively consistent way that individuals in leadership positions attempt to influence the behavior of others. Autocratic leaders are directive leaders, allowing for very little input from subordinates. There are three types of participative leadership: democratic, consensual, and consultative. Democratic leaders solicit input from all members of the group and then allow the group members to make the final decision through a voting process; consensual leaders encourage discussion about issues and then require that all parties involved agree to the final decision; consultative leaders confer with subordinates before making a decision but retain the final decision-making authority. The third leadership style, at the opposite end of the continuum from the autocratic style, is free-rein leadership, in which managers turn over all authority and control to the subordinates. What is the best leadership style to use? No style works best for all situations. Great leaders vary their leadership style based on what the situation demands. Some situations may call for urgent action, and in these cases an autocratic style of leadership may be best. The democratic style is best suitable where team working is essential, and quality is more important than speed to market or productivity. Free-rein (or laissez-faire) can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, free-rein leadership works for teams in which the individuals are very experienced and skilled self-starters. Source: Cherry, Kendra. “What Are Prominent Leadership Styles and Frameworks You Should Know?” Verywell Mind, Verywellmind, 14 Mar. 2018, www.verywellmind.com/leadership-styles-2795312. Employee Empowerment Empowerment means giving employees increased autonomy and discretion to make their own decisions, as well as control over the resources needed to implement those decisions. Lecture Tidbit: If you shop at Costco, you may have had the situation where you needed to return an item. Customers with returns don’t need a receipt, and there is no time limit when an item can be returned. Employees are empowered to take purchases back and make exchanges, ensuring customers’ issues get resolved without the need to consult a supervisor. Here are other examples of companies that empower their employees: American Airlines, Zappos, Ritz Carlton, Virgin America, Disney, Trader Joe’s, Pret a Manger, Airbnb, and Chick-Fil-A. Source: Morgan, B. (2018). 10 Companies That Arm Employees With Tools To Fix Customer Problems. Forbes, March 14, 2018. Corporate Culture The set of attitudes, values, and standards of behavior that distinguishes one organization from another is called corporate culture. Shorts or Suits? Would you rather work 10-hour days in shorts or 8-hour days in suits? The architecture and decor of the building, what people wear on the job, the overall environment of the company; all of these and more are part of the corporate culture. Many companies even develop their own language. As you explore career options, take time to consider the corporate culture and decide whether it is a good fit for you. Controlling > Learning Outcome 5 Controlling is the process of assessing the organization’s progress toward accomplishing its goals. It includes monitoring the implementation of a plan and correcting deviations from that plan. What are some examples of “control mechanisms” within an organization? Rules and regulations, the budget, employee evaluations, employee sales quotas, quality standards, and even corporate culture are examples of control mechanisms. Can you think of control mechanisms in your personal life? Managerial Roles > Learning Outcome 6 Managers’ roles fall into three basic categories: informational roles, interpersonal roles, and decisional roles. In an informational role, the manager may act as an information gatherer, an information distributor, or a spokesperson for the company. A manager’s interpersonal roles are based on various interactions with other people. When acting in a decisional role a manger may have to think like an entrepreneur, making decisions about resource allocation, help resolve conflicts, or negotiate compromises. Managerial Decision Making Decision making means choosing among alternatives. Programmed decisions are made in response to routine situations. Nonprogrammed decisions are responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision making. Managerial Skills > Learning Outcome 7 To be successful in planning, organizing, leading, and controlling, managers must use a wide variety of skills. Technical Skills Specialized areas of knowledge and expertise and the ability to apply that knowledge make up a manager’s technical skills. Human Relations Skills Human relations skills are the interpersonal skills managers use to accomplish goals with human resources. Conceptual Skills Conceptual skills include the ability to view the entire organization, understand how the various parts are interdependent, and assess how the organization relates to its external environment. Lecture Tidbit: Emotional intelligence continues to be a buzzword ever since publication of Daniel Goleman published his first book on it in 1995. Emotional intelligence (EI), or emotional quotient as it is also referred to (EQ), is the ability to perceive and manage the emotions of one's self and others. EI is a highly sought-after skill since it allows a person to reason and problem-solve based on emotions rather than become distracted by them. Today, many assessments are available to measure your EI. Source: “About Daniel Goleman.” Daniel Goleman, 2018, www.danielgoleman.info/biography/. What special skills does a manager need when he or she accepts an overseas assignment? Managers who accept assignments in global operations or foreign-based offices need special skills, including learning new languages,  laws, cultural customs, geography, and the practices and expectations of a foreign business environment. Trends in Management and Leadership > Learning Outcome 8 Three important trends in management today are: crisis management, the use of outside directors to provide management control, the growing use of information technology, and the need for managers with global management skills. Crisis Management Crises, both internal and external, can hit even the best-managed organization. Sometimes organizations can anticipate crises, in which case managers develop contingency plans, and sometimes they can’t. Managers must act, face the problem head on, tell the truth about the situation, ask for help when necessary, and learn from the past. Managers and Information Technology The second trend having a major impact on managers is the proliferation of data and analytics in information technology. An increasing number of organizations are selling technology, and an increasing number are looking for cutting-edge technology to make and market the products and services they sell. One particularly useful type of technology is dashboard software, which shows up-to-the-minute information and allows employees to see all the information they need—such as financial and performance data—on a single screen. Despite the increasing popularity of dashboard technology, the control tool has some drawbacks, such as focusing too intently on short-term results and ignoring the overall progress toward long-term goals. Managing Multinational Cultures Many companies must look to global markets to expand the sales of their products and services. Managers face the challenge of directing the behavior of employees around the world. The increasing globalization of the world market has created a need for managers who have global management skills, that is, the ability to operate in diverse cultural environments. With more and more companies choosing to do business in multiple locations around the world, employees are often required to learn the geography, language, and social customs of other cultures.