Management[1]
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The document discusses various management topics including leadership styles, organizational structures, motivation theories, decision making processes, planning, and control. It defines management approaches like functional, divisional, and matrix organizational structures and compares their advantages and disadvantages. It also outlines concepts such as Maslow's hierarchy of needs, Herzberg's two-factor theory of motivation, and steps in decision making, planning, and control.
Management[1]
- 1. MANAGEMENT GROUP 1 Lena Affanch, Paul Bujak, Lindsay Iwan,Eva Jaszczyk, and Christianne Montgomery
- 2. Overview Leadership Decision Making Organizing Organizational Charting Generational Gap Planning Motivates Controlling Decision Making Ethics
- 3. Management A Brief Overview of Management needs to be explained and defined.
- 4. “ SUCCESS IS TO BE MEASURED NOT SO MUCH BY THE POSITION THAT ONE HAS REACHED IN LIFE AS BY THE OBSTACLES WHICH HAVE BEEN OVERCOME WHILE TRYING TO SUCCEED.” BOOKER T. WASHINGTON
- 5. Leadership & Management Distinction between Management and Leadership Perception in the past Currently viewed in society “ Leaders promote new directions; management implements them.”
- 7. BE KNOW DO BE a professional BE a professional who possess good character traits KNOW the four factors of leadership KNOW yourself KNOW human nature KNOW your job KNOW your organization DO provide direction DO implement DO motivate
- 8. FEAR STOPS YOU IN YOUR TRACKS.
- 9. Structure
- 10. Organizing
- 11. Organizational Charting What type of Organization is it? What is the Structure of the Organization? How does this Structure Function? Is this the appropriate Organizational Structure?
- 12. Types of Organizations Traditional Functional Organization Divisional Matrix Structure
- 13. Functional Organization Defined-Members with similar skills creating and performing like task while being grouped together. Description- Each section whether finance, marketing, operations etc is in a silo of it own. Each unit is works separately in achieving organizational goals. In theory if each silo is doing its job then the business will be operating successfully.
- 14. Functional Chart
- 15. Advantages vs. Disadvantages Advantages- a. Efficient use with economies of scale. b. Training and expertise consistent with assignments. c. Quality of technical problem is high. d. Training and development within function is superb. e. One travels via one career path. Disadvantages- a. No communication, coordination or problem solving. b. Each Function develops narrow view point. c. Problems are referred to upper management slows decisions. d. Responsibility of cost containment can be blurred. e. Slow organization unable to move quickly to seize opportunity.
- 16. Divisional Structure Defined- Different departments work together on a similar product, task or customer. Description- Groups work within similar tasks whether it be a process, geographic area. Finance, marketing, sales work within this unit. Unit doesn’t have silos but specific tasks. Divisions allow companies that have basket approach to business limiting decline in an economy that is down.
- 17. Divisional Chart
- 18. Advantages vs. Disadvantages Advantages- a. Flexibility in responding to environmental changes. b. Improved coordination among departments. c. Responsibility is clear in regards to product or service. d. Focus of expertise is on specific customers, regions, or products. e. Greater flexibility In diversification. Disadvantages- a. Economies of Scale is reduced. b. Unhealthy competition between divisions can occur. c. Divisions may no focus on the greater good of organization. d. Costs increase through duplications of resources.
- 19. Matrix Organization Defined- Brings together Functional and divisional structure to emphasize project and program teams. Heavy use of permanent cross functional teams integrate cross functional expertise within a divisional structure. Members usually are part of two formal groups and have two bosses. Teams are cross functional and work together in solving problems .
- 21. Advantages vs. Disadvantages Advantages- a. Large amounts of inter-functional cooperation. b. Considerable amounts of flexibility in meeting changing demands. c. Customer service is championed. d. Better accountability and performance through the usage of project Managers. e. Improved problem solving at team level, because of best information. f. Strategy formulation by top brass is focused on because they are freed from battling escalating issues. Disadvantages- a. Two boss system set for possible power struggle. b. Task confusion can arrive because of two bosses. c. Teams may have strong loyalties focusing inward no entire organization.
- 23. Recent Developments Besides the traditional forms newer structures have been formed. Team Structures a. Team whether permanent or temporary are used without hierarchy. b. There isn’t a formal manager but a team lead Network Structure a. Relationships and work is done with outside contractors. b. Organization small but has almost all items outsourced. Boundary-less Structure a. Combination of Team and Network structures. b. Organization changing one day from the other. These are the future of our respective organizations.
- 24. Motivation Ability Effort Desire
- 25. Abraham Maslow’s Hierarchy of Needs
- 26. Frederick Herzberg’s Two-Factor Theory Motivators Achievement Recognition Responsibility Advancement The work itself Hygiene Factors Salary Supervision technical Working conditions Interpersonal relations Company policies and administration
- 27. Decision Making Identify the purpose of your decision Gather information Identify the principles to judge the alternatives Brainstorm and list different possible choices Evaluate each choice in terms of its consequences Determine the best alternative Put the decision into action/execute your plan Evaluate the outcome of your decision and action steps
- 29. Planning Planning: is the process of setting objectives and determining what should be done to accomplish them.
- 30. Steps in Planning Process Step 1. Define your objectives Step 2. Determine where you stand vis-à-vis objectives Step 3. Develop premises regarding future conditions. Step 4. Analyze possible action alternatives Step 5. Implement the plan and evaluate results
- 31. Types of Planning Strategic planning Tactical planning Contingency planning
- 32. Control Controlling: is the process of measuring performance and taking action to ensure desired results
- 33. Steps in Control Process Step 1. Establish objectives and standards Step 2. Measuring actual performance Step 3. Comparing results with objectives and standards Step 4. Taking corrective action
- 34. Types of Controls Feed forward controls Concurrent controls Feedback controls
- 35. Ethics
- 36. Conclusion