Chapter 5 Business Management.docx

Chapter 5 Business Management.docx

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Chapter5BusinessManagement

RESOURCESFORCHAPTER5:

BUSINESSMANAGEMENT

Chapter5:

BusinessManagement

ChapterOverview

Whatmakesagoodmanager?

Thinkbacktoafavoritemanagerwithwhomyouhaveworked.Whatmadethatmanagereffective?

Perhapsthemanagerassignedspecialrolesinsettingorganizationalgoals.Orperhapsheorshewasanexceptionalcommunicator,expressedempathy,orwasaneffectivemotivator.

Nowthinkbacktoa“poor”manageryou’veworkedwith.Whatmadethatmanagerineffective?

Maybeheorshewastoocontrolling,lackedcommunicationskills,orshowedfavoritismtowardsubordinates.Whateverthereason,manypeople’sfuturemanagerialroleswillbeaffectedbytheirpastexperiences.

Thischapterpresentsanintroductiontothefoundationsofeffectivemanagement.Itdescribesthenatureofmanagementandidentifiesthefourbasicfunctionsthatconstitutethemanagementprocessandthedifferenttypesofmanagerslikelytobefoundinanorganization.Itdiscussesthebasicskillsrequiredofmanagers,theimportanceofstrategicmanagementandeffectivegoalsettinginorganizationalsuccess（aswellascontingencyplanningandcrisismanagement）,andtheimportanceofcorporateculture.

LearningObjectives

A.Describethenatureofmanagementandidentifythefourbasicfunctionsthatconstitutethemanagementprocess.

B.Identifydifferenttypesofmanagerslikelytobefoundinanorganizationbylevelandarea.

C.Describethebasicskillsrequiredofmanagers.

D.Explaintheimportanceofstrategicmanagementandeffectivegoalsettinginorganizationalsuccess.

E.Discusscontingencyplanningandcrisismanagementintoday’sbusinessworld.

F.Describethedevelopmentandexplaintheimportanceofcorporateculture.

LISTOFIN-CLASSACTIVITIES:

author’schoice

Activity

Description

TimeLimit

Instructor’sEditionPageReference

1.Ice-Breaker:

TheManagementProcess

Studentsworkingroupstodiscussthemanagementprocessandhowitworks.

30min.

5-4,5-13

2.ClassDiscussion:

SamAdamsMakesHeadway

Studentsdistinguishamongstrategiesatthecorporate,business,andfunctionallevels.

25min.

5-10,5-14

3.ClassDiscussion:

HowDoYourGoalsStackUp?

Studentswritedowntheirshort-term,intermediate,andlong-termgoals

30min.

5-10,5-15

4.Small-GroupDiscussion:

SWOTAnalysis

StudentsbrainstorminsmallgroupsinordertocompleteaSWOTanalysis.

30min.

5-10,5-16

5.BusinessAccountabilityHandoutDiscussion:

FallingfromDisneyHeights

StudentsreadanarticleabouttheDisneyCompanyandMichaelEisneranddiscusshowitappliestochapterconcepts.

30min.

5-11,5-17,

5-18

6.UpforDebate:

ICan’tBelieveThisHasHappened!

Studentsaredividedintoteamstodiscusscrisismanagement.

20min.

5-11,5-19

7.UpforDebate:

WhoCreatesCorporateCulture?

Studentsworkinsmallgroupstosharetheirthoughtsoncorporateculture.

30min.

5-12,5-20

8.SupplementalCaseStudyDiscussion:

Doctorsgobacktoschool–businessschool!

Studentsreadasupplementalcasestudyanddiscusshowitappliestochapterconcepts.

30min.

5-12,5-21,

5-22

VideoCase:

ImaginativeManagement:

CreativeAgePublications

Studentswatchanddiscussthechaptervideo.

RunTime:

9:

49

QuestionTime:

30min.

5-7,5-26

DocumentMakeoverspertinenttothistopicat:

1.TeamPerformanceMemo

2.TeamMeetingEmail

3.CompetitiveAnalysisReportSummary

4.ExecutiveSummary

LISTOFHOMEWORKASSIGNMENTS:

author’schoice

At-HomeActivity

Description

Deliverable

Completion

Time

Instructor’sEditionPageReference

ApplicationExercise9:

InterviewaManager

Studentsinterviewamanagertostudylevelsandareasofmanagementandthefunctionsofmanagement.

Abriefpaperdetailingtheirinterviewfindings.

45min.

5-6,5-24

ApplicationExercise10:

ComparingCorporateCultures

Studentscompareandcontrastthecorporateculturesoftwolocalcompanieswithwhichtheyarefamiliar.

Abriefpaperoutliningtheoutcomeoftheirfindings.

30min.

5-12,5-24

teachingNotesandsuggestions

Section1:

KeyLearningObjectiveA:

Describethenatureofmanagementandidentifythefourbasicfunctionsthatconstitutethemanagementprocess.

TheManagementProcess

Allcorporationsdependoneffectivemanagement;theprinciplesofmanagementapplytoallkindsoforganizations.

Managementistheprocessofplanning,organizing,leading,andcontrollinganorganization’sfinancial,physical,human,andinformationresourcestoachieveitsgoals.

A.Planning

Determiningwhattheorganizationneedstodoandhowbesttogetitdonerequiresplanning.Planningbeginswithdeterminingthefirm’sgoals,followedbydevelopmentofacomprehensivestrategyforachievingthosegoals,anddesigningtacticalandoperationalplansforimplementingthestrategy.

B.Organizing

Organizinginvolvesthearrangingofafirm’sresourcesintoacoherentstructure.Organizationchartshelpeveryoneunderstandrolesandreportingrelationships,keypartsoftheorganizingfunction.

C.Leading

Whenleading,amanagerworkstoguideandmotivateemployeestomeetthefirm’sobjectives.

D.Controlling.

Controllingistheprocessofmonitoringafirm’sperformancetomakesurethatitismeetingitsgoals.

KEYTEACHINGTIPS

∙Pointoutthatplanning,organizing,leading,andcontrolling—the“functionsofmanagement”—arecarriedoutmanagersatalllevelsoftheorganization.

∙Reinforcethatplanninginvolvesdeterminingwhattheorganizationneedstodoandhowbesttogetitdone.

∙Makesurestudentsunderstandthatorganizingistheprocessofdeterminingthebestwaytoarrangeabusiness’sresourcesandactivitiesintoacoherentstructure.

∙Remindstudentsthatwhenleading,amanagerguidesandmotivatesemployeestomeetthefirm’sobjectives.

∙Identifycontrollingastheprocessofmonitoringafirm’sperformancetoensureitismeetingitsgoals;actualperformanceismeasuredagainstsetstandards.

QuickQuestion

Whataresomeofthekindsofmanagerialresponsibilitiesassociatedwitheachlevelofmanagement?

UseIn-ClassActivity1:

Ice-Breaker-TheManagementProcess

TimeLimit30Minutes

Section2:

KeyLearningObjectiveB:

Identifydifferenttypesofmanagerslikelytobefoundinanorganizationbylevelandarea.

TypesofManagers

Althoughallmanagersplan,organize,lead,andcontrol,notallmanagershavethesamedegreeofresponsibilityfortheseactivities.Thus,itishelpfultoclassifymanagersaccordingtolevelsandareasofresponsibility.

A.LevelsofManagement

Thethreebasiclevelsofmanagementaretop,middle,andfirst-line.

1.TopManagers.Thislevelisresponsibleforthefirm’soverallperformanceandeffectiveness.Topmanagerssetgeneralpoliciesandformulatestrategies,approveallsignificantdecisions,andrepresentthecompanyindealingwithstockholders,theboardofdirectors,otherbusinesses,andgovernment.CommontitlesfortopmanagersincludePresident,VicePresident,Treasurer,ChiefExecutiveOfficer（CEO）,andChiefFinancialOfficer（CFO）.

2.MiddleManagers.Thislevelisresponsibleforimplementingthestrategies,policies,anddecisionsmadebytopmanagers.TitlessuchasPlantManager,OperationsManager,andDivisionManagerdesignatemiddle-managementslots.

3.First-LineManagers.Dutiesofmanagersatthisleveldependonthejob,thoughfirst-linemanagersspendmostoftheirtimesupervisingtheemployeeswhoreporttothem.ThosewhoholdsuchtitlesasSupervisor,OfficeManager,ProjectManager,andGroupLeaderarefirst-linemanagers.

B.AreasofManagement

Inanylargecompany,top,middle,andfirst-linemanagersworkinavarietyofareas.

1.HumanResourceManagers.Thesemanagershireandtrainemployees,evaluateperformance,anddeterminecompensation.

2.OperationsManagers.Thesemanagersareresponsiblefortheproductionsysteminwhichafirmproducesgoodsand/orservices,inventoryandinventorycontrol,andqualitycontrol.

3.MarketingManagers.Thesemanagersareresponsibleforthedevelopment,

pricing,promotion,anddistributionofgoodsandservices.

4.InformationManagers.Thesemanagersdesignandimplementsystemstogather,organize,anddistributeinformation.

5.FinancialManagers.Thesemanagersareresponsibleforthefirm’saccountingfunctionsandfinancialresources.

6.OtherManagers.Somefirmsemployvarioustypesofspecializedmanagers,suchas

publicrelationsmanagers.

TEACHINGTIPS

∙Studentsshouldassociatetechnicalskillswithfirst-linemanagers,conceptualskillswithtopmanagers,andhumanrelationsskillswithmiddlemanagers.

∙Makesurestudentsunderstandthatdecision-makingskillsincludetheabilitytodefineproblemsandselectthebestcourseofaction.

HOMEWORK

InterviewaManager

NowisagoodtimetoassignApplicationExercise9fromtheend-of-chaptermaterialsashomework.Theassignmentasksstudentstointerviewamanagerinordertofurthertheirunderstandingoflevels,functions,andareasofmanagement.

Forthecompleteassignmentinstructions,seePage83ofthetextbook.

At-HomeCompletionTime:

45minutes

Section3:

KeyLearningObjectiveC:

Describethebasicskillsrequiredofmanagers.

BasicManagementSkills

Effectivenessinmanagementresultsfromthedevelopmentofavarietyofskillsamongmanagers.

A.TechnicalSkills

Technicalskillsaretheskillsneededtoperformspecializedtasks.Theseskillsaredevelopedthroughacombinationofeducationandexperience.Technicalskillsareespeciallyimportantforfirst-linemanagerswhospendmostoftheirtimewiththeday-to-dayoperationsoftheproductionsystem.

B.HumanRelationsSkills