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MANAGEMENT AND LEADERSHIP (Four functions of management (Organizing…
MANAGEMENT AND LEADERSHIP
Four functions of management
Organizing
Includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization´s goals and objectives.
Controlling
establishes clear standards to determine whether an organization is progressing toward its goals and objectives,rewarding people for
doing a good job, and taking corrective action if they are not.
Leading
Means crating a vision for the organization and communicating,guiding,training,coaching and motivating others to achieve goals and objectives in a timely manner
Planning
Includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.
Planning
Forms of planning
Tactical
is the process of developing detailed, short-term statements about what is to be done, who is to do it, and how.
Operational
is the process of setting work standards and schedules necessary to implement the company’s tactical objectives.
Strategic
is done by top management and determines the major goals of the organization and the policies, procedures, strategies, and resources it will need to achieve them.
Contingency
is the process of preparing alternative courses of
action the firm can use if its primary plans don’t work out.
Decision Making
is choosing among two or more alternatives, which sounds easier than it
is. In fact, decision making is the heart of all the management functions.
The rational decision-making model is a series of steps managers often follow to make logical, intelligent,and well-founded decisions. Think of the steps as the six Ds of decision making:
Define the situation
Describe and collect needed information
Develop alternatives
Decide which alternative is best
Do what is indicated(begin implementation)
Determine whether the decision was a good one, and follow up.
ORGANIZING: CREATING A UNIFIED SYSTEM
Middle Management
includes general managers, division managers, and
branch and plant managers (in colleges, deans and department heads)who are responsible for tactical planning and controlling.
Supervisory(First-line) Management
includes those directly responsible for supervising workers and evaluating their daily performance.
Top Management
the highest level, consists of the president and other key company executives who develop strategic plans.
Non Supervisory
Employees
LEADING: PROVIDING CONTINUOUS
VISION AND VALUES
One person might be a good manager but not a good leader. Another might be
a good leader without being a good manager.
Embrace change.
A leader’s most important job may be to transform the way the company does business so that it’s more effective (does things better) and more efficient (uses fewer resources to accomplish the same objectives).
.Stress accountability and responsibility.
If there is anything we have
learned from the failures of banking managers and other industry and
government managers,it is that leaders need to be held accountable
and need to feel responsible for their actions.
Promote corporate ethics
Ethical behavior includes an unfailing demand for honesty and an insistence that everyone in the company
gets treated fairly.
Establish corporate values.
These include concern for employees, for customers, for the environment, and for the quality of the company’s product.
Communicate a vision and rally others around that vision
The leader
should be openly sensitive to the concerns of followers,
Leadership Styles
Participative (democratic) leadership
involves managers and
employees working together to make decisions.
In free-rein leadership
managers set objectives and employees are
free to do whatever is appropriate to accomplish those objectives.
Autocratic leadership
means making managerial decisions without
consulting others.
CONTROLLING: MAKING SURE IT WORKS
Controlling consists of five steps:
Comparing results against plans and standards.
Communicating results and deviations to the appropriate employees.
Monitoring and recording actual performance or results.
Establishing clear performance standards.
Taking corrective action when needed and providing positive feedback
for work well done.