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MGMT 1053: Chapters 6 & 7

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Melissa Newman

on 26 September 2016

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Transcript of MGMT 1053: Chapters 6 & 7

Chapter 6
Chapters 6 & 7:
Chapter 7
M: Business
Management Functions
The process of determining the organization's mission, goals and objectives and deciding how to accomplish them.
1. Mission
2. Goals
3. Objectives
Next Year
Next Five Years
Operational Plans
Very short term
(quarter, month, week, day)

Tactical Plans
(1 year or less)
Strategic Plans
(usually 3-5+ years).
Duty of executive mgmt
Structuring resources & activities to accomplish objectives efficiently & effectively
Why is it important?
Creates synergy
Establishes lines of authority
Improves communication
Improves competitiveness
Hiring people to carry out the work of an organization.
1. Recruiting
2. Determine Skills
3. Motivate & Train
4. Compensation Levels
The elimination of significant numbers of employees.
Motivating and leading employees to achieve organizational objectives.
Motivation Tactics
Pay Raises
Buy-In ("vested interest")
Pat on the back
Process of evaluating and correcting activities to keep the organization on course.
1. Measure performance
2. Compare against standards
3. Identify deviations
4. Investigate deviation causes
5. Take corrective action
Levels of Management
Operational Planning
Tactical Planning
Strategic Planning
Areas of Management
Obtaining money for successful operations and furthering of org goals.
Production & Operations
Activities to transform resources into goods, services and ideas.
Human Resources
Handle staffing functions & deal with employees
Figuring out the
"four P's"
(product, place, price and promotion)
Implement, maintain and control technology applications in business.
These are not specialists, but rather they manage an entire business or major segment. They coordinate activities of specialized managers.
Skills Needed by Managers
Technical Expertise
Conceptual Skills
Analytical Skills
Human Relations Skills
Decision Making
Types of Leaders
Autocratic (micromanage)
Democratic (collaborative)
Free-Rein (laissez-faire)
Decision-Making Process
1. Recognize and define situation
2. Develop options
3. Analyze options
4. Select the best option
5. Implement the decision
6. Monitor the consequences
Organizational Culture
A firm's "personality".
Organizational Structure
What is it?
The arrangement or relationship of positions within an organization.
It is part of the "organizing" function of management.
Why is it Important?
Organization impacts:
Decision Making
Costs & Efficiencies
Overall Success
Employee Unity
What does it Look Like?
Organizational charts provide a visual display.
How is it Organized?
Assigning Tasks (Specialization)
Delegation of Authority
Degree of Centralization
Span of Management
Types of Departmentalization
Span of Management
Organizational Communications
aka "Grapevine"
Separate from formal communication channels.
Managers can utilize as a sounding device.
Goal Planning
Crisis Management Planning
The Nature of Management and
Organization, Teamwork & Communication

Management is a process designed to achieve and organization's objectives by using its resources effectively and efficiently in a changing environment.
What makes for a good
Think of the very best boss you have ever had. What made him or her a good boss?

Conversely, think of the worst boss you have ever had. Why was that person so bad at his or her job?
The Nature of Management
Organization, Teamwork & Communication
Organizational Chart
Centralized organizations
In centralized organizations, authority is concentrated at the top, and very little decision-making authority is delegated to lower levels.
Decentralized organizations
In decentralized organizations, decision-making authority is delegated as far down the chain of command as possible.
Applying Chapter 7 to
the Big Idea Project
Design your company organizational chart.
Determine if it is wide/flat or tall/narrow.
Figure out if decision-making is centralized or decentralized, and why.
Decide your span of management.
Determine how you are departmentalized (product, function, customer, geographic).
Decide how to influence organizational culture.
What do managers do?
What motivates you?
How would you describe your company's culture?
Find a partner and determine who will be the manager and who will be the employee. Complete the role play as if it were a real life situation within the company you've developed.
What would you do?
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