Management, Leadership, and Organizational Success
The process of achieving
organizational objectives
through people and
other resources
.
What is Management?
Top Management
Develop long-range
strategic plans
for the
organization.
Inspire
executives and
employees to achieve
their vision for the
company’s future.
Middle Management
Focus on
specific
operations
, products, or
customer groups within
an organization.
Responsible for
developing
detailed plans
and procedures
to
implement the firm’s
strategic plans.
Supervisory Management
Implement the plans
developed by middle
managers.
Responsible for non-
manager employees.
Motivate workers
to
accomplish daily, weekly,
and monthly goals.
Technical skills
Manager’s ability to understand and use the techniques,
knowledge, and tools and equipment of a specific
discipline or department.
Human skills
Interpersonal skills that enable a manager to work
effectively with and through people.
Conceptual skills
Ability to see the organization as a unified whole and to
understand how each part of the overall organization
interacts with other parts.
Skills Needed for Management Success
Leadership
is the ability to direct or inspire people to
attain certain goals.
Involves the use of influence or power.
Three traits are common among many leaders:
Empathy
Self-awareness
Objectivity in dealing with others
Managers as Leaders
Autocratic Leadership
Make decisions on own
without consulting
employees.
Democratic Leadership
Involve employees in
decisions, delegate
assignments, and ask
employees for suggestions.
Free-Rein Leadership
Leave most decisions to
employees.
Leadership Styles
Vision is the perception of
marketplace needs and the methods
an organization can use to satisfy
them.
Must be focused yet adaptable to
changes
in the business environment.
Leading by Setting a Vision for the Firm
Corporate Culture
:
Organization’s system of
principles, beliefs, and
values.
Managers use symbols,
rituals, ceremonies, and
stories to reinforce
corporate culture.
Corporate Culture
Decision making
is the process of recognizing a problem or
opportunity, evaluating alternative solutions, selecting and
implementing an alternative, and assessing the results.
Delegation
is the act of assigning work activities to subordinates.
Providing employees with the responsibility and the necessary authority for
completing tasks.
Employees have accountability, or responsibility for the results of the way they
perform their assignments.
Authority and responsibility move down; accountability moves up.
Managers as Decision Makers
Span of management
is the number of
subordinates, or direct reports, a supervisor
manages.
Centralization
: decision making is retained at the
top of the management hierarchy.
Decentralization
: decision making is located at
the lower levels. Many firms believe it enhances
their flexibility and responsiveness to customer
needs.
Span of management, centralization,
and decentralization
There are different types and levels of plans.
Organizations should have a comprehensive
planning framework.
From mission statement to objectives and goals
Narrow functional plans
Plans outline the steps the company will take to
meet outlined goals and objectives.
Importance of Planning
Types of Planning
The Strategic Planning Process
SWOT Analysis
Organization: structured grouping of people
working together to achieve common goals.
Three key elements:
Human interaction
Goal-directed activities
Structure
Organizational Structures
Process of dividing work activities into units within the organization.
Product departmentalization
: organized based on the goods and
services a company offers.
Geographical departmentalization
: organized by geographical
regions within a country or, for a multinational firm, by region
throughout the world.
Customer departmentalization
: organized by the different types of
customers the organization serves.
Functional departmentalization
: organized by business functions
such as finance, marketing, human resources, and production.
Process departmentalization
: organized by work processes
necessary to complete production of goods or services.
Departmentalization
Different Forms of
Departmentalization
Line Organizations
Oldest and simplest form; direct flow of authority from
CEO to subordinates.
Chain of command indicates who directs which activities
and who reports to whom.
Line-and-Staff Organizations
Combines line departments and staff departments.
Line departments participate directly in decisions that
affect the core operations of the organization.
Staff departments lend specialized technical support.
Types of Organization Structures
Line and Staff Organizations
Authority and responsibility are in the
hands of a group of individuals.
Often part of a line-and-staff structure.
Often develop new products.
Tend to act slowly and conservatively.
Often make decisions by compromising
conflicting interests rather than choosing
best alternative.
Committee Organizations
Project management structure that
links employees from
different parts of the organization
to work together on
specific projects.
Employees report to a
line manager and a project
manager
.
Matrix Organizations
Advantages:
Flexibility in adapting to
changes.
Focus on major problems or
products.
Outlet for employees’
creativity and initiative.
Disadvantages:
Integrating skills of many
specialists into a coordinated
team.
Team members’ permanent
functional managers must
adjust the employees’ regular
workloads.
The Matrix Organization
Directing:
guiding and motivating employees to
accomplish organizational objectives.
Includes training, setting up schedules, delegating tasks,
and monitoring progress.
Controlling:
evaluating an organization’s
performance against its objectives.
establish performance standards
monitor actual performance
compare actual performance with established standards
make corrections if necessary
Managerial Functions
26
Q
U
E
S
T
I
O
N
S
?
Reach out to me via email
baltaklm@piercecollege.edu
Or Canvas messaging.
The process of achieving organizational objectives through effective management and leadership is crucial for success. Management roles, such as top management, middle management, and supervisory management, each play a distinct role in implementing strategic plans and motivating employees. Skills like technical, human, and conceptual are essential for managers' success. Leadership traits like empathy, self-awareness, and objectivity are key in inspiring teams to achieve goals. Different leadership styles, such as autocratic, democratic, and free-rein, impact decision-making processes within organizations. Setting a clear vision that aligns with marketplace needs is fundamental for guiding the organization towards success in a changing business environment.
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Presentation Transcript
Chapter 7 Management, Leadership, and the Internal Organization http://www.wileybusinessupdates.com
What is Management? The process of achieving organizational objectives through people and other resources.
Top Management Develop long-range strategic plans for the organization. Inspire executives and employees to achieve their vision for the company s future.
Middle Management Focus on specific operations, products, or customer groups within an organization. Responsible for developing detailed plans and procedures to implement the firm s strategic plans.
Supervisory Management Implement the plans developed by middle managers. Responsible for non- manager employees. Motivate workers to accomplish daily, weekly, and monthly goals.
Skills Needed for Management Success Technical skills Manager s ability to understand and use the techniques, knowledge, and tools and equipment of a specific discipline or department. Human skills Interpersonal skills that enable a manager to work effectively with and through people. Conceptual skills Ability to see the organization as a unified whole and to understand how each part of the overall organization interacts with other parts.
Managers as Leaders Leadership is the ability to direct or inspire people to attain certain goals. Involves the use of influence or power. Three traits are common among many leaders: Empathy Self-awareness Objectivity in dealing with others
Leadership Styles Autocratic Leadership Make decisions on own without consulting employees. Democratic Leadership Involve employees in decisions, delegate assignments, and ask employees for suggestions. Free-Rein Leadership Leave most decisions to employees.
Leading by Setting a Vision for the Firm Vision is the perception of marketplace needs and the methods an organization can use to satisfy them. Must be focused yet adaptable to changes in the business environment.
Corporate Culture Corporate Culture: Organization s system of principles, beliefs, and values. Managers use symbols, rituals, ceremonies, and stories to reinforce corporate culture.
Managers as Decision Makers Decision making is the process of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results. Delegation is the act of assigning work activities to subordinates. Providing employees with the responsibility and the necessary authority for completing tasks. Employees have accountability, or responsibility for the results of the way they perform their assignments. Authority and responsibility move down; accountability moves up.
Span of management, centralization, and decentralization Span of management is the number of subordinates, or direct reports, a supervisor manages. Centralization: decision making is retained at the top of the management hierarchy. Decentralization: decision making is located at the lower levels. Many firms believe it enhances their flexibility and responsiveness to customer needs.
Importance of Planning There are different types and levels of plans. Organizations should have a comprehensive planning framework. From mission statement to objectives and goals Narrow functional plans Plans outline the steps the company will take to meet outlined goals and objectives.
Organizational Structures Organization: structured grouping of people working together to achieve common goals. Three key elements: Human interaction Goal-directed activities Structure
Departmentalization Process of dividing work activities into units within the organization. Product departmentalization: organized based on the goods and services a company offers. Geographical departmentalization: organized by geographical regions within a country or, for a multinational firm, by region throughout the world. Customer departmentalization: organized by the different types of customers the organization serves. Functional departmentalization: organized by business functions such as finance, marketing, human resources, and production. Process departmentalization: organized by work processes necessary to complete production of goods or services.
Different Forms of Departmentalization
Types of Organization Structures Line Organizations Oldest and simplest form; direct flow of authority from CEO to subordinates. Chain of command indicates who directs which activities and who reports to whom. Line-and-Staff Organizations Combines line departments and staff departments. Line departments participate directly in decisions that affect the core operations of the organization. Staff departments lend specialized technical support.
Committee Organizations Authority and responsibility are in the hands of a group of individuals. Often part of a line-and-staff structure. Often develop new products. Tend to act slowly and conservatively. Often make decisions by compromising conflicting interests rather than choosing best alternative.
Matrix Organizations Project management structure that links employees from different parts of the organization to work together on specific projects. Employees report to a line manager and a project manager. Advantages: Flexibility in adapting to changes. Focus on major problems or products. Outlet for employees creativity and initiative. Disadvantages: Integrating skills of many specialists into a coordinated team. Team members permanent functional managers must adjust the employees regular workloads.
Managerial Functions Directing: guiding and motivating employees to accomplish organizational objectives. Includes training, setting up schedules, delegating tasks, and monitoring progress. Controlling: evaluating an organization s performance against its objectives. establish performance standards monitor actual performance compare actual performance with established standards make corrections if necessary
26 QUESTIONS? Reach out to me via email baltaklm@piercecollege.edu Or Canvas messaging.
