Introduction

• Management - the process of achieving organizational goals through planning, organizing, leading, and controlling.

The Four Functions of Management

• Planning - the forward-looking aspect of a manager’s job and it involves setting goals and objectives, and deciding how best to achieve the goals and objectives.

• Organizing - focuses on distributing and arranging human and nonhuman resources so that plans can be carried out successfully.

The Four Functions of Management

• Leading - influencing others to carry out the work required to reach the organization’s goals.

• Controlling - the function that regulates certain organizational activities to ensure that they meet established standards and goals.

Planning

• Involves deciding what to do and when, where, and how to do it.

• Focuses on future events and finding solutions to problems.

• Planning is ongoing.

Planning

• Types of Planning– Strategic planning - long-term planning that

addresses an organization’s overall goals.

Planning – Types

• Strategic planning (continued)– Occurs over a period of several years, and

includes:• Formulating objectives• Assessing past, current, and future conditions and

events• Evaluating the organization’s strengths and weaknesses• Making decisions about the appropriate course of

action

Planning – Types

• Strategic planning (continued)– Typically done by leadership.– Guides development of the strategic and

operational plans.

• Mission• Vision• Values• Strategic Goals

Planning – Types

• Operational planning - short-term planning that focuses on the activities and actions required to meet the organization’s goals.– Deals with specific actions, expenditures, and

controls and with the timing of these activities in a formal, structured process.

– Typically done by midlevel managers.

Planning – Types

• Project management - coordinates a set of limited-scope activities around a single program or intervention.– Requires setting goals and objectives and outlining the

project’s critical path• Critical path - the series of tasks and activities that will

take the longest time to complete.

Organizing• The process by which carefully formulated plans are

carried out.• Managers arrange and group human and nonhuman

resources into workable units to achieve organizational goals.

• Organizing function includes:– Organization structures– Job design and analysis– Human resource management

Organization Structures

• The formal pattern of interactions and activities designed by management to link the tasks of employees to achieve the organization’s goals.

Organization Structures

• In developing structure, managers consider the following:– How to assign tasks and responsibilities.– How to define jobs.– How to group individual employees to carry out

certain tasks.– How to institute mechanisms for reporting on

progress.

Organization Structures

• Organization charts– Give employees information about the major functions of

departments, relationships among departments, channels of supervision, lines of authority, and certain position titles within units.

– Help establish lines of communication and procedures.– Do not depict rigid systems.

Organization Structures

• Departmentalization - the manner in which employees are clustered into units, units into departments, and departments into divisions or other larger categories.

Organization Structures• Departmentalization (continued)– Span of control - the number of subordinates who report

directly to a specific manager.– Although the ideal span of control has not been identified,

some researchers argue that the range is about 5 to 25 employees, depending on the level of organization.

– Another method of coordinating an organization’s activities is through delegation or the assignment of part of a manager’s work to others.

Organization Structures

• Line and staff relationships also help clarify an organization’s structure.– A person in a line position has direct responsibility for

achieving the organization’s goals and objectives.– Staff - commonly used to refer to the group of employees

who work in a particular unit or department.– An employee in a staff position assists those in line

positions.

Job Design and Analysis

• Determining the various duties associated with each job in their area.

Job Design and Analysis

• Job analysis - used to determine the purpose of a job, the skill set and educational background required to carry it out, and the manner in which the employee holding that job interacts with others.– The formal outcome of a job analysis is the preparation of

a job description.

Job Design and Analysis

• Job description - a basis for rating and classifying jobs, setting wages and salaries, and conducting a performance appraisal.

Sample job description

Human Resource Management

• Staffing - the set of human resource activities designed to recruit individuals to help meet the organization’s goals and objectives.

• Recruitment - attracting applicants and hiring candidates.

Human Resource Management

• Both direct methods...– media-based advertisements in newspapers, mailing

personalized letters to potential applicants

• and indirect methods...– holding training sessions for professionals

• can be used as recruitment strategies.

Human Resource Management

• Affirmative action - all activities designed to ensure and increase equal employment opportunities for groups protected by federal laws and regulations.

Human Resource Management

• Evaluating Job Performance– Evaluating job performance and providing

feedback to employees about their performance is essential to maintaining good working relationships and can occur informally at any time.

Human Resource Management – Evaluating Performance

• Performance appraisal - a formal method of providing feedback to an employee that involves:– Defining the organization’s expectations for employee

performance.– Measuring, evaluating, and recording the performance

compared with those expectations.

Human Resource Management – Evaluating Performance

• Keys to conducting a good performance appraisal interview:– Start with clear objectives.– Focus on observable behavior.– Avoid vague, subjective statements of a personal

nature.

Leading

• The management function that involves influencing others to achieve the organization’s goals and objectives.

Leading

• Motivating Employees– Set high standards and stick to them.– Put the right person in the right job.– Keep employees informed about their

performance.– Allow employees to be a part of the process.

Leading• Communicating with Employees– A critical managerial activity.– Can take the form of both verbal communication and

written communication.– Being a good communicator means paying attention to

people and events, observing the nuances of nonverbal and verbal communication, and becoming a good listener.

– Open communication results from the daily use of certain techniques and skills that promote communication.

Controlling

• The management function concerned with regulating organizational activities so that actual performance meets accepted organizational standards and goals.

Controlling

• The control function involves:– Determining which activities need control– Establishing standards– Measuring performance– Correcting deviations

Controlling

• Financial and Budgetary Control– Balance sheet - lists the organization’s assets and

liabilities.– Income statement - summarizes the organization’s

operations over a specific time period and lists revenues and expenses.

– The difference between revenues and expenses is the organization’s profit or loss.• a.k.a. the “bottom line”

Controlling – Financial and Budgetary Control

• Financial control is typically managed through an operating budget.– Budgeting - the process of stating, in quantitative

terms, the planned organizational activities for a given period of time.

– Closely linked to planning.

Controlling – Financial and Budgetary Control

• Managers who can justify their budget requests are more likely to be successful in appropriating funds for their program’s projects and activities.

Controlling

• Information Control– The manager needs to collect, organize, retrieve, and

analyze many types of data and information.– Data - unanalyzed facts and figures.– Information - data that has been analyzed and processed

into a form that is meaningful for decision makers.

Controlling – Information Control

• To be useful, information must be:– Relevant– Accurate– Timely– Complete– Concise

Time Management

• Control Is Essential– Control - recognizing that it is easy to become

overwhelmed by the number of decisions we face about how we spend our time

– Taking control of your time means planning how you will spend it

– Planning starts with deciding what your priorities are

© 2006 Thomson-Wadsworth

Time Management

• Quadrant II Is Where the Action Should Be– Quadrant I = activities that are both urgent and important

• Focusing constantly on these tends to lead to stress, burnout, and a sense that we are always putting out brushfires.

– Quadrant II = not urgent, but important• Highly effective people spend their time in Quadrant II activities

Time Management

• Quadrant II (continued)– Quadrant III = urgent, but not important• Some people spend time in Quadrant III, thinking that

they are in Quadrant I. • Likely to feel out of control

– Quadrant IV = neither urgent nor important

Time Management

• It’s as Easy as ABC– The first step in taking control of your time is

setting priorities– Write down all of the things you should

accomplish– Assign each item a priority of A, B, or C (A = top

priority)– Rank each activity within each category: A-1, A-2,

etc.

Time Management

• The Top-10 Time Wasters– Telephone interruptions– Drop-in visitors– Meetings (scheduled and unscheduled)– Crises– Lack of objectives, priorities, and deadlines

Time Management

• The Top-10 Time Wasters (continued)– Cluttered desk and personal disorganization– Ineffective delegation– Attempting too much at once– Indecision and procrastination– Lack of self-discipline

• Learn to Say No• Work Smarter, Not Harder