CHAPTER 7
Management
and Leadership
McGraw-Hill/Irwin
Copyright © 2015 by the McGraw-Hill Companies, Inc. All rights reserved.
LEARNING OBJECTIVES
1. Describe the changes occurring today in the
management function.
2. Describe the four functions of management.
3. Relate the planning process and decision making to
the accomplishment of company goals.
7-2
LEARNING OBJECTIVES
4. Describe the organizing function of management.
5. Explain the differences between leaders and
managers, and describe the various leadership
styles.
6. Summarize the five steps of the control function of
management.
7-3
SHERYL SANDBERG
Facebook
• Displayed her leadership skills
as a child and took that with her
to Harvard.
• She joined Facebook in 2008
and made the company
profitable in two years.
• Now shares her knowledge in
her book, Lean In.
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NAME that COMPANY
This company knows that finding the right people
and keeping them happy is the key to longterm
business success. So it has its own gourmet
chefs prepare delicious lunches, dinners and
snacks for its employees.
Name that company!
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WHAT IS MANAGEMENT?
LO 72
• Management The process used to accomplish
organizational goals through planning, organizing,
leading and controlling people and other
organizational resources.
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TODAY’S MANAGERS
LO 71
• Younger and more
progressive.
- Growing numbers of women.
- Fewer from elite universities.
• Emphasis is on teams and
team building.
• Managers need to be skilled
communicators and team
players.
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RESPECT and HOW to GET IT
Source: Entrepreneur, www.entrepreneur.com, accessed November 2014.
LO 71
7-8
EDUCATION MATTERS
LO 71
Alma Maters of CEOs
Source: Best Colleges, www.bestcolleges.com, accessed November 2014.
7-9
FOUR FUNCTIONS of
MANAGEMENT
LO 72
7-10
TEST PREP
• What are some of the changes happening in
management today?
• What’s the definition of management used in this
chapter?
• What are the four functions of management?
7-11
SHARING the VISION
LO 73
• Vision More than a goal,
it’s a broad explanation of
why the organization exists
and where it’s trying to go.
7-12
DEFINING THE MISSION
LO 73
• Mission Statement Outlines the organization’s
fundamental purposes. It includes:
- the organization’s self–concept
- its philosophy
- long–term survival needs
- customer needs
- social responsibility
- nature of the product or service
7-13
SETTING
GOALS and OBJECTIVES
LO 73
• Goals The broad, longterm
accomplishments an
organization wishes to attain.
• Objectives Specific, short
term statements detailing how to
achieve the organization’s
goals.
7-14
PLANNING ANSWERS
FUNDAMENTAL QUESTIONS
LO 73
• What is the situation now?
SWOT Analysis Analyzes the organization’s
Strengths, Weaknesses, Opportunities and Threats.
• How can we get to our goal from here?
- Strategic planning
- Tactical planning
- Operational planning
- Contingency planning
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SWOT MATRIX
LO 73
7-16
PLANNING FUNCTIONS
LO 73
7-17
STRATEGIC and TACTICAL
PLANNING
LO 73
• Strategic Planning 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.
• Tactical Planning The process of developing
detailed, shortterm statements about what is to be
done, who is to do it and how.
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OPERATIONAL and CONTINGENCY
PLANNING
LO 73
• Operational Planning The process of setting
work standards and schedules necessary to
implement the company’s tactical objectives.
• Contingency
Planning The
process of preparing
alternative courses of
action the firm can use if
its primary plans don’t
work out.
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DECISION MAKING
LO 73
• Decision Making Choosing among two or more
alternatives.
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WHAT MAKES a GREAT CEO
LO 73
Decision Making Skills of Top CEOs
• Keep global business issues in mind and be a
citizen of the world.
• Identify and manage risks before they grow.
• Change strategies and models with the times.
• Skillfully manage relationships with governments
as government involvement rises.
Source: Fortune, www.fortune.com, accessed November 2014.
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RATIONAL DECISIONMAKING
MODEL
LO 73
1. Define the situation.
2. Describe and collect needed information.
3. Develop alternatives.
4. Decide which alternative is best.
5. Do what is indicated.
6. Determine whether the decision was a good one
and follow up.
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PROBLEM SOLVING
LO 73
• Problem Solving The process of solving the
everyday problems that occur; less formal than
decision making and needs quicker action.
• Problemsolving techniques include brainstorming
and PMI Listing all the pluses for a solution in one
column, all the minuses in another and the
implications in a third.
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TEST PREP
• What is the difference between goals and
objectives?
• What does a company analyze when it does a
SWOT analysis?
• What are the differences between strategic,
tactical and operational planning?
• What are the six Ds in decision making?
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LEVELS of MANAGEMENT
LO 74
7-25