Management, Leadership,

and the Internal Organization

 What is Management?

• Management is the process of achieving

organizational objectives through people and
other resources.
• It is the effective and efficient attainment of
organizational goals through planning,
organizing, leading and controlling
organizational resources.
Effectiveness and Efficiency in Management
 The Management Hierarchy
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-managerial employees.
• Motivate workers to accomplish daily, weekly,
and monthly goals.
 Skills Needed for Management Success

1. Technical skills
• Manager’s ability to understand and use the
techniques, knowledge, and tools and equipment of a
specific discipline or department.
2. Human skills
• Interpersonal skills that enable a manager to work
effectively with and through people.
3. 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.
 Managerial Functions

1. Planning
Process of anticipating future events and conditions
and determining courses of action for achieving
organizational objectives.
2. Organizing
Blending human and material resources through a
formal structure of authority.
3. Leading/Directing
Guiding and motivating employees to accomplish
organizational objectives.
4. Controlling
• Evaluating an organization’s performance to
determine whether it is accomplishing its
objectives.
• Establish performance standards.
• Monitor actual performance.
• Compare actual performance with established
standards.
• Take corrective action if required
 Setting a Vision and Ethical Standards

• 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.
• Long-term success is also tied to the ethical
standards that the top management team sets. High
ethical standard can also encourage, motivate, and
inspire employees to achieve goals.
 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
Planning at Different Organizational Levels
The Strategic Planning Process
1. Defining the Organization’s Mission
The first step in strategic planning is to translate
the firm’s vision into a mission statement. A
mission statement is a written explanation of an
organization’s business intentions and aims. A
mission statement guides the actions of
employees and publicizes the company’s
reasons for existence.
2. Assessing Your Competitive Position
The next step in the planning process is to
determine the firm’s current or potential
position in the marketplace. A frequently used
tool in this phase of strategic planning is the
SWOT analysis. SWOT is an acronym for
strengths, weaknesses, opportunities, and
threats. By systematically evaluating all four of
these factors, a firm can then develop the best
strategies for gaining a competitive advantage.
3. Setting Objectives for the Organization
Objectives set guideposts by which managers
define the organization’s desired performance
in such areas as new-product development,
sales, customer service, growth,
environmental and social responsibility, and
employee satisfaction.
4. Creating Strategies for Competitive Differentiation
The underlying goal of strategy development is
competitive differentiation—the unique
combination of a company’s abilities and resources
that set it apart from its competitors.
5. Implementing the Strategy
Once the first four phases of the strategic planning
process are complete, managers are ready to put
those plans into action. Often, it’s the middle
managers or supervisors who actually implement a
strategy.
6. Monitoring and Adapting Strategic Plans
The final step in the strategic planning process
is to monitor and adapt plans when the actual
performance fails to meet goals. Monitoring
involves securing feedback about
performance.
 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.

• Programmed decision involves simple, common problems

with predetermined solutions.

• Nonprogrammed decision involves a complex, unique

problem or opportunity with important consequences for
the organization.
How Managers Make Decisions
 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.
 Organizational Structures
Organization: structured grouping of people working
together to achieve common goals.
Three key elements:
• Human interaction
• Goal-directed activities
• Structure
Organizational Chart
 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.
 Delegating Work Assignments
• 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 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.
 Types of Organizational 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 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:
• Challenge to integrate skills of many specialists into
a coordinated team.
• Team members’ permanent functional managers
must adjust the employees’ regular workloads.