*

*
Crapler 3ever
Varagererl
ard Leadersr|p
Copyright 21 by the McCraw-Hill Companies, Inc. All rights reserved.
McCraw-Hill/Irwin
Learnlng CuLcomes
uescrlbe Lhe changes occurrlng Loday ln Lhe
managemenL funcLlon
uescrlbe Lhe four funcLlons of managemenL
8elaLe Lhe plannlng process and declslon maklng Lo
Lhe accompllshmenL of company goals
uescrlbe Lhe organlzlng funcLlon of managemenL
Lxplaln Lhe dlfferences beLween leaders and
managers and descrlbe Lhe varlous leadershlp
sLyles
Summarlze Lhe flve sLeps of Lhe conLrol funcLlon of
managemenL
*
*
Prol||e
3larled al Peps| aller earr|rg raslers degrees lror lre
lrd|ar 3croo| ol Varagererl ard Ya|e.
|N0RA KR|8hNAHURThY N00Y|
Peps|
oa| Was lo |rcrease sa|es
overseas, |rlroduce good-lor-you
producls ard p|ace rore erpras|s
or lood.
3re |s a lop rarager us|rg a ooss-
cerlered |eadersr|p sly|e Wr||e sl|||
oe|rg a lear p|ayer.
7-3
*
*
our unor|ons
ol Vanaemenr
Hanagement -- %e prooess useo ro aooomp||s
oran|zar|ona| oa|s rrou p|ann|n, oran|z|n, |eao|n ano
oonrro|||n peop|e ano orer oran|zar|ona| resouroes.
hAT |8 HANACEHENT?
LC2
7-4
*
*
Vanaers Ro|es /re
Evo|v|n
Yourger ard rore progress|ve.
(soc|ocu|lura|)
- roW|rg ruroers ol Worer.
- FeWer lror e||le ur|vers|l|es.
Erpras|s |s or lears ard lear
ou||d|rg.
Varagers reed lo oe s||||ed
corrur|calors ard lear p|ayers.
T00AY'8 HANACER8
LC1
7-5
T00AY'8 HANACER8
s Lhe demographlc makeup of Lhls counLry
changes Lhe Lyplcal manager ls changlng
1oday more managers are women and less are
from ellLe unlverslLles Managers Loday acL
more llke faclllLaLors Lhan supervlsors

Source LnLrepreneur wwwenLrepreneurcom March 2009

RE8PE6T and h0 to CET |T
Vanaers Ro|es /re
Evo|v|n
LC1
7-7

Source 8uslnessWeek wwwbuslnessweekcom !anuary 19 2009

The E8T HANACER8
Name Age Crgan|zat|on
uavld xelrod 33 Cbama Campalgn
lrank 8lake 39 Pome uepoL
!amle ulmon 32 !Morgan
Larry Llllson 64 Cracle
1akeo lukul 64 Ponda
Mark Purd 33 PewleLLackard
SaLoru lwaLa 49 nlnLendo
eLer Loscher 31 Slemens
lrene 8osenfeld 33 krafL loods
Vanaers Ro|es /re
Evo|v|n
LC1
7-8
Manager's role
qolJe ttolo soppott motlvote ooJ coocb
employees
*
*
our unor|ons
ol Vanaemenr
. P|arr|rg
2. 0rgar|z|rg
3. Lead|rg
1. Corlro|||rg
0UR UN6T|0N8 of
HANACEHENT
LC2
7-10
*
*
P|ann|n & 0eo|s|on
Vak|n
'8on -- Vore ran a oa|, |rs
a oroao exp|anar|on ol u re
oran|zar|on ex|srs ano uere
|rs rr|n ro o.
Creating vision for the
company is not merely
setting a goal but rather
creating a sense of
purpose for the
organization.
8hAR|NC the '|8|0N
LC3
7-11
*
*
P|ann|n & 0eo|s|on
Vak|n
H88on 8tatement -- ur||nes re oran|zar|ons lunoamenra|
purposes. %he mission statement is the foundation for
setting specific goals and objectives within the
organization.
lr |no|uoes.
- %e oran|zar|ons se|l-oonoepr.
- lrs p||osop.
- lon-rerm surv|va| neeos.
- 0usromer neeos.
- $oo|a| respons|o|||r.
- harure ol re proouor or serv|oe.
0E|N|NC ThE H|88|0N
LC3
7-12
*
*
P|ann|n & 0eo|s|on
Vak|n
Coa|8 -- %e oroao, |on-rerm
aooomp||smenrs an oran|zar|on
u|ses ro arra|n.
0bject;e8 -- $peo|l|o, sorr-rerm
sraremenrs oera|||n ou ro ao|eve
re oran|zar|ons oa|s.
8ETT|NC
C0AL8 and 0JE6T|'E8
LC3
7-13
*
*
P|ann|n & 0eo|s|on
Vak|n
ral |s lre s|lual|or roW?
80T Ana|y88 -- /na|zes re oran|zar|ons $rrenrs,
eaknesses, pporrun|r|es ano %rears.
oW car We gel lo our goa| lror rere?
- 3lraleg|c p|arr|rg
- Tacl|ca| p|arr|rg
- 0peral|ora| p|arr|rg
- Corl|rgercy p|arr|rg
PLANN|NC AN8ER8
UN0AHENTAL 0UE8T|0N8
LC3
7-14
SWC1
SWC1 ls an acronym for SLrengLhs Weaknesses
CpporLunlLles and 1hreaLs s parL of Lhe lnLernal
analysls Lhe organlzaLlon ldenLlfles Lhe poLenLlal
sLrengLhs LhaL lL can caplLallze upon and poLenLlal
weaknesses LhaL lL should lmprove upon n
organlzaLlon as parL of an exLernal envlronmenLal
analysls ldenLlfles Lhe opporLunlLles (facLors LhaL an
organlzaLlon can Lake advanLage of) and LhreaLs
(facLors LhaL an organlzaLlon should avold or
mlnlmlze Lhe lmpacL of)
*
*
P|ann|n & 0eo|s|on
Vak|n
LC3
80T HATR|X
7-16
*
*
P|ann|n & 0eo|s|on
Vak|n
8trategc P|annng -- 0one o rop manaemenr ano
oererm|nes re maor oa|s ol re oran|zar|on ano re po||o|es,
prooeoures, srrare|es ano resouroes |r u||| neeo ro ao|eve
rem.
Tactca| P|annng -- %e prooess ol oeve|op|n oera||eo, sorr-
rerm sraremenrs aoour uar |s ro oe oone, uo |s ro oo |r ano
ou.
8TRATEC|6 and TA6T|6AL
PLANN|NC
LC3
7-17
*
*
P|ann|n & 0eo|s|on
Vak|n
0peratona| P|annng -- %e prooess ol serr|n uork
sranoaros ano soeou|es neoessar ro |mp|emenr re
oompans raor|oa| ooeor|ves.
0PERAT|0NAL and 60NT|NCEN6Y PLANN|NC
LC3
6ontngency P|annng -- %e
prooess ol prepar|n a|rernar|ve
oourses ol aor|on re l|rm oan use |l
|rs pr|mar p|ans oonr uork our.
7-18
*
*
P|ann|n & 0eo|s|on
Vak|n
LC3
PLANN|NC UN6T|0N8
7-19
lannlng
More efforL puL lnLo plannlng wlll resulL ln greaLer
achlevemenL
ll plannlng should be ln wrlLlng wlLh an esLlmaLlon
of Llme and cosL
CanLL charLs are ofLen used Lo compare planned
resulLs wlLh acLual accompllshmenLs
Lven Lhe besL prepared plans someLlmes mlss Lhe
unexpecLed problems
Managers should always be prepared Lo acL ln Lhe
evenL a plan falls
oor conLlngency plannlng may resulL ln slgnlflcanL
problems for a company
*
*
0eo|s|on Vak|n.
|no|n re 3esr
/|rernar|ve
0ec8on Hakng -- 0oos|n amon ruo or more a|rernar|ves.
0E6|8|0N HAK|NC
LC3
7-21
*
*
0eo|s|on Vak|n.
|no|n re 3esr
/|rernar|ve
. 0el|re lre s|lual|or.
2. 0escr|oe ard co||ecl reeded |rlorral|or.
3. 0eve|op a|lerral|ves.
1. 0eve|op agreererl arorg lrose |rvo|ved.
5. 0ec|de Wr|cr a|lerral|ve |s oesl.
. 0o Wral |s |rd|caled.
Z. 0elerr|re Wrelrer lre dec|s|or Was a good ore ard
lo||oW up.
RAT|0NAL 0E6|8|0N-HAK|NC
H00EL
LC3
7-22
ueclslon maklng sklll
Managers don'L always go Lhrough Lhls seven
sLep process Powever Lhey musL always
make sound declslons lL ls easler sald Lhan
done
ueclslon maklng sklll
Crganlzlng
1he Crganlzlng rocess
rranglng resources and acLlvlLles ln a coherenL
sLrucLure
repare organlzaLlonal charLs Lo help everyone
undersLand roles and reporLlng relaLlonshlps
Crganlzlng
CrganlzaLlonal charLs can be shaped llke a pyramld
wlLh one CLC aL Lhe Lop a number of vlce presldenLs
reporLlng Lo Lhe CLC or resldenL and Lhen dlfferenL
funcLlonal areas reporLlng Lo Lhe vlce presldenLs
CrganlzaLlonal charLs can also be horlzonLal ln
naLure wlLh many doLLed llne relaLlonshlps beLween
Leams or dlvlslons
*
*
ran|z|n. 0rear|n
a un|l|eo $srem
0rganaton 6hart -- /
v|sua| oev|oe rar sous
re|ar|ons|ps amon peop|e
ano o|v|oes re oran|zar|ons
uork; |r sous uo reporrs ro
uom.
0RCAN|ZAT|0NAL 6hART8
LC4
7-27
*
*
0eo|s|on Vak|n.
|no|n re 3esr
/|rernar|ve
Prob|em 8o|;ng -- %e prooess ol so|v|n re everoa
proo|ems rar ooour; |ess lorma| ran oeo|s|on mak|n ano neeos
qu|oker aor|on.
Proo|er-so|v|rg lecrr|ques |rc|ude ora|rslorr|rg ard PH| -
- l|sr|n a|| re p|uses lor a so|ur|on |n one oo|umn, a|| re
m|nuses |n anorer ano re |mp||oar|ons |n a r|ro.
PR0LEH 80L'|NC
LC3
7-28
*
*
ran|z|n. 0rear|n
a un|l|eo $srem
LC4
LE'EL8 of HANACEHENT
7-29
LE'EL8 of HANACEHENT
1opLevel Manager needs good concepLual skllls
and Lo be able Lo effecLlvely communlcaLe goals Lo
Lhe enLlre corporaLlon
Mlddle managers requlre good analyLlcal skllls and
Lhe ablllLy Lo communlcaLe
llrsLllne managers are responslble for execuLlon of
buslness plans 1echnlcal skllls and good
communlcaLlons skllls are necessary
*
*
ran|z|n. 0rear|n
a un|l|eo $srem
Top Hanagement -- %e |esr |eve|, oons|srs ol re
pres|oenr ano orer ke oompan exeour|ves uo oeve|op
srrare|o p|ans.
Hdd|e Hanagement -- lno|uoes enera| manaers, o|v|s|on
manaers, ano orano ano p|anr manaers uo are
respons|o|e lor raor|oa| p|ann|n ano oonrro|||n.
8uper;8ory Hanagement -- %ose o|reor| respons|o|e lor
superv|s|n uorkers ano eva|uar|n oa|| perlormanoe.
HANACEHENT LE'EL8
LC4
7-31
*
*
ran|z|n. 0rear|n
a un|l|eo $srem
6hef Execut;e 0ffcer (6E0}
- lnrroouoes oane |nro an oran|zar|on.
6hef 0peratng 0ffcer (600}
- lmp|emenrs 0Es oanes.
6hef nanca| 0ffcer (60}
- ora|ns lunos, p|ans ouoers, oo||eors lunos, ero.
6hef |nformaton 0ffcer (6|0}
- ers re r|r |nlormar|on ro re r|r peop|e so oeo|s|ons oan
oe maoe.
T0P HANACEHENT
LC4
7-32
*
*
Technca| 8k||8 -- %e ao|||r ro perlorm rasks |n a speo|l|o
o|so|p||ne or oeparrmenr.
HANACER|AL 8K|LL8
%asks ano $k|||s
ar 0|llerenr leve|s ol
Vanaemenr
LC4
human Re|aton8 8k||8 -- $k|||s rar
|nvo|ve oommun|oar|on ano mor|var|on
{|eaoer & memoerj; re enao|e manaers
ro uork rrou ano u|r peop|e.
6onceptua| 8k||8 -- $k|||s rar |nvo|ve
re ao|||r ro p|orure re oran|zar|on as a
uo|e ano re re|ar|ons|p amon |rs
var|ous parrs. {esr|mare lurure rrenosj
7-33
Technca| 8k||8
Are the sk|||s needed to perform spec|f|c
tasks (how the work |s done)
1hese sk|||s are deve|op through a
comb|nat|on of educat|on and exper|ences
1echn|ca| sk|||s are espec|a||y |mportant for
f|rst ||ne managers who spend most of the|r
t|me w|th the daytoday operat|on of the
product|on system
Lqua||y |mportant for top and m|dd|e
managers a|so
human Re|aton8 8k||8
bsoluLely necessary for managerlal success
human relaLlons skllls are skllls ln
undersLandlng and geLLlng along wlLh oLher
people
Manager wlLh poor human relaLlons skllls may
have Lrouble geLLlng along wlLh subordlnaLes
whlch wlll lead valuable employees Lo reslgn
or Lransfer poor morale
Cood communlcaLlon sklll
6onceptua| 8k||8
Lspeclally prevalenL among Lop managers
concepLual skllls lnvolve Lhe ablllLy Lo
dlagnose and analyze dlfferenL slLuaLlons and
Lo see beyond Lhe presenL slLuaLlon
Pelp managers recognlze new markeL
opporLunlLles and LhreaLsexample analysls
exLernal envlronmenL
1op managers depend mosL on concepLual
skllls
*
*
$rall|n. err|n ano
reep|n re R|r
Peop|e
8taffng -- Reoru|r|n, |r|n, mor|var|n ano rera|n|n re oesr
peop|e ava||ao|e ro aooomp||s re oompans ooeor|ves.
#ecru|l|rg good erp|oyees |s cr|l|ca|.
Vary peop|e are rol W||||rg lo Wor| al corpar|es ur|ess
lrey are lrealed We|| W|lr la|r pay.
8TA|NC
LC4
7-37
*
*
%asks ano $k|||s
ar 0|llerenr leve|s ol
Vanaemenr
LC4
8K|LL8 NEE0E0 at 'AR|0U8
LE'EL8 of HANACEHENT
7-38

Source 8uslnessweek wwwbuslnessweekcom uecember 1 2008

LAY0 LEA0ER8
Largesl Layoll Arrourcererls, 3 lo 2008
6ompany Emp|oyee8 0ate
l8V 0,000 Ju|y 3
C|l|group 53,000 Noveroer 2008
3ears #oeouc| 50,000 Jaruary 3
u.3. A|r Force 10,000 0eceroer 2005
Ford 35,000 Jaruary 2002
Krarl 35,000 Jaruary 2003
8oe|rg 3,000 3epleroer 200
u.3. Posla| 3erv|ce 2,8Z0 Jaruary 2002
8oe|rg 28,000 0eceroer 8
0a|r|erCrrys|er 2,000 Jaruary 200
$rall|n. err|n ano
reep|n re R|r
Peop|e
LC4
7-39
;uesLlon
1WhaL causes companles Lo have Lo lay people
off? Pow does a company deLermlne who sLays
and who goes?
nswer economlc crlsls cuL cosL managemenL
changes
Skllls workers low salary local employees
*
*
leao|n. Prov|o|n
0onr|nuous v|s|on ano
va|ues.
Leaders rusl:
- 0ommun|oare a v|s|on ano ra|| orers arouno rar v|s|on.
- Esrao||s oorporare va|ues.
- Promore oorporare er|os.
- Emoraoe oane.
- $rress aooounrao|||r ano respons|o|||r
LEA0ER8h|P
LC5
7-41
*
*
leao|n. Prov|o|n
0onr|nuous v|s|on ano
va|ues.
Tran8parency -- %e presenrar|on ol re oompans laors ano
l|ures |n a ua rar |s o|ear ano apparenr ro a|| srakeo|oers.
A660UNTA|L|TY through TRAN8PAREN6Y
LC5
7-42
*
*
leaoers|p $r|es
Autocratc Leader8hp -- Vak|n
manaer|a| oeo|s|ons u|rour oonsu|r|n
orers.
Partcpat;e or 0emocratc
Leader8hp -- Vanaers ano
emp|oees uork roerer ro make
oeo|s|ons.
ree-Ren Leader8hp -- Vanaers
ser ooeor|ves ano emp|oees are lree ro
oo uarever |s appropr|are ro aooomp||s
rose ooeor|ves.
LEA0ER8h|P 8TYLE8
LC5
7-43
LEA0ER8h|P 8TYLE8
8esearch Lells us whlch leadershlp sLyle ls besL
depends on whaL Lhe goals and values of Lhe
flrm are who's belng led and ln whaL
slLuaLlons
*
*
leaoers|p $r|es
LC5
'AR|0U8 LEA0ER8h|P 8TYLE8
7-45

Source ClC Magazlne wwwclocom

NATURAL 0RN LEA0ER8?
Four Types ol Execul|ves
Ratona|8t8 human8t8
Po|tc8t8 6u|tur8t8
leaoers|p $r|es
LC5
7-46
lour leadershlp sLyles
1 Wllllams and ueal auLhors of When CpposlLes uance
8alanclng Lhe Manager and Leader WlLhln ldenLlfy four Lypes
of managers
8aLlonallsLs who value sound Lhlnklng and work Lhrough
organlzaLlonal sLrucLure Lo accompllsh Lasks
ollLlclsLs who vlew group dynamlcs from a power
perspecLlve and are adepL aL pollLlcs
PumanlsLs who are aLLuned Lo organlzaLlonal moods and
regard people as a company's Lop asseL
CulLurlsLs who conslder culLure Lhe preemlnenL force ln an
organlzaLlon and communlcaLe Lhrough sLorles ceremonles
and rlLuals
lour leadershlp sLyles
Wllllams and ueal conclude LhaL whlle people
are predlsposed Lo Lhlnk and acL ln cerLaln
ways Lhe besL execuLlves comblne dlfferenL
personallLy aLLrlbuLes
*
*
Empouer|n
workers
Progress|ve |eaders g|ve erp|oyees lre aulror|ly lo ra|e
dec|s|ors or lre|r oWr W|lroul corsu|l|rg a rarager.
Cuslorer reeds are rard|ed qu|c||y.
Varager's ro|e oecores |ess ol a ooss ard rore ol a
coacr. (|ess order, oul gu|de ard lra|r)
Enab|ng -- |v|n uorkers re eouoar|on ano roo|s re neeo ro
make oeo|s|ons.
EHP0ERHENT
LC5
7-49

Source 8uslnessWeek wwwbuslnessweekcom

Varage oulpul |rslead ol rours.
Tra|r Wor|ers lo oe ready lor a rore corp|ex corporale
slruclure. (Managing in today's complex
environment is about leading not supervising.
1 people handle 2 jobs.)A||oW |oWer-|eve|
raragers lo ra|e dec|s|ors.
use reW lecrro|ogy lo losler learWor|.
3r|ll r|r|rg erpras|s lo co||aooral|or.
0RK 8HARTER
oW lo Ease Pressure or or|ers
Empouer|n
workers
LC5
7-50
;uesLlon
WhaL are Lhe beneflLs of empowerlng
employees Lo work smarLer?
oswet mployees wbo ote empoweteJ
sboolJ be mote motlvoteJ ooJ oble to booJle
mote complex tosks
*
*
Vana|n
rnou|eoe
Know|edge Hanagement -- |no|n
re r|r |nlormar|on, keep|n re
|nlormar|on |n a reao|| aooess|o|e
p|aoe ano mak|n re |nlormar|on
knoun ro ever one |n re l|rm.
HANAC|NC KN0LE0CE
LC5
7-52
*
*
0onrro|||n. Vak|n
$ure |r works
|'E 8TEP8 of 60NTR0LL|NC
LC
7-53
ConLrolllng
1he conLrol funcLlon compleLes Lhe
managemenL funcLlon loop LhaL sLarLs wlLh
plannlng
ccounLlng and llnance are ofLen Lhe
foundaLlons for conLrol sysLems because Lhey
provlde Lhe numbers managemenL needs Lo
evaluaLe progress

Source ClC Magazlne wwwcfocom

0o you rave slraleg|c |r|l|al|ves lral you rave rol
addressed?
0o you oller crec| or erp|oyees lor qua||ly corlro|?
0o you oller crec| or suoord|rales lrrougroul lre day?
0o you rare|y la|e vacal|ors?
ls lrere a |ol ol lurrover?
ARE Y0U a H|6R0HANACER?
0onrro|||n. Vak|n
$ure |r works
LC
7-55
nswer
lf you answer yes Lo any of Lhese flve
quesLlons you are a mlcromanager Managers
can ask a LrusLed employee for honesL
feedback
LxLra ;uesLlon of 8L ?Cu a
MlC8CMnCL8?
lf Lhey wanL someLhlng done rlghL Lhey musL
do lL Lhemselves or consLanLly check on oLhers
work ln a Leam slLuaLlon?
*
*
/ re 0r|rer|on
lor Veasuremenr.
0usromer $ar|slaor|on
Trad|l|ora| lorrs ol reasur|rg success are l|rarc|a|.
P|eas|rg erp|oyees, sla|ero|ders ard cuslorers (oolr
|rlerra| ard exlerra|) are |rporlarl.
Externa| 6u8tomer8 -- 0ea|ers, uo ou proouors ro se|| ro
orers, ano u|r|mare ousromers {or eno usersj, uo ou proouors
lor re|r oun use.
|nterna| 6u8tomer8 -- lno|v|oua|s ano un|rs u|r|n re l|rm rar
reoe|ve serv|oes lrom orer |no|v|oua|s or un|rs.
HEA8UR|NC 8U66E88
LC
7-58
*
*
Proress
/ssessmenr
ral's lre d|llererce oelWeer goa|s ard oojecl|ves?
ral does a corpary ara|yze Wrer |l does a 30T
ara|ys|s?
ral are lre d|llererces oelWeer slraleg|c, lacl|ca| ard
operal|ora| p|arr|rg?
ral are lre sever 0s |r dec|s|or ra||rg?
PR0CRE88 A88E88HENT
7-59
*
*
Proress
/ssessmenr
oW does erao||rg re|p acr|eve erpoWerrerl?
ral are lre l|ve sleps |r lre corlro| process?
ral's lre d|llererce oelWeer |rlerra| ard exlerra|
cuslorers?
PR0CRE88 A88E88HENT
7-60
nswer
1 WhaL's Lhe dlfference beLween goals and ob[ecLlves? ools
ote btooJ looqtetm occompllsbmeots oo otqoolzotloo wlsbes
to ottolo Objectlves ote speclflc sbotttetm stotemeots
Jetollloq bow tbe otqoolzotloo wlll ocbleve tbe otqoolzotloos
qools
2 WhaL does a company analyze when lL does a SWC1
analysls? o toJoys toplJly cbooqloq bosloess eovltoomeot
moooqets most tblok of ploooloq os o cootloooos ptocess 1be
5wO1 ooolysls ls oo lmpottoot pott of tbe ploooloq ptocess os
lt evolootes oo otqoolzotloos stteoqtbs weokoesses
oppottooltles ooJ tbteots
nswer
3 WhaL are Lhe dlfferences beLween sLraLeglc LacLlcal and
operaLlonal plannlng? 5ttoteqlc ploooloq ls tbe ptocess top
moooqemeot oses to Jetetmloe tbe mojot qools of tbe
otqoolzotloo ooJ tbe pollcles ptoceJotes sttoteqles ooJ
tesootces tbe otqoolzotloo wlll oeeJ to ocbleve tbem 1octlcol
ploooloq ls tbe ptocess of Jeveloploq JetolleJ sbotttetm
stotemeots oboot wbot ls to be Jooe wbo ls to Jo lt ooJ bow
1bls type of ploooloq ls typlcolly completeJ by moooqets ot
lowet levels of tbe otqoolzotloo wbeteos sttoteqlc ploooloq ls
Jooe by tbe top moooqets 1be flool type of ploooloq ls
opetotloool Opetotloool ploooloq ls tbe ptocess of settloq
wotk scbeJoles ooJ stooJotJs oecessoty to complete tbe
otqoolzotloos toctlcol objectlves 1bls type of ploooloq ls tbe
Jepottmeot moooqets tool fot Jolly ooJ weekly opetotloos
nswer
1 Pow does enabllng help achleve empowermenL? ooblloq
ls tbe key to soccessfolly empowetloq employees ooblloq
meoos qlvloq wotkets tbe eJocotloo ooJ tbe tools tbey oeeJ
to moke Jeclsloos
2 WhaL are Lhe flve sLeps ln Lhe conLrol process? oottollloq
locotpototes (1) settloq cleot stooJotJs (2) mooltotloq ooJ
tecotJloq petfotmooce (J) compotloq petfotmooce wltb
ploos ooJ stooJotJs (4) commoolcotloq tesolts ooJ
Jevlotloos to employees ooJ (5) ptovlJloq posltlve feeJbock
fot o job well Jooe ooJ tokloq cottectlve octloo oecessoty
nswer
3 WhaL's Lhe dlfference beLween lnLernal an
exLernal cusLomers? -ot oll costomets come ftom
ootslJe tbe otqoolzotloo otetool costomets ote
JefloeJ os loJlvlJools ooJ bosloess oolts wltblo tbe
fltm tbot tecelve setvlces ftom otbet loJlvlJools ot
oolts lot exomple tbe flelJ solespeople ote tbe
lotetool costomets of tbe motketloq teseotcb oolts
tbot ptepote motket tepotts fot tbem xtetool
costomets ote mote ttoJltloool ooJ locloJeJeolets
wbo boy ptoJocts ooJ sell to otbets ooJ oltlmotely
costomets wbo boy ptoJocts fot tbelt owo petsoool
ose