Ch 5 Business Essentials Instructor PowerPoint 7eFINAL

1、5 5chapterBusiness Essentials, 7th EditionEbert/Griffin 2009 Pearson Education, Inc.Business ManagementInstructor Lecture PowerPointsPowerPoint Presentation prepared by Carol Vollmer Pope Alverno CollegeAll rights reserved. No part of this publication may be reproduced, stored in a retrieval system,

2、 or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. 2009 Pearson Education, Inc.2After reading this chapter, you should be able to:1.Describe the n

3、ature of management and identify the four basic functions that constitute the management process.2.Identify different types of managers likely to be found in an organization by level and area.3.Describe the basic skills required of managers.4.Explain the importance of strategic management and effect

4、ive goal setting in organizational success. 2009 Pearson Education, Inc.L E A R N I N G O B J E C T I V E SAfter reading this chapter, you should be able to:5. Discuss contingency planning and crisis management in todays business world. 6. Describe the development and explain the importance of corpo

5、rate culture.L E A R N I N G O B J E C T I V E S (contd) 2009 Pearson Education, Inc.Whats in It for Me? By understanding the material discussed in this chapter, youll be better prepared to: Carry out various management responsibilities yourself More effectively assess and appreciate the quality of

6、management in various companies from the perspective of a consumer or investor 2009 Pearson Education, Inc.Who Are Managers? Good Managers Are responsible for business performance and effectiveness Effectivedo the right things; achieve goals Efficientdo things right; lower costs Are accountable to a

7、ll key stakeholders Develop strategic plans and tactical plans Analyze their competitive environments and plan, organize, direct, and control day-to-day operations 2009 Pearson Education, Inc.The Management Process Management The process of planning, organizing, leading, and controlling a firms fina

8、ncial, physical, human, and information resources to achieve its goals 2009 Pearson Education, Inc.Planning The Planning Process Determining firms goals Developing strategy for achieving goals Designing tactical and operational plans for implementing the strategy 2009 Pearson Education, Inc.Organizi

9、ng The Organizing Process Arranging resources and activities in a coherent structure Prepare organizational charts to help everyone understand roles and reporting relationships 2009 Pearson Education, Inc.Leading Leading Guiding and motivating employees to meet the organizations objectives Uniting e

10、mployees in a clear and targeted manner and motivating them to work in the best interests of the employer 2009 Pearson Education, Inc.Controlling The Controlling Process Monitoring a firms performance to make sure that it is meeting its goals Begins when management establishes standards, often for f

11、inancial performance Can serve as a basis for providing rewards or reducing costs 2009 Pearson Education, Inc.FIGRE 5.1 The Control Process 2009 Pearson Education, Inc.Types of Managers Levels of Management Top managers: Responsible for the overall performance of the firm President, vice president,

12、treasurer, CEO, CFO Middle managers: Implement strategies and work toward goals set by top managers Plant manager, operations manager, division manager First-line managers: Work with and supervise employees Supervisor, office manager, project manager, group leader 2009 Pearson Education, Inc.Areas o

13、f Management 2009 Pearson Education, Inc.Basic Management Skills 2009 Pearson Education, Inc.time-management skills Four leading time wasters: Paperwork Telephone calls Meetings E-mail 2009 Pearson Education, Inc.Management Skills for the 21st Century Global Management Skills Understand foreign mark

14、ets, cultural differences, and the motives and practices of foreign rivals Understand how to collaborate with others around the world on a real-time basis Management and Technology Skills Needed to process increasing amounts of information 2009 Pearson Education, Inc.Strategic Management: Setting Go

15、als and Formulating Strategy Strategic Management The process of helping an organization maintain an effective alignment with its environment Goals Starting point in effective strategic management Objectives that a business hopes and plans to achieve Strategy The broad set of action plans to achieve

16、 company goals 2009 Pearson Education, Inc.Setting Business Goals Goals Performance targets that organizations and their managers use to measure success or failure Mission Statement A statement of how a business will achieve its fundamental purpose Effective organizations set goals at many different

17、 levels: Long-term goals: five years or more Intermediate goals: one to five years Short-term goals: one year or less 2009 Pearson Education, Inc.Purposes of Goal Setting Goal Setting: Provides direction and guidance for managers at all levels Helps firms allocate resources Helps to define corporate

18、 culture Helps managers assess performance 2009 Pearson Education, Inc.Types of Strategy Corporate Strategy Determines what business or businesses a company will own and operate Growth Related diversification Unrelated diversification Retrenchment Downsizing and divestiture 2009 Pearson Education, I

19、nc.Types of Strategy (contd) Business (or Competitive) Strategy Focuses on improving the companys competitive position at the level of the business unit or product line Functional Strategy Guides managers in specific areas such as marketing, finance, and operations in deciding how best to achieve co

20、rporate goals by performing their functional activities most effectively 2009 Pearson Education, Inc.Formulating StrategyStep 1: Setting Strategic Goals Strategic goals are derived from a firms mission statementStep 2: Analyzing the Organization and the Environment: SWOT Analysis Assessing internal

21、strengths and weaknesses and external opportunities and threats Environmental analysis Organizational analysisStep 3: Matching the Organization and Its Environment Matching environmental threats and opportunities against corporate strengths and weaknesses 2009 Pearson Education, Inc.Figure 5.2 Strat

22、egy Formulation 2009 Pearson Education, Inc.A Hierarchy of Plans Strategic Plans Reflect decisions about resource allocations, company priorities, and the steps needed to meet strategic goals Tactical Plans Shorter-term plans for implementing specific aspects of the companys strategic plans Operatio

23、nal Plans Mid-level and lower-level managers set short-term targets for daily, weekly, or monthly performance 2009 Pearson Education, Inc.Contingency Planning and Crisis Management Contingency Planning Planning for change Seeks to identify in advance important aspects of a business or its market tha

24、t might change and the ways in which a company will respond to changes Crisis Management Involves an organizations methods for dealing with a crisisan unexpected emergency requiring immediate response 2009 Pearson Education, Inc.Management and the Corporate Culture Corporate Culture Is the shared ex

25、periences, stories, beliefs, and norms that characterize an organization Helps define the work and business climate that exists in an organization Communicating the Culture Managers must understand the culture Managers must transmit the culture to others in the organization Managers can support the culture by rewarding and promoting those who understand it and work toward maintaining it 2009 Pearson Education, Inc.Managing Change in the CultureStages in the Change Process At the highest level, analysis of the companys environment highlights extensive change as the most effective response to i