IB07.ppt
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IB07.ppt
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PartIII:
ManagementPartIII:
ManagementIntroductiontoBusinessIntroductiontoBusiness3e3e7IntroductiontoBusinessJeffMadura7ManagingEffectivelyPartIIIManagementPartIIIManagementChapter7LearningGoalsIdentifythelevelsofmanagement.Identifythekeyfunctionsofmanagers.Describetheskillsthatmanagersneed.Describemethodsthatmanagerscanusetoutilizetheirtimeeffectively.2KeyTermsautocratic专制的conceptualskills概念技能contingencyplanning权变计划controlling控制decision-makingskills决策技能free-rein自由放任式的initiative动机interpersonalskills人际交往技能3KeyTermsleading领导middlemanagement中层管理missionstatement(公司、团体等的)宗旨operationalplanning业务规划organization组织participative参与(型)的planning计划procedures程序,步骤strategicplan战略规划4KeyTermssupervisory(first-line)management监督管理tacticalplanning战术规划战术规划technicalskills技术性技能,专门技术timemanagement时间管理时间管理top(high-level)management高层管理5LevelsofManagementTop(highlevel)Management:
Managersinpositionssuchaspresident,chiefexecutiveofficer,chieffinancialofficerwhomakedecisionsregardingthefirmslong-ternobjectivesMiddleManagement:
managerswhoareoftenresponsibleforthefirmsshort-termdecisionsSupervisory(first-line)Management:
managerswhoareusuallyhighlyinvolvedwiththeemployeesandwhoengageintheday-to-dayproductionprocessTypesofDecisionsbyDifferentLevelsofManagement:
Exhibit7.16ComparisonofResponsibilitiesamongManagers(Exhibit7.2)Exhibit7.27FunctionsofManagersPlanningPreparationforfuturebusinessconditionsOrganizingTheorganizationofemployeesandotherresourcesinamannerconsistentwiththefirmsgoalsLeadingTheprocessofinfluencingthehabitsofotherstoachieveacommongoalControllingThemonitoringandevaluatingtasks8PlanningMissionstatementdescribesthefirmsprimarygoal.Strategicplanidentifiesthelong-termbusinessfocus,perhapsthreetofiveyears.Ittypicallyincludesgoalsandstrategiestosatisfythemission.Tacticalplanningaresmallerscaleplans(overoneortwoyears)thatareconsistentwiththefirmsstrategicplan.Operationalplanningestablishesthemethodstobeusedinthenearfuture(suchasthenextyear)toachievethetacticalplans.Contingencyplanningarealternativeplansdevelopedforvariouspossiblebusinessconditions.9WhatisaMissionStatementMissionorPurposeisaprecisedescriptionofwhatanorganizationdoes.Itshoulddescribethebusinesstheorganizationisin.Itisadefinitionof“why”theorganizationexistscurrently.Eachmemberofanorganizationshouldbeabletoverballyexpressthismission.10MissionStatementSamplesOurgoalissimplystated.Wewanttobethebestserviceorganizationintheworld.(IBM)FedExiscommittedtoourPeople-Service-ProfitPhilosophy.Wewillproduceoutstandingfinancialreturnsbyprovidingtotallyreliable,competitivelysuperior,global,air-groundtransportationofhigh-prioritygoodsanddocumentsthatrequirerapid,time-certaindelivery.(FederalExpress)Togiveordinaryfolkthechancetobuythesamethingasrichpeople.(Wal-Mart)11StrategicPlanStrategicplanningisanorganizationsprocessofdefiningitsstrategy,ordirection,andmakingdecisionsonallocatingitsresourcestopursuethisstrategy.Variousbusinessanalysistechniquescanbeusedinstrategicplanning,includingSWOTanalysis(Strengths,Weaknesses,Opportunities,andThreats),PESTanalysis(Political,Economic,Social,andTechnological)andotheranalysis.12StrategicPlanThebasicstrategicplanningprocessincludes:
1.Identifyyourpurpose(missionstatement)2.Selectthegoalsyourorganizationmustreachifitistoaccomplishyourmission3.Identifyspecificapproachesorstrategiesthatmustbeimplementedtoreacheachgoal13Whatdifferentiatestacticalplanfromstrategicplan?
Atacticalplanlaysouttheproceduresandplansforgettingclosetothedefinedstrategy.Forexample,thestrategicplanistobecomeamarketleaderinfemaleexecutivedesignerclothes.Thetacticalplanmightincludehiringatopfemalecorporateasthebrandambassadorforthecollection,settinguptheretailstoreindowntownarea,offeringspecialdiscountsforcertaincorporatecustomers.14HowPlanningFunctionsAreRelatedExhibit7.415OrganizingOrganizingtheorganizationofemployeesandotherresourcesinamannerthatisconsistentwiththefirmsgoals.proceedsoncethefirmsgoalsareestablished(planning)16LeadingLeading-Processofinfluencingthehabitsofotherstoachieveacommongoalby:
CommunicatingServingasarolemodelProvidingincentivesincentive:
thewillingnesstotakeaction17LeadershipStylesAutocraticManagersretainfullauthorityfordecisionmaking.-Employeeshavelittleornoinputindecisionmakingbutareinstructedtocarryouttasksasordered.Employeesmaybecomedissatisfied.-Effectiveformanagingemployeeswithlowskilllevelsorhighturnoverrate.-Topmanagementmayuseautocraticleadershipstyle.-Canbeusedtoestablishgener
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