Professional Documents
Culture Documents
New York City Police officers Tax revenue Sanitation equipment Economic forecasts
Municipal employees Government grants Municipal buildings Crime statistics
Susan’s Corner Grocery clerks Profits Building Price lists from suppliers
Grocery Store Bookkeeper Owner investment Display shelving Newspaper ads for
competitors
Table 1.1
Managers are responsible for combining these
various resources to achieve the
.organization’s goals
Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources
Controlling Leading
Figure 1.1
Definition of Management
A set of activities (including Planning and
decision making, organizing, leading, and
controlling ) directed at the organization’s
resources (Human, Financial, Physical,
Information) with the aim of achieving
organizational goals in an efficient and
.effective manner
Efficiently vs Effectively
Efficiently Effectively
Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment organization
Figure 1.2
Planning and Decision Making
Top Managers
Middle Managers
First- Line Managers
Managers in different areas of the
Organization
Marketing Manager
Financial Manager
Operations Manager
Human Resources Manager
Administrative Manager
Kinds of Managers by Level and
Area
Levels of Management
Top managers
Middle managers
First-line managers
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Areas of Management
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Figure 1.3
Ten Basic Managerial Roles
Category Role Sample Activities
Table 1.2
Sources of Management Skills
Sound educational
base; continued
life-long educational
experiences
Successful
acquisition and
utilization of basic
management skills
Initial job experiences;
continued experiences
through a variety of
job assignments
Figure 1.4
The Environment of Organizations
The organization is affected by two types of
environments:
External Environment
Internal Environment
External Environment
Everything outside the organization that
.might affect it
General Environment
Task Environment
Internal Environment
Competitors
Political-Legal
Dimension McDonald’s Economic
• Government Dimension
food standards • Strong economic
• Local zoning growth
climate • Low unemploy-
• General posture ment
toward business • Low inflation
regulation
Sociocultural Dimension
• Demographic shifts in
number of single adults
and dual-income families
• Growing concerns about
Internal environment
health and nutrition
Task environment
External environment
General environment
Figure 3.2
McDonald’s Task Environment
Competitors
• Burger King
• Wendy’s
• Subway
Regulators • Dairy Queen
• Food and Drug
Administration Customers
• Securities and • Individual
Exchange consumers
Commission • Institutional
• Environmental customers
McDonald’s
Protection
Agency
Suppliers
Strategic Partners • Coca-Cola
• Wal-Mart • Wholesale food
• Disney processors
• Foreign partners • Packaging
manufacturers
Internal environment
Task environment
Figure 3.3
How Organizations are
affected by the
environment
1- Environmental Change and Complexity
Degree of Homogeneity
Least Moderate
uncertainty uncertainty
Moderate Most
uncertainty uncertainty
Complex
Stable Degree of Change Dynamic
Transformation
Feedback
5 4
and satisfies the
making it easier to
strategic constituents
acquire future
in the environment, . . .
resources.
(Strategic constituencies
(Combined approach)
approach)
Figure 3.6
Strategic Planning
The Planning Process
The Environmental Context
The organization’s mission
• Purpose • Premises • Values • Directions
Figure 7.1
Kinds of Goals Mission: Our mission is to operate
a chain of restaurants that will
prepare and serve high-quality
food on a timely basis and at
for a Regional
reasonable prices.
Strategic Goals
Tactical Goals
Operational Goals
Figure 7.2
Contingency Planning
The determination of alternative courses
of action to be taken if an intended plan is
unexpectedly disrupted or rendered
inappropriate
Contingency Planning
Ongoing planning process
Figure 7.3
Developing and Executing
Tactical Plans
Developing tactical plans Executing tactical plans
• Recognize and understand • Evaluate each course of action
overarching strategic plans in light of its goal
and tactical goals • Obtain and distribute
• Specify relevant resource and information and resources
time issues • Monitor horizontal and vertical
• Recognize and identify human communication and integration
resource commitments of activities
• Monitor ongoing activities for
goal achievement
Figure 7.4
Barriers to Goal Setting and
Planning
Major Barriers Inappropriate goals
Improper reward system
Dynamic and complex environment
Reluctance to establish goals
Resistance to change
Constraints
Table 7.2
Formal Goal-Setting Process
Meeting
Verifiable
goals and
clear plans
Counseling
Resources
Figure 7.5
What is a strategy?
Good Strategies
Those that support the mission and
• exploit opportunities and strengths
• neutralize threats
• avoid weaknesses
Figure 8.1
Formulating Business- Level
strategies
Table 8.1
The Miles and Snow Topology
Strategy Type Definition Examples
Table 8.2
The Product Life Cycle
High Stages
Introduction Growth Maturity Decline
Sales Volume
Low
Time
Figure 8.2
Formulating Corporate Level
strategies
Strategic Business Unit
Common distribution and marke ting skills RJR Nabisco, Phillip Morris, Procter & Gamble
Table 8.3
Implementing Corporate level
strategies
Becoming diversified :
Question
Market growth rate
Stars
marks
Low
High Relative market share Low
mark
Average
Medium Winner Loser
business
Profit
Low Loser Loser
producer
Competitive position