Admin Ch5

• Technical skills
• Interpersonal skills
• Conceptual skills
• Decision-making skills
• Time management skills

• 1. Identify problems
• 2. Generate alternative solutions
• 3. Evaluate the alternatives
• 4. Choose and implement in a plan of action
• 5. Evaluate the decision.
• back to 1.

• Planning-Setting Goals
•    -Developing Stategies
•    -Determining Processes
• Leading-Guiding and Motivating
•    -Achieving Milestones
•    -Maintaining Focus on Vision
• Organizing - Allocating Resources
•    -Creating Organizational Structure
•    -Recruiting and Placing Employees
• Controlling - Measuring Results Against Goals
•    -Monitoring Performance
•    -Rewarding

• Specific
• Measurable
• Acceptable
• Realistic
• Timely
• Extending(the capabilities of those working to achieve the goals)
• Rewarding

• the main courses of action
• created by top-level managers
• set the approach for achieving the long-term goals and objectives of the organization.
• Simply put, a strategic plan points the organization to where it wants to be in the future and identifies how it’s going to get there.
• -Acts as a framework for decisions
• -Assists in setting corporate benchmarks

• specifically determine the resources and the actions required to implement particular aspects of the strategic plan.
• Middle management
• generates tactical plans to carry out the goals determined by the strategic plan.
• made with a one- to three-year horizon in mind.

• the specifics of carrying out tactical plans are spelled out. First-line managers precisely determine the process by which tactical plans can be achieved.
• depend on daily or weekly schedules
• focus on specific departments or employees.

• Middle Management
• is a set of plans that ensures that the organization will run as smoothly as possible during an unexpected disruption.
• depend on the size and function of the company and the magnitude of crisis
• details internal and external communication procedures
• determines which departments are most vital during a crisis.

• Top managers: President, CEO, CFO, COO, CIO
• Middle managers: Controller, Sales manager, marketing manager, operations manager
• First-line managers: supervisors, department heads

• Generate strategic plans,
• long-term goals,
• mission statement,
• vision for the organization
• establish the culture and inspire employees

• tactical planning
• coordinating specific plans with the established strategic vision

• carry out operational planning
• supervising employees involved in daily operations

An organizational chart shows how groups of employees fit into the larger organizational structure.

• Leading is the process of influencing, motivating, and enabling others to contribute to the success and effectiveness of the organization by achieving its goals.
• Peter Drucker:
• “Management is doing things right;   leadership is doing the right things.”

• 1. Challenge the process
• 2. Model the way
• 3. Inspire a shared vision
• 4. Encourage the heart(by, showing appreciation,...)
• 5. Enable others to act

• Determination
• Inspiration  
• Flexibility and empathy
• Innovativeness
• Honesty
• Self-confidence 
• Knowledge and Competence

• Democratic
• Autocratic
• Affiliative
• Visionary

the process by which managers measure performance and make sure the company’s plans and strategies are being properly carried out.

• Reporting tools: financial statements, sales reports, quality measures.
• Total quality management: integrated approach focusing on quality from beginning of the production process up through managerial involvement to detect and correct problems.
• Six Sigma:statistically-based, proactive, long-term process designed to look at the overall business process to prevent problems.

• 1. performance standards are set
• 2 performance is measured and compared against the standard
• 3. adjustments are made
• 4. perform corrective action
• 5. re-evaluate performance standards
• 6. and the cycle begins again.