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Preparing and

Planning to
Manage

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Chapter 14 Preparing and Planning to Manage
Preparing and
Planning to Manage

14.1 Entrepreneur or Manager?

14.2 Management Styles and Skills

2
Preparing and Planning to Manage

14.1

• Discuss the difference between the


entrepreneurial role and the management role
of a new business owner.
• Identify the key management functions.
• List and explain the key elements in a positive
business climate.

Section 14.1 Entrepreneur or Manager? 3


Preparing and Planning to Manage

14.1

To be successful in a new business, an


entrepreneur must perform management
functions and establish a positive working
climate.

Section 14.1 Entrepreneur or Manager? 4


Preparing and Planning to Manage

14.1

manager controlling
planning quality control program
strategic plans climate
tactical plans image
operational plans team building
organizing communication
directing

Section 14.1 Entrepreneur or Manager? 5


Preparing and Planning to Manage

Managers, Leadership,
and Teamwork
Each person in a business is a valuable resource.

Everyone works together toward a common goal.

Section 14.1 Entrepreneur or Manager? 6


Preparing and Planning to Manage

Entrepreneur and Manager

Once you open your manager a person who


business, you wear two is responsible for
directing and controlling
hats: that of an the work and personnel
entrepreneur and that of a of a business, or a
manager. particular department
within a business

Section 14.1 Entrepreneur or Manager? 7


Preparing and Planning to Manage

Performing Management
Functions
When managers are managing, they use a
series of activities called management
functions to achieve their objectives.

planning organizing

directing controlling

Section 14.1 Entrepreneur or Manager? 8


Preparing and Planning to Manage

Planning

The first step in managing is planning the act of


planning, determining setting goals, developing
strategies, and outlining
your business’s tasks and timelines to
objectives and how you meet those goals
are going to reach them.

Section 14.1 Entrepreneur or Manager? 9


Preparing and Planning to Manage

Planning

The three levels of planning are:

• strategic plans
• tactical plans
• operational plans

Section 14.1 Entrepreneur or Manager? 10


Preparing and Planning to Manage

Planning

Strategic plans are long- strategic plans long-


term plans that don not range objectives based
on long-term goals used
usually include a specific to map out a business
target date. for three to five years

Section 14.1 Entrepreneur or Manager? 11


Preparing and Planning to Manage

Planning

Tactical plans are medium- tactical plans


range plans that help midrange objectives that
focus on a period of one
ensure that you year or less, built on
accomplish specific specific objectives with
objectives to meet your target dates

plans.

Section 14.1 Entrepreneur or Manager? 12


Preparing and Planning to Manage

Planning

Operational plans are operational plans


short-term plans that short-term objectives
that help achieve tactical
bring tactical plans to life. plans, including policies,
rules and regulations,
and budgets for day-to-
day operations

Section 14.1 Entrepreneur or Manager? 13


Preparing and Planning to Manage

Organizing

Organizing people, organizing the


equipment, materials, and grouping of resources in
combinations that will
other resources is an help you reach your
essential part of objectives
managing.

Section 14.1 Entrepreneur or Manager? 14


Preparing and Planning to Manage

Directing

Directing the efforts of your directing the process of


people and resources will guiding and supervising
employees, often one-on-
help your company one, while they work
accomplish its planned
objectives.

Section 14.1 Entrepreneur or Manager? 15


Preparing and Planning to Manage

Controlling

The final step in managing, controlling the process


controlling, helps you of comparing expected
results (objectives) with
take corrective action if actual performance
things are not working out
as planned.

Section 14.1 Entrepreneur or Manager? 16


Preparing and Planning to Manage

Controlling

A quality control program quality control program


can prevent problems. a set of measures built
into the production
process to make sure that
products or services meet
certain standards and
performance requirements

Section 14.1 Entrepreneur or Manager? 17


Preparing and Planning to Manage

Establishing a
Positive Climate
The climate that exists in a climate the prevailing
new business is linked to atmosphere or attitude in a
business
the tone the manager
sets.

Section 14.1 Entrepreneur or Manager? 18


Preparing and Planning to Manage

Establishing a
Positive Climate
The three elements of a positive business
climate are:

• image
• team building
• communication

Section 14.1 Entrepreneur or Manager? 19


Preparing and Planning to Manage

Image

To begin building a positive image the mental picture


business climate, and feelings people have
when thinking about a
strengthen your business or its products or
company’s image with services
customers and in the
community.

Section 14.1 Entrepreneur or Manager? 20


Preparing and Planning to Manage

Team Building

Team building contributes team building the act of


to a positive climate by encouraging teamwork
through activities designed
allowing employees to to foster respect, trust,
pursue common goals. cooperation, camaraderie,
and communication
among employees

Section 14.1 Entrepreneur or Manager? 21


Preparing and Planning to Manage

Communication

Effective staff communication the


communication takes process of exchanging
information
place in an atmosphere of
respect and trust.

Section 14.1 Entrepreneur or Manager? 22


Preparing and Planning to Manage

Section 14.1 Entrepreneur or Manager?

14.1

1. Discuss the difference between the


entrepreneurial role and the management
role of a new business owner.

In the entrepreneurial role, the emphasis is on


starting the business. The management role
focuses on growing and expanding the business
and involves coordinating the people, processes,
and resources.

Section 14.1 Entrepreneur or Manager? 23


Preparing and Planning to Manage

Section 14.1 Entrepreneur or Manager?

14.1

2. Identify the key management functions.

The key management functions are planning,


organizing, directing, and controlling.

Section 14.1 Entrepreneur or Manager? 24


Preparing and Planning to Manage

Section 14.1 Entrepreneur or Manager?

14.1

3. List and explain the key elements in a


positive business climate.

The key elements in a positive business climate are


image (the mental picture and feelings people have
when they think about the business), team building
(activities designed to encourage teamwork), and
communication (the process of exchanging
information).

Section 14.1 Entrepreneur or Manager? 25


Preparing and Planning to Manage

14.2

• Name the three basic management styles.


• List the skills needed for managing.
• Explain the principles of management excellence.

Section 14.2 Management Styles and Skills 26


Preparing and Planning to Manage

14.2

To manage successfully and excel in leadership


situations, you must establish a management
style and draw on a specific set of skills.

Section 14.2 Management Styles and Skills 27


Preparing and Planning to Manage

14.2

situational management time management


human relations conceptual skills
nonverbal communication cooperative advertising
networking advertising agency

Section 14.2 Management Styles and Skills 28


Preparing and Planning to Manage

Adopting a
Management Style
Management style is the manner in which you
approach your management responsibilities.

Section 14.2 Management Styles and Skills 29


Preparing and Planning to Manage

Adopting a
Management Style
The three styles of management are:

• power-oriented
• routine-oriented
• achievement-oriented

Section 14.2 Management Styles and Skills 30


Preparing and Planning to Manage

Adopting a
Management Style
Good managers use situational management
situational management the style of adapting the
management approach to
as a supplement to their particular circumstances
basic approach.

Section 14.2 Management Styles and Skills 31


Preparing and Planning to Manage

Developing
Management Skills
To manage activities successfully, you must draw
on a specific set of skills.

These skills can be gained through education and


training and improved with practice and
experience.

Section 14.2 Management Styles and Skills 32


Developing Management Skills
Fundamental Management Skills

human relations
communication
networking
math
problem solving and decision making
technical
time management
conceptual

Section 14.2 Management Styles and Skills 33


Preparing and Planning to Manage

Human Relations

Human relations skills, human relations the


considered the most study of how people
relate to each other
important of the
management skills, are
tied closely to
communication skills.

Section 14.2 Management Styles and Skills 34


Preparing and Planning to Manage

Communication

Nonverbal communication nonverbal


is one of the communication
communication not
communication skills involving words,
essential to effective transmitted through
planning, organizing, actions and behaviors,
such as facial
directing, and controlling. expressions, gestures,
posture, and eye contact

Section 14.2 Management Styles and Skills 35


Preparing and Planning to Manage

Networking

You can use business networking the process


networking to discuss of building and
maintaining informal
mutual opportunities, solve relationships with people
problems, and share or whose friendship could
maximize resources. bring business
opportunities

Section 14.2 Management Styles and Skills 36


Preparing and Planning to Manage

Time Management

Time management can help time management the


managers because at any process of allocating time
effectively
given time, managers may
have several objectives to
accomplish.

Section 14.2 Management Styles and Skills 37


Preparing and Planning to Manage

Time Management

Time management techniques include:


• Set and prioritize goals.
• Delegate work when possible.
• Plan to spend specific blocks of time on specific
activities.
• Schedule activities on a planning calendar.
• Schedule most important work for times you do your
best work.
• Group activities for most efficient use of time.
• Handle or eliminate interruptions.
Section 14.2 Management Styles and Skills 38
Preparing and Planning to Manage

Conceptual Skills

As a small business conceptual skills skills


owner/manager, your that enable a manager to
understand concepts,
conceptual skills enable ideas, and principles
you to appreciate how
day-to-day decisions affect
your business’s future.

Section 14.2 Management Styles and Skills 39


Principles of Management Excellence

Take action.

Keep operations under control.

Listen to customers.

Keep organization simple, flexible, efficient.

Encourage employees to act independently

Keep business focused on what it does best.

Stress respect.

Instill commitment to values and objectives.

Section 14.2 Management Styles and Skills 40


Preparing and Planning to Manage

Section 14.2 Management Styles and Skills

14.2

1. Name the three basic management styles

The three basic management styles are power-


oriented, routine-oriented, and achievement-
oriented.

Section 14.2 Management Styles and Skills 41


Preparing and Planning to Manage

Section 14.2 Management Styles and Skills

14.2

2. List the skills needed for managing.

The skills needed for managing are human


relations, communication, networking, math,
problem solving and decision making, technical,
time management, and conceptual.

Section 14.2 Management Styles and Skills 42


Preparing and Planning to Manage

Section 14.2 Management Styles and Skills

14.2

3. Explain the principles of management


excellence.

The principles of management excellence are take action rather than


overanalyze plans; listen to customers and put yourself in their shoes;
encourage employees to act independently, be innovative, and treat the
business as if it were their own; stress respect for the individual; instill
commitment to values and objectives by staying in touch with employees;
keep the business focused on what it does best; keep the organization
simple, flexible, and efficient and do not overstaff; and keep operations
under control and keep an eye on detail.

Section 14.2 Management Styles and Skills 43


Preparing and Planning to Manage

Managing a
Virtual Workforce
Technology has made it easier for businesses to have
workers who work out of the office.

Virtual office can help a company save money as workers


telecommute, have e-meetings, and use instant
messaging.

Section 14.2 Management Styles and Skills 44


Preparing and Planning to Manage

Tech Terms
e-meeting
a meeting that takes place online or via a telephone conference call

groupware
software designed to be used by more than one person at more than
one location

Section 14.2 Management Styles and Skills 45


Preparing and Planning to Manage

Tech Terms
instant messaging
a software application that allows real-time communication between
two or more people through a network

telecommute
to work outside an office on a computer linked to the workplace via a
modem

Section 14.2 Management Styles and Skills 46


End of

Preparing and
Planning to
Manage

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