Management, Supervision, and Decision Making

1. CHAPTER2 Management, Supervision, and Decision Making 2.1 Increasing Management Effectiveness 2.2 Effective Supervision 2.3 Managing with Information

2. Management Roles • Communicators • Gather and use info appropriately • Ambassadors of organization • Relationship builders • Develop a positive, motivating environment • Interact effectively with others • Decision makers • Find new opportunities/improvements • In the process there is problems CHAPTER 2

3. Principles of Effective Management • Effective managers infuse management principles • Demonstrate commitment to the success of the organization • Take responsibility for developing and implementing plans to achieve the organization’s goals • Identify the resources and ensure they are available • Organize and coordinate the work to achieve efficient and effective operations • Recognize the importance of employees • Monitor activities and results CHAPTER 2

4. Principles of Effective Management • Consistent • Objective • Patient • Careful • Think long-term and short-term • Collaborate with others to see other points of view CHAPTER 2

5. The Supervisor’s Job • Responsibilities of supervisors • Subordinate: those who are working under you and subject to your authority • Communicate the goals and directions of management to employees • Explain employee concerns and ideas to management • Performance review: formal procedure that evaluates the work and provides feedback and future direction • Encourage employees to do their best work • Use resources efficiently CHAPTER 2

6. Managing Day-to-Day Activities • Work schedules: identify tasks to be done, who is completing them and within what time • Communicating with employees • Effective teams • Knowledge of responsibilities and available resources • Quality control: process of making sure work meets acceptable standards • Do not rush • Careful planning; classical management • Time management: managing work schedules to achieve maximum productivity CHAPTER 2

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9. Improving Supervisory Skills • Formal training • Work coach: an experienced manger who meets regularly with new manager to provide feedback and advice • Self-directed training • On-the-job training CHAPTER 2

10. Using Management Information • Management information systems: computer-based system that stores, organizes and provides info about a business • MIS aids in controlling aspect of business • What-if analysis:explores outcomes of various scenarios • Business research • Market • Product CHAPTER 2

11. Decision Making • Problems and decision making • Steps in problem solving • Identify the problem • List possible solutions • Analyze the solutions • Select the best solution CHAPTER 2

12. Decision Making • Problem: difficult situation requiring a solution • Symptom: an indication there is a standing problem • Sweater is not selling • In-effective market research • Unpopular material/design • Better for foresee problems so it can be fixed fast CHAPTER 2

13. Problem-Solving Process CHAPTER 2

14. Contingency Planning • Contingency plan:an alternative course of action to be followed if a specific problem arises • Alternative approaches CHAPTER 2