1. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. BUSN
14
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in
part.
Management, Motivation and
Leadership:
Bringing Business to Life
• What is the role of management and why is it
important to organizational success?
• What are the key theories and current practices of
motivation?
• What are the categories of business planning?
• What is strategic planning?
• What is the purpose of organizing as a
management function?
• What is the role of managerial leadership and key
leadership roles?
• What is the management control process?
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3. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Bringing Resources to Life
3
Achieving the goals of an
organization through planning,
organizing, leading, and
controlling organizational
resources including people,
money and time.
PLANNING
CONTROLLING
LEADINGORGANIZING

4. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Management Hierarchy: Levels of Responsibility
4
© 2009 South-Western, a division of Cengage Learning
4
Top
Management
Middle
Management
First Line
Management
• Articulate Vision
• Establish Priorities
• Facilitate Communication
• Coordinate Teams
• Train, Motivate, Evaluate
Employees
• Manage Daily Processes

5. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Management Skills:
Having What it Takes to Get the Job Done
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6. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivation: Lighting the Fire
6
• Good managers motivate others
to reach their best
• Motivated workers feel great
about work
• Workers who feel good,
produce more
• Diverse range of motivation
theories

7. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theories of Motivation:
Maslow’s Hierarchy of Needs Theory
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8. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theories of Motivation: Theory X and Theory Y
8
Theory X Assumptions Theory Y Assumptions
Workers dislike work and will
avoid it
Work is as natural as play or rest
—workers do not dislike it
Fear is motivating—coercion and
threats are vital
Rewards can motivate—people
can exercise self-direction and
self-control
People prefer to be directed,
avoiding responsibility
People can accept, and even seek
responsibility
Imagination, creativity, and
ingenuity is widely distributed
Intellectual capacity of average
workers is underutilized

9. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theories of Motivation: Job Enrichment
9
Creating jobs with meaningful
content, creative work:
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

10. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theories of Motivation: Expectancy Theory
10
Relationship among individual
effort, individual performance
and individual reward

11. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theory of Motivation: Equity Theory
11
Perception of
fairness directly
impacts worker
motivation

12. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivation Today
12
• Range of motivation approaches
• Engaged and productive workers
• Emphasis on corporate culture
• Expanded incentives
• Focus on training and
development

13. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Planning:
Figuring Out Where to Go and How to Get There
13
The planning function is
core to effective
management. The best
plans keep the organization
on track, but flexible.
• Cut Throat
Competition
• Rapid Change
• Economic
Uncertainty

14. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Planning:
Figuring Out Where to Go and How to Get There
14
Type of
Planning
Management
Level
Examples of Planning Questions and
Concerns
Strategic
Planning
Senior
Management
• Should we acquire a new company?
• Should we outsource?
Tactical
Planning
Middle
Management
• Should we invest in new equipment?
• Should we spend fewer ad dollars?
Operational
Planning
First line
management
• How should employees be scheduled?
• How should customers be greeted?

15. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Contingency Planning
How should we respond if our competitors
start a price war?
What should we do if the government
regulates our industry?
How can we restart our business if a natural
disaster destroys our plant?
How will we evacuate employees if terrorists
strike our headquarters?
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16. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Contingency Planning Paradigm
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17. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Planning: Setting the Agenda
17
• Define the mission
• Evaluate competitive position
• Set goals
• Create strategies
• Implement strategies
• Evaluate results and incorporate lessons

18. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Defining Your Mission
18
Organization’s purpose, values, and core goals, providing the
framework for all other plans.
State Farm's mission is to help people manage the
risks of everyday life, recover from the unexpected
and realize their dreams.
Google's mission is to organize the world's information and
make it universally accessible and useful.
Nike’s mission is to bring inspiration and innovation to every
athlete* in the world. *If you have a body, you are an athlete.

19. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Evaluating Your Competitive Position:
SWOT Analysis
19
Strengths, Weaknesses, Opportunities and Threats (SWOT)

20. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Setting Your Strategic Goals
20
Creating Your Strategies
 SWOT is a starting point
 Respond to environment
 Dynamic and flexible
Implementing Your Strategies
 Tactical planning
 Coordination of middle
managers
Evaluating Your Results and
Incorporating Lessons
 Continual process
 Controlling function
 Factor in lessons

21. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Goal Setting: Getting it Right
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22. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizing: Fitting Together the Puzzle Pieces
22
• Logical structure for people, their
jobs, and interaction
• Multiple options for structure
• Managers consider:
 Goals and objectives
 Products
 Technology
 Size
 Competitors
• Logical structure for people, their
jobs, and interaction
• Multiple options for structure
• Managers consider:
 Goals and objectives
 Products
 Technology
 Size
 Competitors

23. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Chart
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24. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Organization Considerations
24
• Degree of Centralization
• Span of Control
• Departmentalization
 Functional
 Product
 Customer
 Geographical
 Process

25. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Models
25
Staff Managers –
provide advice
and assistance.
Legal, Accounting, HR
Line Organization –
clear, simple
chain of command.

26. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matrix Organization
26
Project Manager
Matrix Organization –
• Brings together specialists to work on projects.
• No clear chain of command
• Effective for project type work
Functional
Manager

27. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Hybrid Departmentalization
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28. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership: Directing and Inspiring
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29. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Style
• Autocratic leaders hoard decision-making power
for themselves.
• Democratic leaders share power with their
followers.
• Free-reign leaders set objectives for their
followers but give them freedom to choose how
they accomplish those goals.
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30. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership: Power & Influence
Leadership traits go hand-and-hand with
power and influence
•Position provides a leader formal authority to
either reward or punish.
•Expertise comes from a person’s abilities and
experience.
•Personality comes from a person’s character.
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31. BUSN
14 Management, Motivation and Leadership: Bringing Business to Life
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Controlling: Making Sure It All Works
31
1. Establish clear performance
standards
2. Measure actual
performance against
standards
3. Take corrective action if
necessary

32. BUSN
14
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in
part.
Looking Back
• What is the role of management and why is it
important to organizational success?
• What are the key theories and current practices
of motivation?
• What are the categories of business planning?
• What is strategic planning?
• What is the purpose of organizing as a
management function?
• What is the role of managerial leadership and key
leadership roles?
• What is the management control process?
32