CHAPTER 2

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

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
NLPS – CTE STANDARDS CHAPTER 2

Management Fundamentals Standard 7143.D1.1

Define management, managers, and the basic management functions.

Learning Objectives
What
1. Identify three important roles successful managers play in organizations.
2. Explain how managers use resources to accomplish the work of an organization.
3. List and explain accepted management practices.

How
Through instruction, collaboration, individual and/or group work and discussion, multimedia
resources, and teacher feedback.

Why
Students will be able to:
Explain the importance of managers carrying out the three roles they play in a business in order
for the business to be successful.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 CHAPTER 2
2.1 Increasing Management
Effectiveness
Learning Outcomes
2.1.1 Identify three important roles successful managers
play in organizations.

2.1.2 Explain how managers use resources to

accomplish the work of an organization.

2.1.3 List and explain accepted management practices.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 3
 CHAPTER 2
Key Terms

● Management role
● Management principles

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 4
 CHAPTER 2
Management Roles
Management role is a common set of activities that make up an important part of a manager’s job.

There are 3 roles of successful managers:

1.Communicators - gather, use appropriately, and share information, frequently and clearly
"spokesperson.”
2.Relationship Builders - OUTSIDE- represent the organization and maintain effective relationships
with others. INSIDE- develop a positive, motivating environment, interact effectively with other
managers, develop and support subordinates, and work to resolve conflicts.
3.Decision Makers - look for new opportunities, and areas for improvement. Determine the best way to
allocate resources to meet the needs of the organization. Solve problems and take corrective action
but also recognize and reward success.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 5
 CHAPTER 2
✔ CHECKPOINT
What are the three roles of successful managers?
• Communicator
• Relationship Builder
• Decision Maker

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 6
 CHAPTER 2
Getting Work Accomplished
Resources available to managers
1. Employees
2. Money
3. Facilities
4. Equipment
5. Materials

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 7
 CHAPTER 2
Planning the Effective Use of
Resources

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 8
 CHAPTER 2
✔ CHECKPOINT

How can managers make effective decisions about how the work of
an organization is accomplished?

Managers must carefully consider how each of the types of

resources can be used most effectively as they plan, organize,
staff, lead, and control the work of the organization.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 9
 CHAPTER 2
Principles of Effective Management
(7)

Management principles are the fundamental guidelines for the decisions and actions of
managers.

1. Effective managers demonstrate commitment to the continued success of

the organization.
2. Effective managers take responsibility for developing and implementing
plans to achieve the organization’s goals.
3. Effective managers identify the resources the organization needs and
ensure they are available when and where needed.
4. Effective managers organize and coordinate the work of the organization in
a way that achieves efficient and effective operations.
5. Effective managers recognize the importance of employees and balance
employee needs with the goals and work processes of the organization.
6. Effective managers monitor activities and results to identify ways the
organization can be improved.
7. Effective managers prepare carefully for their work.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 10
 CHAPTER 2
✔ CHECKPOINT

What are management principles?

Management principles are the fundamental guidelines for the

decisions and actions of managers.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 11
 CHAPTER 2
2.2 Effective Supervision

Learning Outcomes
2.2.1 Identify the responsibilities of supervisors.

2.2.2 Describe the day-to-day management activities

of supervisors.

2.2.3 Discuss the ways that businesses can improve

the skills of supervisors.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 12
 CHAPTER 2
Key Terms

● Subordinate

● Performance review

● Work schedules

● Time management

● Quality control

● Work coach

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 13
 CHAPTER 2
The Supervisor’s Job
Subordinate is any individual who is subject to the authority and control of
another person.

Responsibilities of Supervisors (5)

1. Communicate the Goals and Directions of Management to Employees
⮚ Make sure your goals are clear
⮚ Make sure your goals are realistic
⮚ Get the whole leadership team on board
⮚ Use a variety of communication channels
⮚ Share updates and success stories
⮚ Performance plans should reflect company goals

2. Explain Employee Concerns and Ideas to Management

✔ Supervisor asks employees for their opinions
✔ Employees are often the first to see issues on the frontlines, so their input
can really help managerial decision making.
✔ When employees share good ideas and bring up concerns or problems,
organizations innovate and perform better.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 14
 CHAPTER 2
The Supervisor’s Job (continued)
Responsibilities of Supervisors (continued)
3. Evaluate and Improve Employee Performance
✔ Provide timely and constructive feedback
✔ Address performance problems in a proactive way to solve them faster
✔ Identify company and employee achievements
✔ Properly communicate expectations
✔ Be fair and reasonable while assessing an individual's performance

Performance review is a formal assessment in which a manager

evaluates an employee's work performance, identifies strengths and
weaknesses, offers feedback, and sets goals for future performance.

4. Encourage Employees to Do Their Best Work

✔ Set goals and recognize success
✔ Listen. One of the biggest motivating factors for employees is the feeling that their
wants and needs are heard at work.
✔ Pay your employees well
✔ Create a good work culture
5. Use Resources Efficiently
What is the most important resource in a business?

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 15
 CHAPTER 2
✔ CHECKPOINT

List responsibilities that are common to all supervisors.

• Communicating goals and directions

• Keeping management informed

• Evaluating and improving employee performance

• Motivating employees

• Using resources wisely

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 16
 CHAPTER 2
Managing Day-to-Day
Activities
Scheduling Work

Work schedules are documents that identify the tasks to be done, employees assigned
to the work, and the time frame for completion of each task.

Time management involves managing work schedules to achieve maximum productivity.

Communicating with Employees is the sharing of information, ideas, and feelings

between employees and managers of a company.
❑What are ways managers can effectively communicate with employees?

Controlling Quality
Quality control is the process of making sure work meets acceptable standards.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 17
 CHAPTER 2
Common Tools Used by
Supervisors

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 18
 CHAPTER 2
✔ CHECKPOINT

What are some common management tools used by supervisors, and

how does each help with day-to-day management responsibilities?

• Common tools include work schedules, memos and reports,

and evaluation checklists.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 19
 CHAPTER 2
Improving Supervisory Skills

Many companies help supervisors develop their skills by paying for

them to attend management classes or sending them to management
development programs.

Work coach is an experienced manager who meets regularly with a

new manager to provide feedback and advice.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 20
 CHAPTER 2
✔ CHECKPOINT

How does a work coach help a new supervisor?

A work coach meets regularly with a new supervisor to provide

feedback and advice and help the manager succeed.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 21
 CHAPTER 2
Bell Ringer 9/25/2024
Posted in Google Classroom

What are the responsibilities that

are common to all supervisors?
Check all that apply.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 CHAPTER 2
2.3 Managing with Information

Learning Outcomes
2.3.1 Explain how management information systems and
business research help managers with planning and
controlling activities.
2.3.2 Identify the four steps in the problem-solving
process and how the process supports decision making.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 23
 CHAPTER 2
Key Terms

● Management information system (MIS)

● What-if analysis

● Problem

● Symptom

● Contingency plan

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 24
 CHAPTER 2
Using Management
Information
Using Management Information Systems

Management information system (MIS) is a computer-based system that stores,

organizes, and provides information about a business.
❖ Five components comprise a management information system: people, business
processes, data, hardware, and software. To accomplish corporate goals, each of
these components must cooperate.

What-if analysis is a systematic way to explore the consequences of specific

choices using computer software.
❖ It is the process of changing the values in cells to see how those changes will
affect the outcome of formulas on the worksheet. Three kinds of What-If Analysis
tools come with Excel: Scenarios, Goal Seek, and Data Tables. Scenarios and
Data tables take sets of input values and determine possible results.

Business Research
Business research is a process of acquiring detailed information of all the areas of
business and using such information in maximizing the sales and profit of the business.
❖can be done through surveys, product testing, interviews, and focus groups

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 25
 CHAPTER 2
Decision Making
Problems and Decision Making
• Problem is a difficult situation requiring a solution.

Steps in Problem Solving

• Symptom is a sign or indication of something that appears to be the problem.

Contingency Planning
• Contingency plan is an alternative course of action to be followed if a specific
problem arises.
• A contingency plan is a plan for a “what if” scenario that could ruin your
project or business. A simple example of a contingency plan is to backup all
website data in case a website gets hacked. If this scenario happens, it's
easy to restore the data after regaining access and changing passwords.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 26
 CHAPTER 2
Problem-Solving Process

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 27
 CHAPTER 2
✔ CHECKPOINT

List the seven steps in problem solving.

1. Identify the problem

2. Gather relevant information
3. Determine alternative courses of action
4. Evaluate each alternative
5. Select an optimal solution
6. Implement the decision
7. Evaluate the decision and make changes (if needed)

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 28
 CHAPTER 2
CHAPTER 2 ASSIGNMENT 9/26/24-9/27/24
Posted in Google Classroom
Please answer the following questions, in detail, on the google doc assigned to you. By the
meaning in detail, you should have at least 4-8 sentences for each response.

1. As a manager, why is it important to build relationships with people inside and outside of your
organization? Explain in detail for both inside and outside.

2. As a manager, you will be responsible for managing the day to day activities. And one of the
ways to manage those activities is with time management. List 2 methods in which you can
exercise time management. Explain each method in detail.
» For example, setting daily reminders. By setting daily reminders, I can ensure
that I don't forget important tasks and can complete them promptly. It can also
help me stay organized and focused on the most critical tasks. Reminders can
help me prioritize tasks and keep the most important things at the top of my to-do
list.

3. As a manager, you will have to make decisions that affect the company. List 2 difficult
decisions that you will have to make. Explain in detail.
» For example, selecting which employee or employees would be laid off. I
may have salespeople who consistently exceed targets, or customer service
representatives who are better at retaining customers. A merit-based layoff
selection method would allow me to retain these high-performing employees while
letting go of those whose records show they are underperforming.

© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Slide 29