In this presentation, you will serve as a consultant by applying concepts that you learned in class and applying them to organizational problems at a company that you have either persona

3/8/23, 12:21 AM M8: Final Presentation

https://montclair.instructure.com/courses/170025/assignments/1542692 2/3

Criteria Ratings Pts

10 pts

15 pts

25 pts

25 pts

25 pts

25 pts

Grammar/Spelling/Readability 10 to >9.0 pts Excellent

Presentation has no spelling or grammar issues, and reads smoothly.

9 to >7.0 pts Acceptable

Presentation has a minor grammar or spelling error.

7 to >4.0 pts Minimally Acceptable

Presentation has a few grammar or spelling errors.

4 to >0 pts Unacceptable

Presentation has so many grammar or spelling errors that it is difficult or impossible to understand.

Introduction/Background about the company. Needs to include the name of the company, mission of the company, size (how many employees at the location where you worked), location, and product/service provided

15 to >14.0 pts Excellent

Includes the name, mission, size, location, and service provided.

14 to >12.0 pts Acceptable

12 points if missing one of the following: name, mission, size, location, or product/service provided.

12 to >9.0 pts Minimally Acceptable

9 points if missing two of the following: name, mission, size, location, or product/service provided.

9 to >6.0 pts Unacceptable

6 points if missing three of the following: name, mission, size, location, or product/service provided

6 to >0 pts No Marks

3 points if missing four of the following: name, mission, size, location, or product/service provided and 0 points if none of this information is provided.

Problem #1 – Clearly identify AND describe the first organizational problem.

25 to >24.0 pts Excellent

The problem in the organization is clearly identified and described. It is clear what the problem is and why it specifically is a problem for the company.

24 to >15.0 pts Acceptable

The problem is clearly identified but the description is vague as to WHY this is specifically a problem for the company.

15 to >1.0 pts Unacceptable

The problem is not clearly identified and the reasoning for WHY this is specifically a problem for the company is vague or not present.

1 to >0 pts Not present

There is no problem identified or the problem and the reasoning that is identified is not relevant to the course material.

Description of the specific concept that you learned from class that can be used to help fix and address Problem #1 that you identified.

25 to >24.0 pts Excellent

There is a specific and clear description of the relevant course material and how that material can be applied to help address and fix the first problem identified.

24 to >15.0 pts Acceptable

There is a clear description of a solution that could fix the problem but the class material referenced is vague.

15 to >1.0 pts Minimally Acceptable

There is a vague description of the problem and/or there is no specific material from class that is referenced.

1 to >0 pts Not Present

There is no identification of a solution and no specific material from class that can be applied to fix the problem.

Problem #2 – Clearly identify AND describe the second organizational problem.

25 to >24.0 pts Excellent

The problem in the organization is clearly identified and described. It is clear what the problem is and why it specifically is a problem for the company.

24 to >15.0 pts Acceptable

The problem is clearly identified but the description is vague as to WHY this is specifically a problem for the company.

15 to >1.0 pts Unacceptable

The problem is not clearly identified and the reasoning for WHY this is specifically a problem for the company is vague or not present.

1 to >0 pts Not present

There is no problem identified or the problem and the reasoning that is identified is not relevant to the course material.

Description of the specific concept that you learned from class that can be used to help fix and address Problem #2 that you identified.

25 to >24.0 pts Excellent

There is a specific and clear description of the relevant course material and how that material can be applied to help address

24 to >15.0 pts Acceptable

There is a clear description of a solution that could fix the problem but the class

15 to >1.0 pts Minimally Acceptable

There is a vague description of the problem and/or there is no specific

1 to >0 pts Not Present

There is no identification of a solution and no specific material from

3/8/23, 12:21 AM M8: Final Presentation

https://montclair.instructure.com/courses/170025/assignments/1542692 3/3

Total Points: 140

Criteria Ratings Pts

10 pts

5 pts

and fix the second problem identified.

material referenced is vague.

material from class that is referenced.

class that can be applied to fix the problem.

Conclusion – Summary of how the company would be more successful by improving their management practices as discussed in this course.

10 pts Excellent

There is a clear summary of how the company would specifically be more successful if they implemented the management practices recommended in the paper.

10 to >5.0 pts Minimally Acceptable

There is a summary identifying the two solutions proposed in the paper but there is no clear connection made as to how these solutions would specifically help the company be more successful.

5 to >1.0 pts Unacceptable

The two solutions proposed are not mentioned at all in the conclusion paragraph and there is no mention of how these solutions would specifically help the company be more successful.

1 to >0 pts No Marks

There is no conclusion.

Text on Slides 5 pts Excellent

There is an appropriate amount of text on each slide.

5 to >3.0 pts Minimally Acceptable

There is too much text per slide or the text is not provided in a way that is easy for the reader to understand

3 to >0 pts Unacceptable

There are excessive amounts of text on the majority of the slides in the presentation.

MGMT 300 Integrated Core: Management

Management and the Four Functions

Management Defined

Management: process of reaching organizational goals by working with and through people and other organizational resources

Management Characteristics

• Process or series of continuing and related activities

• Involves and concentrates on reaching org goals

• Reaches these goals by working with & through people & other org resources

Three main characteristics:

Four Main Management Functions

Planning

Organizing

Leading

Controlling

Four Main Management Functions

What are we planning and why do

we need to plan?

Planning

Organizing

Leading

Controlling

Main Management Functions: Planning

Planning: • Choosing tasks that must be performed to attain

organizational goals • Indicating when they should be performed • Concerned with org success in both short-term and

long-term

Main Management Functions: Planning

Planning Stage Questions:

• What am I trying to accomplish? What is my objective? • What resources do I have and what do I need to accomplish

org goals? • What methods and means do I need to use to achieve the

goals? • Is my plan of action the best one for the org?

Four Main Management Functions

What are we organizing and why do we need to organize?

Planning

Organizing

Leading

Controlling

Main Management Functions: Organizing

Organizing: • Assigning the tasks developed under the planning

function • Creating a mechanism to put plans into action • Being flexible and adaptable to meet challenges

Main Management Functions: Organizing

Organizing Stage Questions:

• Who should be assigned to what tasks? • Who should be making decisions? • How can departments be connected to ensure proper

communication? • How can coordination between departments be best

achieved?

Four Main Management Functions

Why do we need to lead?

Planning

Organizing

Leading

Controlling

Main Management Functions: Leading

Leading: • A.K.A. motivating, communicating, or directing • Concerned primarily with people within orgs • Guiding the activities of org members in appropriate

directions

Main Management Functions: Leading

Leading Questions:

• How are employees best motivated? • What style of leadership is best for the company or

department? • How can employees best be directed to accomplish

tasks?

Four Main Management Functions

What is controlling? Why do we need to

control?

Planning

Organizing

Leading

Controlling

Main Management Functions: Controlling

Controlling: • Gather information that measures recent performance

within the org • Compare present performance to established

performance standards • Determine whether the org should be modified to meet

standards

Main Management Functions: Controlling

Controlling Questions:

• How can plans be monitored to ensure they are helping the org?

• How can appropriate standards for performance be established so that we can control performance according to those standards?

• How can we measure org performance?

Main Management Functions

The performance of the four functions all depend on each other

MGMT 300 Integrated Core: Management

The Management Process and Resource Use

MGMT Process and Org Resources Organizational

Resources

 People  Money  Raw Materials  Capital Resources

MGMT Process and Org Resources Organizational

Resources

 People  Money  Raw Materials  Capital Resources

Production Process

Inputs Finished Products

Outputs

 Goods  Services

Using Resources • What do you think of when I say the word efficiency?

What does efficiency mean?

• How about effectiveness? What does effectiveness mean?

• Can an organization be effective but not efficient? Efficient but not effective? How?

Using Resources

Managerial effectiveness:

MGMT’s use of organizational resources in meeting organizational goals

Managerial efficiency:

Proportion of total organizational resources that contribute to productivity during the manufacturing process

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals and not wasting resources

Reaching goals and not wasting resources

Inefficient Not reaching goals and wasting resources

Reaching goals and wasting resources

Ineffective Effective

R ES

O U

R C

E U

SE

MGMT 300 Integrated Core: Management

Levels of Management and Management Skill

Universality Principle of Management

Basic ingredients of successful management

are applicable to all organizations!

Levels of Management Top managers

Make long-term decisions about the direction of the org & establishes policies

Middle managers Implement policies of top MGMT and supervise/coordinate activities of

first line managers

First-line managers Make short-term operating decisions and direct non-managerial

personnel

Management Skill

Management skill: the ability to carry out the process of reaching org goals by working with and through people and other org resources

Management Skill Classic View: • Technical Skill: ability to apply

specialized knowledge and expertise

• Human Skill: ability to build cooperation with others

• Conceptual Skill: ability to see the org as a whole

Management Skill

Top Management

Middle Management

First-line Management

Conceptual Skills

Human Skills

Technical Skills

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300 Integrated Core: Management

Challenges to Exceptional Management

Challenge #1: Staying Ahead of Rivals Competitive advantage: ability of an org to produce goods/services more effectively than competitors do to outperform them

• Be responsive to customers

• Innovate

• Have quality

• Have efficiency

Challenge #2: Managing New Technology

• Knowledge of e-commerce and e-business

• Artificial intelligence  more automation in the workforce

• Telecommuting and video conferencing

Challenge #3: Managing for Diversity

Increasing diversity in:

• Gender

• Race/Ethnicity

• Age

• Sexual Orientation

Challenge #4: Managing for Globalization

• Globalization: increasingly interconnected nature of business around the world

• Companies have to be prepared to operate and interact with different cultures

Challenge #5: Managing for Ethical Standards

• Under pressure, managers can find themselves in ethical dilemmas

• Enormous repercussions when people fail to follow ethical standards.

Challenge #6: Managing for Sustainability

Sustainability: economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

Challenge #7: Managing for Meaningfulness

Meaningfulness: sense of belonging to and serving something that you believe is bigger than yourself

MGMT 300 Integrated Core: Management

What is Planning?

Planning Definition

Planning: process of determining how the organization can get where it wants to go and what it will do to accomplish its objectives.

Why Plan? • To minimize risk by reducing uncertainties

• To increase the degree of organizational success

• To establish a coordinated effort within the org

• To ensure integration among org units

Overall  planning helps orgs reach objectives

Planning Advantages and Disadvantages

Advantages

• Helps managers to be future-oriented

• Enhances decision coordination

• Emphasizes organizational objectives

Disadvantages

• If overemphasized  can take up too much managerial time.

• Managers must balance organizing, influencing, and controlling

MGMT 300 Integrated Core: Management

Types of Plans

Two Types of Plans

Standing plan: used over and over again because it focuses on org situations that occur repeatedly Single-use plan: focuses on

unique or rare situations within the org

Two Types of Plans

Includes:

• Policies: standing plans that furnish broad guidelines for taking action that are consistent with organizational objectives

• Procedures: standing plans that outline a series of related actions that must be taken to accomplish a particular task

• Rules: standing plan that designates specific required actions

Standing plan: used over and over again because it focuses on org situations that occur repeatedly

Two Types of Plans

Includes things like: • Programs: single-use plan that is designed to carry out a special project

within the org

• Budgets: single-use financial plan that covers a specified length of time. Details how funds will be spent and maintained

Single-use plan: focuses on unique or rare situations within the org

MGMT 300 Integrated Core: Management

Steps in the Planning Process and Objectives

Steps in the Planning Process State organizational objectives

What is an Objective?

What is an objective?

Planning Starts With Objectives Organizational objective: target toward which the open management system is directed

Proper objectives reflect the purpose of the org

Nike’s Organizational Purpose

To bring inspiration and innovation to every athlete in the world

Their objectives should therefore be based on this purpose

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Steps in the Planning Process State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

MGMT 300 Integrated Core: Management

Objective Areas and Guidelines for Setting Objectives

Areas for Organizational Objectives

OBJECTIVES

Managers should strive to set objectives in many different areas that enable success of the organization

Areas for Organizational Objectives

OBJECTIVES

Market Standing

Innovation

Worker performance and attitudes

Physical and financial resources

Managerial performance and development

Public responsibility

Productivity

Profitability

Guidelines for Making Objectives 1. Involve org members in setting

objectives 2. Be specific and clear 3. Tie objectives to actions 4. Pinpoint expected results 5. Set stretch goals 6. Specify time frame for goals 7. State objectives clearly and simply

MGMT 300 Integrated Core: Management

Management by Objectives

Management by Objectives 1. Org objectives

reviewed

2. Worker objective set

5. Rewards given

6. MBO for next normal operating

period begins

3. Progress monitored

4. Performance evaluated