- - AGRICULTURAL CORE CURRICULUM - - (CLF1000) Advanced Core Cluster: AGRICULTURAL BUSINESS MANAGEMENT (CLF1250) Unit Title: MANAGEMENT FUNCTIONS ______________________________________________________________________________ (CLF1253) The Role of a Manager Time Years 4 Hours 3 / 4 ______________________________________________________________________________ Topic Objectives: Upon completion of this lesson, the student will be able to: Learning Outcome #: (C-2) - Explain the role of a manager. Special Materials and Equipment: References: Downey, W. David, & Erickson, Steven P. (1987). AGRIBUSINESS MANAGEMENT (2nd ed). New York: McGraw-Hill. Downey, W. David (1982). AGRIBUSINESS MANAGEMENT INSTRUCTOR MANUAL. New York: McGraw-Hill. Erickson, Steven P. (1981). AGRIBUSINESS MANAGEMENT STUDY GUIDE. New York: McGraw-Hill. USDA. (August 1974). "Employment in Agricultural and Agribusiness Occupations," ERS 570. Evaluation: Unit Exam TOPIC PRESENTATION: THE ROLE OF A MANAGER A. Today's Agribusiness Manager 1. A good agribusiness manager is: a. Technically knowledgeable about the firm's product or service b. A good communicator c. An effective motivator d. Proficient in the skills of management 1) Marketing 2) Forecasting 3) Budgeting 4) Accounting 5) Finance 6) Personnel e. Able to mix the right combination of people and resources to get the highest long-run profit. f. Able to complement and carry out the agribusiness goals and objectives utilizing the five management functions--planning, organizing, directing, coordinating, and controlling--with a high degree of communication and motivation. B. An Agribusiness Manager's Responsibilities Through the PODCC Functions 1. Plans by thinking through ahead of time what to do, determining the essential steps, and acquiring the human, financial, and material resources needed. This involves establishing: a. Forecasts - Looks ahead to estimate the problems and opportunities of the future. b. Objectives - Defines specific objectives to be achieved and the steps necessary to achieve the objectives. c. Policies - Explains and ensures the conformance of standing policies and decisions regarding operation, management, and personnel. d. Schedules - Establishes time limits within which work will be completed. e. Recordkeeping and Accounting Systems - Show financial position and past performance. 2. Organizes by coordinating the work team's efforts and resources toward a common objective. a. Establishes an Organizational Structure - Arranges and groups the work to form sound, balanced, organizational units with a maximum of efficiency and a minimum of wasted resources. b. Delegates Authority and Responsibility - Entrusts responsibility to others and establishes accountability for results. c. Establishes Effective Working Relationships - Promotes the conditions necessary for effective teamwork. 3. Staffs by employing and assigning capable people to accomplish objectives, and ensures that the staff employees develop professionally and personally. a. Employs - Ensures that the most suitably qualified people are hired for or transferred to allocated positions. b. Initiates - Starts and ensures the smooth transition of members of the team. c. Develops - Improves attitudes, abilities, skills, and knowledge of the employees. 4. Directs by allocating and assigning personnel to specific tasks. a. Establishes Accountability - Specifies responsibilities and objectives for results according to established criteria. b. Encourages Autonomy - Allows key people to perform and achieve. c. Delegates - Ensures that work is properly delegated and that expected results are known and understood. 5. Coordinates marketing, finance, production, and personnel. a. Takes Corrective Action - Improves results by bringing variance into line. b. Develops Performance Standards - Establishes criteria or objectives for performance by each person or by the team. c. Evaluates Results - Appraises performance and accomplishments by comparing actual performance with established criteria or standards. 6. Controls purchasing, production, marketing, and financial operation. a. Evaluates productive efficiency and establishes production goals. b. Develops production schedules. c. Establishes product quality control measures. C. Some characteristics of an effective agribusiness manager are: 1. Has a high concern for communication 2. Has ability and interest in working with people 3. Is self-assured and confident 4. Has the ability to make correct decisions 5. Creates enthusiasm by motivation 6. Possesses self-control and self-esteem 7. Is considerate of others and sensitive to their attitudes and needs 8. Is tactful and diplomatic 9. Understands and solves problems 10. Analyzes facts 11. Sets and maintains high standards 12. Is tolerant and patient 13. Organizes and manges time and priorities 14. Is honest and objective 15. Is persuasive and skilled at negotiation 16. Is a trainer and educator 17. Is cost and quality conscious 18. Is an active listener 19. Is willing to coach and counsel 20. Is firm and fair 21. Is perceptive and alert 22. Is results- and achievement-oriented 23. Is dedicated and loyal 24. Accepts and adjusts to adversity and constructive criticism 25. Recognizes and deals with stress 26. Speaks and writes clearly and correctly 27. Encourages participation and commitment 28. Accepts increasing responsibility 29. Pursues personal and group excellence 30. Is flexible and resilient D. The Human Relations Role of the Agribusiness Manager 1. Human Relations a. All people have the same basic nature, the same human needs. In a given culture, they are likely to have very similar or even identical desires and aspirations. They differ in the quantity, not the quality, of the factors in their makeup. b. It is not possible to cover all individuals' psychological needs, but the following are the most significant: 1) The need to be different 2) The need for independence and self-esteem 3) The need to experience success, adequacy, and self-esteem 4) The need for development 5) The need for defense 6) The need for attention and approval 7) The need to belong and conform 8) The need to participate and contribute c. Human Relations Principles that Lead to Avoidance of Problems 1) Avoid playing God 2) Discard stereotypes 3) Accept people as they are 4) Act like a scientist 5) Be sensitive to feedback 6) Be wary of delusions of difference 7) Be aware of your behavior E. How to Improve Human Relations with Employees 1. Basic Principle: People tend to like those who agree with them in some way and they tend to dislike those who seemingly always disagree. a. How to disagree when you must: 1) Do not "disagree"! Simply offer "another idea," an "additional thought," or "my experience has been" 2) Make it "OK" for the other person to feel the way he/she does. 3) Make it easy for the other person to change without conceding or losing face. 4) Avoid "win-lose" situations. 5) Never say to someone, "You are wrong." 6) "Look agreeable when you disagree." 2. Basic Principle: Influencing people is accomplished by presenting your idea in terms of what they want. a. "Convince" by using the "third party success story." Say what you want to say through someone else. b. Do not try to "prove" anything to other people; simply present evidence and let them decide for themselves. 3. Enhancing Interpersonal Relations a. Avoid attacking-type criticism; learn how to constructively criticize. b. Develop "an eye and an ear" for noticing the positive aspects of others' being and behavior. c. Remember to use people's names correctly. d. Ask for others' opinions, help, and ideas. e. In potentially explosive situations, emphasize areas of agreement first. f. Pressing a point through force is unproductive. Use illustrative examples to make a point. g. Always be on time, or call ahead if necessary. h. Learn to express appreciation and good feelings for others; do it for the everyday things people do. i. Accept others' "thanks" graciously. j. Learn the powerful effect of attentive listening. F. Problem Solving for the Agribusiness Manager 1. Features and Information for Problem Solving a. Managing is problem solving. b. Even with full use of all skills and management techniques, all problems cannot be prevented. c. A problem is anything on which corrective action must be taken. A problem is a trouble spot (large or small), a "challenge." d. Problems require common sense solutions. e. Reacting with emotions--anger, frustration, for example--prevents rational decisions. f. Problem solving skills can be refined through practice. g. Skills in understanding individuals, in sizing up situations, and in working with people can be developed. 2. The Four-Step Method of Problem Solving a. Get the Facts 1) Assemble all pertinent documents, records, contracts. 2) Find out what laws, rules, and customs apply. 3) Determine what theories and principles apply to the situation. 4) Determine the size, scope, and seriousness of the problem. 5) Assess the positions and attitudes of the people involved. b. Weigh and Decide 1) Fit the facts together. Look for gaps and contradictions. 2) What possible actions are there? (There are usually several possible actions if all of the facts are weighed.) 4) Evaluate the likely outcome of each possible action/strategy; consider the possibilities of different solutions within the total circumstances of the situation. 5) Consider objectives and the effects of possible actions on the individual, the group, overall production, business operation. c. Take Action 1) Decide whether or not professional assistance is necessary. 2) Be mindful of the timing of the action. Timing influences the effectiveness of what is done. 3) Don't procrastinate. Most problem situations worsen over time. d. Check Results 1) Compare actual outcomes with anticipated outcomes. 2) Determine if and how similar problems could be prevented in the future. _________________________________________________________ ACTIVITY: 1. There have been three injury accidents involving machinery in the past three months. Two of the injured employees are still unable to work. Consider varying solutions to the problems of 1) how to prevent future injury accidents, 2) how to minimize the financial losses resulting from the accidents, and 3) how to meet the production goals of the firm. _________________________________________________________ 12/16/91 BF/EEZ/sg #%&C