Job and Rolemanagement

processBy sujith bhaskar R

Management Information System has been

used differently by various authors. It is

defined here as a formal system of gathering,

integrating, comparing, analyzing, and

dispersing information internal and external to

the enterprise in a timely, effective, and

efficient manner.

Causes of Negative Deviations from Standards

Uncertainty

Lack of knowledge, experience, or judgement

Questionable Assumptions Underlying Direct Control

Assumption that performance can be measured.

Assumption that personal responsibility exists

Assumption that the time expenditure is warranted

Assumption that mistakes can be discovered in time

Assumption that the person responsible will take corrective steps.

Assumptions of the Principle of Preventive Control

Assumption that qualified managers make a minimum of errors

Assumptions that management fundamentals can be used to measure performance

Assumption that the application of management fundamentals can be evaluated.

Developing Excellent Managers Instilling a Willingness to Learn

Accelerating Management Development

Planning for Innovation

Measuring and Rewarding Management

Tailoring Information

Expanding Research and Development in Tools and Techniques

Developing More Managerial Inventions

Creating Strong Intellectual Leadership

THE PLANNING-CONTROLLING LINKPlanning

Controlling

Leading

Organizing

Goals Objectives Strategies Plans

Standards Measurements Comparisons Action

Motivation Leadership Communication Individual and group behavior

Structure Human resources management

QUALITIES OF AN EFFECTIVE CONTROL SYSTEM

1. Accuracy

2. Timeliness

3. Economy

4. Flexibility

5. Understandability

6. Reasonable criteria

7. Strategic placement

8. Emphasis on the exception

9. Multiple criteria

10. Corrective action

Key areas that enable both managers and organisations to increase their effectiveness Dealing competently with organisational politics

Successfully managing change

Confronting ethical issues and dilemmas

Developing the role of women managers

Ensuring personal ‘survival’ and career success in organisations

Safeguarding personal health in a stressful environment.

The need to develop effective managers Exploit future opportunities and potential

Adapt successfully in the face of major change

Develop new markets and products

Retain and motivate employees

Create and sustain an effective management team

Survive and prosper.

Management Development is defined as under:

A conscious and systematic process to control the development of managerial resources in the organisation for the achievement of goals and strategies.

(Molander, 1986)

An attempt to improve managerial effectiveness through a planned and deliberate learning process.

(Mumford, 1987)

The function which from deep understanding of business goals and organisational requirements, undertakes (a) to forecast need, skill mixes and profiles for many positions and levels (b) to design and recommend the professional, career and personal development programmes necessary to ensure competence (c) to move from the concept of ‘management’ to the concept of ‘managing’.

(Beckhard, quoted in Storey, 1989)

Developing the manager: an open systems view

INPUTS TRANSFORMING OUTPUTS

Resources Management education More effective organisation

Values, attitudes Training and individual behavior?

Strategic objectives Coaching and mentoring New attitudes, values?

Expectations Projects and secondments Commitment?

Existing skills New experiences Motivation?

and knowledge New responsibilities Loyalty?

etc. etc. etc.

Performance feedback (formal and informal)

INFLUENCES FROM OTHER SUBSYSTEMS AND THE ORGANISATION’S ENVIRONMENT

(culture, technology, social, economic, etc.)

Internal and external influencers: Management Development

Internal influencers External influencers

Culture Technology

Structure Government/politics

Strategic goals Macro-economic factors

Organisation size Social change

Organisation growth Market forces

Ownership Demographic change

Power distribution and politics Professional groups

Individual goals Education system

STRATEGY

The broad program for defining and achieving

an organization’s objectives; the organization’s

response to its environment over time.

STRATEGY AS THE GRAND PLAN

The concept of strategy is ancient. The word itself comes from the Greek strategeia, which means the art or science of being a general. Effective Greek generals needed to lead an army, win and hold territory, protect a city from invasion, wipe out the enemy, and so forth. Each kind of objective required a different deployment of resources. Likewise, an army’s strategy could be defined as the actual pattern of actions that it took in response to the enemy.

STRATEGY AS THE GRAND PLAN

The Greeks also knew that strategy was more than fighting battles. Effective generals had to determine the right lines of supply, decide when to fight and when not to fight, and manage the army’s relationships with citizens, politicians, and diplomats. Effective generals not only had to plan but to act as well. Dating back to the Greeks, then, the concept of strategy had both planning components and decision-making or action components. Taken together, these two concepts from the basis for the “grand” strategy plan.

LEVELS OF STRATEGYCorporate-level strategy

Strategy formulated by top management to oversee the interests and operations of multiline corporations.

Business-unit strategy

Strategy formulated to meet the goals of a particular business.

Functional-level strategy

Strategy formulated by a specific functional area in an effort to carry out business-unit strategy.

MANAGEMENT BY OBJECTIVES (MBO)

A formal set of procedures that establishes and reviews progress toward common goals for managers and subordinates.

Elements of the MBO System1. Commitment to the program

2. Top-level goals setting

3. Individual goals

4. Participation

5. Autonomy in implementation of plans

6. Performance review

Organizational structure

The way in which an organization’s activities are divided, organized, and coordinated.

Division of work

The breakdown of a complex task into complex task into components so that individuals are responsible for a limited set of activities instead of the task as a whole.

Departmentalization

The grouping into departments of work activities that are similar and logically connected.

Coordination

The integration of the activities of the separate parts of an organization to accomplish organizational goals.

Job specialization

The division of work into standardized, relatively simple tasks.

Organization chart

A diagram of an organization’s structure, showing the functions, departments, or positions of the organization and how they are related.

Span of management (or span of control)

The number of subordinates reporting directly to a given manager.

Tall organizational structure

Organizational structure characterized by a narrow span of management and many hierarchical levels.

Flat organizational structure

Organizational structure characterized by a wide span of management and few hierarchical levels.

Informal organizational structure

The undocumented and officially unrecognized relationships between members of an organization that inevitably emerge out of the personal and group needs of employees.

Functional organization

A form of departmentalization in which everyone engaged in one functional activity, such as marketing or finance, is grouped into one unit.

Organizational design

The determination of the organizational structure that is most appropriate for the strategy, people, technology, and tasks of the organization.

Bureaucracy

Organization with a legalized formal and hierarchical structure.