management process 4
TRANSCRIPT
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.