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GOALS
STRUCTURE
Operatives
What is Management?
Definition Management is the process of getting things done, efficiently and effectively, through and with other people. Process - Primary activities that manager performs.
Efficiency - Means doing the thing correctly; refers to the relationship between inputs & outputs. Seeks to minimize resource costs.
Effectiveness - Means doing right thing; goal attainment. People 7
Low Waste
A T T A I N M E N T
MANAGEMENT PROCESS
Planning/ Organizing/ Leading & Controlling Planning - Includes 1. Defining goals 2. Establishing strategies & 3. Developing plans to co-ordinate activities. Organizing - Includes 1. Determining what tasks are to be done. 2. Who is to do them 3. How the tasks are to be grouped 4. Who reports to whom & 5. Where decisions are to be made
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MANAGEMENT PROCESS
Leading - Includes 1. Motivating employees, 2. Directing the activities of others, 3. Selecting the most effective communication channel 4. Resolving conflict Controlling - Includes
B) INFORMATIONAL :
Monitor - Nerve center for internal / external info. Disseminator - Analyzing information & interpreting for organizational influence. Supervision - Transmit information to outsiders or plans, policies, actions, results etc. of organization.11
Entrepreneur - Responsible for the corrective action when organization faces important disturbances. "Trouble shooter". Resource Allocator - Responsible for allocation of organizational resources of all kind.
Negotiator - Responsible for representing organization for major negotiations.
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2. Conceptual Skills: A managers mental ability to co-ordinate all the organizational interest & activities. 3. Interpersonal Skills: A mangers ability to work with, understand, mentors & motivate others both individually & groups.
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Competencies
Definition: A cluster of related knowledge, skills & attitude related to effective managerial performance. In UK it is called Management Charter Initiatives (MCI).
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Competencies
Basic Competencies for a Middle Level Manager 1. Initiate & implement change & improvement in services, products & systems. 2. Monitor, Maintain & Improve services, product & delivery. 3. Monitor & Control the use of resources. 4. Secure effective resource allocation for activities & projects. 5. Recruit & Select personnel.
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Competencies
6. Develop Teams, Individuals & Self to enhance
performance.
7. Plan, allocate & evaluate work carried out by the team.
MBOSSS 19
The Two Questions You Need to Answer To Get The Whole Process Rolling
1. Where do I want to go ? (What is the objective?)
2. How will I pace myself to see if I am getting there? (What are my milestones, or key results?) Make sure that the answers are precise!
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Types of Objectives
Routine objectives Innovation objectives
Improvement objectives
The objectives must be: Focused on a result, not an activity
Consistent
Specific Measurable Related to time Attainable
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2. Analyze management tasks and devise formal job specifications, which allocate responsibilities and decisions to individual managers 3. Set performance standards
4. Agree and set specific objectives 5. Align individual targets with corporate objectives
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Achievable
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SMART Objectives
1. Specific
2. Measurable - that can quantify the results 3. Achievable 4. Relevant 5. Time bounded - are governed by deadlines
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5. Make sure that the data you collected and evaluated supports the overall purpose
6. Develop a forecast plan
7. Make sure that your forecast plan supports the overall 35 purpose
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Eight Key Result Areas Where Managers Must Pursue Clear Objectives
Marketing
Innovation Human organization
Financial resources
Physical resources Productivity Social responsibility Profit requirements
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Disadvantages
The development of objectives can be time consuming, leaving both managers and employees less time in which to do their actual work The elaborate written goals, careful communication of goals, and detailed performance evaluation required in an MBO program increase the volume of paperwork in an organization.
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