MANAGEMENT MATERIAL

The 14 Management Principles from Henri Fayol (1841-1925) are: Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive. Authority. The right to issue commands, along with which must go the balanced responsibility for its function. Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership. Unity of Command. Each worker should have only one boss with no other conflicting lines of command. Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it. Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount. Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system. Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel. Scalar chain (Line of Authority). A hierarchy is necessary for unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels. Order. Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection. Equity. In running a business a combination of kindliness and justice is needed. Treating employees well is important to achieve equity. Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely. Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of personal vanity on the part of many managers. Esprit de Corps. Management must foster the morale of its employees. He further suggests that: real talent is needed to coordinate effort, encourage keenness, use each persons abilities, and reward each ones merit without 2 arousing possible jealousies and disturbing harmonious relations.

Difference between Administration /Management There are many factors according to which administration can be distinguished from management. These are as follows: Nature of work Administration: It is concerned about the determination of objectives and major policies of an organization. Management: It puts into action the policies and plans laid down by the administration. Type of function Administration:It is a determinative function. Management: It is an executive function. Scope Administration:It takes major decisions of an enterprise as a whole. Management: It takes decisions within the framework set by the administration.

DIFFERENCE BET.. ADMINISTRATOR N MANAGEMENT

Level of authority Administration:It is a top-level activity. Management: It is a middle level activity. Nature of status Administration:It consists of owners who invest capital in and receive profits from an enterprise. Management: It is a group of managerial personnel who use their specialized knowledge to fulfill the objectives of an enterprise. Nature of usage Administration:It is popular with government, military, educational, and religious organizations. Management: It is used in business enterprises. Decision making Administration:Its decisions are influenced by public opinion, government policies, social, and religious factors. Management: Its decisions are influenced by the values, opinions, and beliefs of the managers. Main functions Administration:Planning and organizing functions are involved in it. Management: Motivating and controlling functions are involved in it. Abilities Administration:It needs administrative rather than technical abilities. Management: It requires technical activities

 DIFFERENCE BETWEEN A GROUP AND TEAM

 A team is internally organized, with specific goals and usually with specific roles for different members of the team. A group is just a collection of people with something in common, such as being in the same place or having a shared interest.

JOB EVALUATION REQUIREMENT AND SELECTION PROCESS

F
1 Create a measurement standard. Judging the effectiveness of any business process is difficult without a solid measurement system. Consider using new employee turnover, employee satisfaction metrics or average position vacancy time as measurement standards. You can also use qualitative assessments through management, employee and candidate surveys. 2 Track measurement data. Measurement standards should be tracked over time as an indicator of the success or failure of recruitment and selection processes. Consider tracking these measures on a monthly, quarterly or yearly basis. Industries with high natural turnover may want a more frequent measurement, while a company with low employee turnover may suffice with routine, but infrequent evaluations. Positive trending data indicates effective processes. Negative trending measurements allude to underlying problems that need to be addressed quickly to avoid impacting the business. 3 Review costs. Look at the overall costs your company expends for all recruitment and selection endeavors. Costs should include advertising expenditures, human resources personnel time, signing bonuses and reimbursements for moving costs. Review the cost of each type of investment and ensure the expenditures are resulting in quality employee candidates. Effective spending can help target the right type of employee candidates. 4 Ensure recruitment and selection processes enhance your business image. Improper recruitment and selection process can have a negative impact on how your business is perceived by potential employees, business partners and customers. Showing you value employees even before they are your employees sets the stage for a mutually rewarding working relationship. 5 Guarantee that processes conform to business and legal requirements. Your business can face financial and legal hurdles if anti-discrimination, employee eligibility and labor law standards are not upheld. Spot-check documents and conduct informal interviews with recent hires to ensure legal compliance

FACILITY PLANNING

 Strategies and Issues :

Strategic Approaches Networking FutureProofing Retrofitting

Step-by-Step: Education Specifications Facility Planning

Sequence School District Self-Evaluation Case Studies

Staffing : Facilities Program Management Facility

Planning Personnel Role of the School Board Members
10

 DIFFERENCE BETWEEN RURAL AND URBAN

11

 Urban advantages: 1. Services: Proximity to major and varied services 2. Employment: Majority of higher paying jobs/careers are found there. 3. Current: art, fashions, politics, and higher culture 4. Multi-cultural (which I personally see as a plus). 5. Transportation: Mass transit, buses, taxis...ect. Disadvantages: 1. Crime 2. Pollution: more people, more waste, more noise, less trees and nature...etc... 3. Impersonal and sometimes isolating. 4. Clear distinction between social classes (example: the beggar on the street, in front of million dollar downtown condos)

12

) Rural Advantages: 1. More natural environs 2. Better social/support network 3. Less stressful environment 4. Perceived as safer 5. Class differences are not as distinctive Rural Disadvantages: 1. Limited transportation available 2. Social network can lead to strain (in the case of small town gossip) 3. Limited employment opportunities. 4. Slower social, political progress 5. Less immediately available social services.

13

 DIFF BETWEEN PRODUCTION AND PRODUCTIVITY

14

 Production and productivity are different terms and carry different meaning. It is wrong to assume that higher production will always lead to higher productivity or vice-versa. Production is related to the activity of producing goods or services. It is a process (or system) of converting input into some useful, valueadded output. Productivity is related to the efficient utilization of input resource into produced in the form of value added goods or services. Production is a measure of output produced. The emphasis is Not on how well the input-resources are utilized. Productivity, on the other hand, puts emphasis on the ratio of output produced to the input used. Its focus is on how well the input resource is used for conversion into output.

15

TYPES OF LAYOUT

16

border layout flow layout grid layout cardlayout gridbag layout PROCESS LAYOUT PRODUCT LAYOUT COMBINED LAYOUT FIXED POSITION LAYOUT CELLULAR LAYOUT
17

 BEHAVIOUR AND MOTIVATIONAL MANAGEMENT

18

WORKPLACE BEHAVIOUR Introduction How do you go about solving problems? How do you prefer to interact with people? How about the pace of work flow you set in your environment? Do you prefer to create systems and procedures for your employees? The answers lie within your unique set of behavioral preferences. Defining Behavior Identifying them is critical to understanding what makes you effective, satisfied and successful. Dr. William Marstons DISC model of behavior enables people to understand themselves and others better to improve personal and team productivity. The Behavior in Brief Dominance How you respond to problems and challenges. Influence How you influence others to your point of view. Steadiness How you respond to the pace of the environment. Compliance How you respond to rules and procedures set by others. The Report A personalized report is created through an on line survey completed by employment candidates or existing employees. The results are automatically sent to our e -administrator, illustrating the preference of the four behaviors. With an average accuracy of 98.5% managers and individuals are able to clearly understand key elements including team effectiveness factors, value to the immediate team, do;s and donts to enhance communication and areas for improvement. Results and Benefits Understanding behavioral preference makes a significant contribution to the bottom line when applied to work activities. The reports give you clarity regarding selection, retention, advancement and transition.

19

WORKSPLACE MOTIVATORS Introduction What motivates employees to sell, manage, service or connect with customers and other team members the way they do? The answers lie within a unique set of values and motivators which effect how people behave based on whats important to them. Defining Values In 1928, Eduard Spranger researched and defined Types of Men. He identified six major values or world -views that motivate us to seek fulfillment in our lives. If we are in a career that is in alignment with these motivators, we will value the experience. The Six Values in Brief Theoretical: a passion to discover, systematize and analyze; a search for knowledge. Economic: a passion to gain return on investment of time, resources and money. Aesthetic: a passion to achieve self-actualization, balance and harmony in ones own life. Social: a passion to eliminate hate and conflict in the world and to assist others. Individualistic: a passion to achieve position and to use that position to influence others. Traditional: a passion to pursue the higher meaning in life through a defined system for living. The Report A personalized report is created through an on line survey completed by employment candidates or existing employees. The results are automatically sent to our e -administrator, illustrating and ranking a persons passion for each of the six values. Managers and individuals are able to clearly identify keys to managing and motivating, training, learning insights and continuous quality improvement. Results and Benefits Understanding workplace motivators makes a significant contribution to the bottom line when applied to work activities. The reports give you clarity regarding selection, retention, advancement and transition.

20

JOB ANALYSIS

21

A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. The job analysis may include these activities: reviewing the job responsibilities of current employees, doing Internet research and viewing sample job descriptions online or offline highlighting similar jobs, analyzing the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position, researching and sharing with other companies that have similar jobs, and articulation of the most important outcomes or contributions needed from the position.

22

PLANT LOCATION

23

Selecting the location of a facility is of strategic importance for any organization as it acts as the basis for determining the production technology and cost structure. For example, a manufacturing facility that is located in a less developed country will use a laborintensive process, to cash in on the low cost labor and will have a different cost structure than the one located in a developed country. In the case of a developed country, the cost of labor will be high because the manufacturing process will be more capital intensive. Second, location decisions require huge financial investments and are not easily reversible in the short term. Third, the location of the facility affects the company's ability to serve customers quickly and conveniently. Major factors that influence plant location decisions are: Market proximity. Integration with other parts of the organization. Availability of labor and skills. Availability of amenities. Availability of transport. Availability of inputs. Availability of services. Suitability of land and24 climate. Regional regulations. Room for expansion. Safety requirements. Site Cost. Political, Cultural and Economic Situation. Regional taxes, special grants and import/export barriers.

24