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Definition of management
The purpose of management and leadership
Processes of management
Management and leadership
Management standards
Codes of practice
DEFINITION OF MANAGEMENT
PROCESSES OF MANAGEMENT
The main processes of management are planning,
organizing, motivating and controlling.
MANAGEMENT STANDARDS
Management standards define what professional
managers are expected to know and be able to do.
They therefore serve as guides to what is expected
of managers, as checklists against which
performance can be assessed and as the basis for
management qualifications.
CODES OF PRACTICE
The process of management is influenced by
codes of practice (professional, industrial, and
official). These codes provide guidance on
behaviour and the procedures to be followed
and, in the case of professional codes and
some industry codes, are supported by
disciplinary sanctions.
2 LEADERSHIP
Leadership definitions
Leadership roles
Leadership needs
Leadership/management styles
Situational leadership
Leadership qualities
Requirements for leader behaviour
Emotional intelligence and leaders
Differences between leadership and management
LEADERSHIP DEFINITIONS
To lead is to cause to go with one to
provide guidance. (OED)
Leaders set the direction and get people to
follow them.
Leadership is about inspiring individuals to
give of their best to achieve a desired result,
gaining their commitment and motivating
them to achieve defined goals.
LEADERSHIP ROLES
Leaders have three essential roles:
1. They define the task.
2. They achieve the task.
3. They maintain effective relationships.
LEADERSHIP NEEDS
Leaders must satisfy three areas of need:
1. task needs;
2. individual needs;
3. group needs to build and maintain
team spirit.
John Adair
LEADERSHIP/MANAGEMENT STYLES
charismatic/non-charismatic;
autocratic/democratic;
enabler/controller; or
transactional/transformational.
SITUATIONAL LEADERSHIP
LEADERSHIP QUALITIES
enthusiasm;
confidence;
toughness;
integrity;
warmth;
humility.
5. Provides direction.
6. Demonstrates personal integrity.
7. Practices what he/she preaches.
8. Encourages teamwork.
9. Actively encourages feedback.
10. Develops other people.
Managers
The contribution of managers
The function of managers
Variety, turbulence and unpredictability
Characteristics of managerial work
The strategic and visionary roles of managers
Line and middle managers
MANAGERS
Managers ensure that their
or department operates
accountable for attaining the
been given authority over
function or department.
organizational function
effectively and are
required results, having
those working in that
emotional resilience;
proactivity;
creativity;
mental agility;
self-knowledge.
MANAGERIAL COMPETENCIES
Achievement/results orientation;
Business awareness;
Communication;
Customer focus;
Developing others;
Planning;
Problem solving;
Teamwork.
4 MANAGERIAL ACTIVITIES
Planning
Organizing
Objectives
Smart objectives
Agreeing objectives
Barriers to communication
On being convincing
PLANNING
Planning is the process of deciding on a course of
action, ensuring that the resources required to
implement the action will be available, scheduling
and prioritizing the work required to achieve a
defined end-result.
The aim of planning for managers is to complete
tasks on time without using more resources than they
are allowed.
Planning is mainly a matter of thinking systematically
and using your common sense.
ORGANIZING
Organizing involves dividing the overall management
task into a variety of processes and activities and
then establishing means of ensuring that these
processes are carried out effectively and that the
activities are coordinated.
OBJECTIVES
An objective describes something which has to be
accomplished a point to be aimed at.
SMART OBJECTIVES
The acronym SMART is often used to define a
good objective:
S = stretching
M = measurable
A = agreed
R = realistic
T = time related.
AGREEING OBJECTIVES
The process of agreeing objectives starts from an
agreed list of the principal accountabilities or main
tasks of the job and continues with a joint
examination of each area and an agreement on
targets and standards of performance as
appropriate.
BARRIERS TO COMMUNICATION
Many barriers exist between the communicator and the receiver. Unless
these barriers are overcome the message will be distorted or will not
get through.
To overcome the barriers it is necessary to:
use feedback;
use reinforcement;
ON BEING CONVINCING
5 APPROACHES TO MANAGEMENT
Delegation
The delegation sequence
How to delegate
Motivation
How to motivate
Providing feedback
Networks
How to network
Coaching described
Effective coaching
Facilitation
Organizational policies
How to persuade
Authority
How to be authoritative
Power
Problem solving
DELEGATION
Delegation takes place when individuals are
allocated duties or tasks in order to achieve
outcomes for which their managers have
overall responsibility but which the managers
for a variety of reasons cannot or do not want
to undertake themselves.
Manager
allocates
tasks but
exercises
total control
Manager
gives
specific
instructions
and checks
constantly
Manager
briefs
individual and
checks
regularly
Manager gives
general directions
to individual and
asks for feedback
at the latter's
discretion
Manager
empowers
individual to
control own
performance
of task
HOW TO DELEGATE
When you delegate you should ensure that people
to whom you delegate understand:
why the work needs to be done;
what they are expected to do;
the date by which they are expected to do it;
MOTIVATION
Motivating other people is about getting them to
move in the direction you want them to go in order
to achieve a result. Well-motivated people are
those with clearly defined goals who take action
which they expect will achieve those goals.
HOW TO MOTIVATE
PROVIDING FEEDBACK
Feedback provides information to people which will enable them
to understand how well they have been doing and how effective
their behaviour has been. To provide good feedback:
Focus.
Show understanding.
NETWORKS
HOW TO NETWORK
Show interest.
Ask people if you can help them as well as asking people to help
you.
COACHING DESCRIBED
Coaching is a personal (usually one-to-one), onthe-job approach used by managers and trainers
to help people develop their skills and levels of
competence.
The main aims of coaching are to help people to
become aware of how well they are doing, where
they need to improve and what they need to learn.
EFFECTIVE COACHING
FACILITATION
Managers act as facilitators in relation to
their team members when they make it
easier for them to develop by promoting their
skills and capabilities.
Managers may also be involved in facilitating
the work of groups of people assembled to
carry out a task jointly where the aim is to
help the group reach conclusions in the
shape of ideas and solutions.
ORGANIZATIONAL POLICIES
Organizational policies exist to provide guides
to action and set limits to decision making
what should be done in certain circumstances,
how particular requirements or issues should
be dealt with.
HOW TO PERSUADE
The 10 rules for effective persuasion are:
1. Define the problem.
2. Define your objective and get the facts.
3. Find out what the other party wants.
4. Accentuate the benefits.
5. Predict the other persons response.
6. Create the persons next move.
7. Convince people by reference to their own perceptions.
8. Prepare a simple and attractive proposition.
9. Make the person a party to your ideas.
10. Clinch and take action.
AUTHORITY
Managers are given the authority to get things done.
They are expected to ensure that their teams follow
their leadership, although this should not necessarily
mean telling them what to do. It can involve
motivating, empowering and persuading. Effective
managers give the lead and their teams will follow
without being forced to do so by the use of authority
in a command and control mode.
HOW TO BE AUTHORITATIVE
1.
2.
3.
Demonstrate that you know where you are going, what you are doing
and why you are doing it.
4.
5.
Lead by example.
6.
7.
8.
Get people to accept that there will be occasions when what you say
goes you are accountable and the final decision is always yours.
9.
POWER
Power is the capacity to get other people to do
what you want them to do There are four ways
in which it can be exercised:
by exercising leadership;
PROBLEM SOLVING
Problem solving requires the following steps:
1. Analyse the situation.
4. Specify objectives.
5. Identify and assess alternative courses of action.
6. Produce action plan.
7. Implement action plan.
8. Evaluate.
On being decisive
Analysing and improving how you make things happen
CHARACTERISTICS OF
ACHIEVERS (McClelland)
Set themselves realistic but achievable goals with some
stretch built in.
Prefer situations that they can influence rather than those
that are governed by chance.
Are more concerned with knowing that they have done
well than with the rewards that success brings.
Get their rewards from their accomplishment rather than
from money or praise.
Are most effective in situations where they can get ahead
by their own efforts.
They demand high performance from themselves and equally expect high
performance from everyone else.
They work hard and well under pressure; in fact, it brings out the best in them.
They are never completely satisfied with their own performance and continually
question themselves.
They snap out of setbacks and quickly regroup their forces and ideas.
They are enthusiastic about the task and convey their enthusiasm to others.
They continually monitor their own performance and that of their team.
ON BEING DECISIVE
Avoid procrastination.
Be systematic.
Talk it through.
7 STRATEGIC MANAGEMENT
Strategy defined
Strategy formulation
Visionary management
STRATEGY DEFINED
Strategy consists of a statement or an understanding
of what the organization or a part of it wants to
become, where it wants to go and, broadly, how it
means to get there.
Strategies are developed to provide for the
realization of visions views on what the future
should be. Shared visions can be inspirational.
STRATEGY FORMULATION
The formulation of strategy can be defined as a
process for developing a sense of direction.
Strategy formulation can best be described as
problem solving in unstructured situations.
VISIONARY MANAGEMENT
Managers who think strategically will have a
broad and long-term view (a vision) of where
they are going.
A vision can only be realized if it is shared
with those who have to act upon it in order to
gain their commitment and engagement.
Sharing the vision provides the basis for
providing direction.
MANAGING SYSTEMS
MANAGING PROCESSES
1. Produce a process specification which defines the
process and sets out its inputs and outputs and the
internal and external customers it serves.
2. Ensure that the resources in the form of facilities
and equipment required are available and that
trained and capable people are there to operate
the process.
3. Generate control information to monitor the
performance of the process and the people who
operate it.
OPERATING AN IT SYSTEM
The British Computer Society states that the IT department
must:
REWARD SYSTEMS
A reward system consists of:
Contingent pay
Business/
HR strategy
Reward
strategy
Total
remuneration
Employee benefits
Performance management
Non-financial rewards
Total
reward
COMPUTER-INTEGRATED MANUFACTURING
SYSTEMS
Computer-integrated manufacturing (CIM) systems use
information technology to integrate the various processes
which together comprise the total manufacturing process.
These processes can include design, production engineering,
production planning and control, production scheduling,
material requirements planning, manufacturing, material
handling and inventory control.
Demand
Computer-assisted design
Computerized production
planning and control
Computer-aided process
planning
Computer-aided
manufacturing
Manufacturing
Purchasing
Stock
Despatch
Quality assurance
9 SELF-DEVELOPMENT
Self-development basics
Approach to self-managed learning
Learning activities
SELF-DEVELOPMENT BASICS
Self-development takes place through
managed or self-directed learning.
self-
LEARNING ACTIVITIES
Project work
Networking
Coaching others
Guided reading
Special assignments
Distance learning
Training courses
development needs;
Change
Types of change
Equilibrium and stability
Stages of organization development
CHANGE
TYPES OF CHANGE
Strategic change is concerned with broad, long-term and organizationwide issues. It is about moving to a future state which has been defined
generally in terms of strategic vision and scope.
3. stagnation;
4. regeneration.
ORGANIZATIONS
Organizations exist to get things done.
They are entities which are there for a purpose.
They consist of people whose activities, if they are
carried out properly, ensure that the organization
achieves that purpose.
Responsibility for activities and decision making is
allocated to individuals and groups and arrangements
are made to plan, direct, coordinate and control them.
ORGANIZATION STRUCTURES
Organization structures provide the framework for
the activities required to achieve organizational
goals.
ORGANIZING
The process of organizing consists of the design,
development and maintenance of a system of
coordinated activities in which individuals and
groups of people work cooperatively together
under leadership towards commonly understood
and accepted goals.
Unitary;
Divisionalized;
Centralized;
Decentralized;
Matrix;
Process.
Chief Executive
Operations
Marketing
Finance
HR
HR
Finance
Marketing
Technical
Division
Operations
HR
Finance
Marketing
Technical
Legal
Finance
A MATRIX ORGANIZATION
Disciplines
A
Project
teams
2
3
4
A PROCESS-BASED ORGANIZATION
Sales order
processing
Manufacturing
Distribution
ORGANIZATION REVIEWS
ORGANIZATIONAL CULTURE
POWER
Directly or indirectly, the use of power in
influencing behaviour is a pervading feature of
organizations, whether it is exerted by
managers, specialists, informal groups or trade
union officials.
AUTHORITY
Authority is the process of exerting influence on
others in order to get things done. This is
sometimes referred to as the authority to
command.
12 CHANGE MANAGEMENT
The process of change management
Change models
CHANGE MODELS
The change model of Richard Beckhard explained
that a change programme should incorporate setting
goals and defining the future state, diagnosing the
present condition in relation to these goals, defining
the transition state activities and developing
strategies and action plans for managing this
transition.
The change model developed by Kurt Lewin
describes change management as the process of
unfreezing, changing and re-freezing.
Directive
Bargained
Analytical
Action based
Keith Thurley
EXPLAINING CHANGE
EFFECTIVE CHANGE
The main benefit of effective change is an
improvement in organizational performance.
To be effective, change should concentrate on
'task alignment' reorganizing employees
roles, responsibilities and relationships to
solve specific business problems in small units
where goals and tasks can be clearly defined.
Michael Beer and colleagues
BARRIER TO CHANGE
RESISTANCE TO CHANGE
People resist change when they see it as a
threat to their established and familiar life at
work change management programmes have
to take account of this fact.
CHANGE CULTURES
Change cultures result from the experiences of people
who have undergone change. If they felt good about
what happened they are more likely to embrace change
in the future. And the opposite applies if change has
consistently been mishandled.
A positive change culture is one in which the values of
the organization emphasize the importance of
innovation and change and the norms of behaviour
support the implementation of change. The existence of
such a culture will assist in overcoming the problems
associated with change.
Identify the need for change and define why it is necessary. Effective reasons for
change are those that are likely to be accepted by stakeholders.
Discuss and agree the goals to be achieved by the change, wherever possible in
quantified terms in the form of targets.
Determine success criteria so that everyone knows what they are striving to
achieve and the extent to which the results have been achieved can be monitored
and evaluated.
Identify change agents with the role of facilitating change by providing advice to
project teams or individuals.
Develop and implement project planning planning procedures which identify the
activities in the project and the order in which they have to be done, estimate the
time for each activity, find out how much flexibility there is in the timing of activities
and which activities are critical to the completion time, estimate costs, schedule
activities and resources and anticipate problems.
Set up reporting systems so that progress can be measured against the plan.
CUSTOMERS
A customer is anyone who purchases a
product or service. By making that purchase
customers enter into a relationship with the
supplier or provider who, if they want to create
a satisfied customer, are obliged to meet the
customers expectations.
CUSTOMER SERVICE
INTERNAL CUSTOMERS
Internal customers are also important. They comprise the
teams and individuals within an organization who rely on
the services provided by others to carry out their work.
Marketing research
Analysing customer needs and communicating to them
Measuring customer satisfaction
Infrastructure for customer service
Customer service standards
Creating high standards of service for internal customers
BUYING BEHAVIOUR
ANALYSIS
Buying behaviour analysis aims to determine
the factors affecting the behaviour of
customers with regard to the purchase of
existing or proposed products or services.
MARKETING RESEARCH
Marketing research provides information on
consumer tastes, preferences and buying habits.
Importantly, it can identify consumer beliefs, opinions
and attitudes not only about products and services
but also about the level and type of customer service
provided.
for
customer
service
Commitment: The organization sees customer service as a key corporate scorecard indicator, with both transformational and incremental
improvement goals, action programmes, top-level accountabilities, and regular high-level discussions about service performance.
2.
Credibility: The organization works hard to make sure that customers have good grounds for believing its promises.
3.
Classification: The organization segments its customers, periodically reviews its segmentation profiles, and varies its product/service offer
between segment boundaries.
4.
Concentration: The organization focuses its efforts on its most profitable (and its potentially most profitable) customers, or, in a not-for-profit
environment, those customers in greatest need.
Your people
5.
Capability: All the organizations people, in direct contact with people or not, are recruited and trained against a company blueprint that gives
high priority to customer-friendly attitudes.
6.
Continuity: The organizations retention, reward and recognition strategies encourage those people who deliver excellent service to stay.
7.
Courtesy: The organizations people are polite, considerate, tolerant and friendly when dealing with their customers, whether internal or
external, and are always willing to go the extra mile.
8.
Creativity: The organization systematically encourages its people to take part in continuous improvement programmes and to produce ideas
for service innovations.
Consistency: One of the principal reasons why your customers keep on coming back is that they know what to expect from you.
10.
Communication: Your customers understand what you say to them, you listen to them, and you actively promote opportunities for two-way
dialogue (with both internal and external customers).
11.
Comfort: Your customers feel comfortable about your products, your services, your user instructions, your help line, your complaints
procedures and your service recovery/restitution systems indeed, everything that collectively comprises your reputational asset value.
12.
Contact: You offer customer service at times to suit your customers, not at times to suit you.
A STRATEGIC APPROACH TO
CUSTOMER SERVICE
A strategic approach to customer service is
necessary to ensure that a longer-term view is
developed on what needs to be done to develop
effective, coherent and integrated policies,
processes and practices.
A CUSTOMER-CENTRIC CULTURE
A customer-centric culture needs to be developed in
which everyone in the organization is aware of the
importance of customer service and works
cooperatively with colleagues to achieve and exceed
customer service standards.
16 CONTINUOUS IMPROVEMENT
Continuous improvement defined
Continuous improvement aim and rationale
Continuous improvement requirement
Continuous improvement values
CONTINUOUS IMPROVEMENT
DEFINED
Continuous improvement is defined as a companywide process of focused and continuous
incremental innovation sustained over a period of
time (Bessant).
It is closely associated with quality control, quality
assurance and total quality management.
CONTINUOUS IMPROVEMENT
REQUIREMENT
Continuous improvement requires concerted effort to
enlist the ideas and enthusiasm of everyone in the
organization to ensure that a steady stream of decisions
are made which will generate incremental improvements
to operational and quality performance and deliver
increased value to customers.
CONTINUOUS IMPROVEMENT
STRATEGY
A continuous improvement strategy needs to be
formulated to provide a sense of purpose and direction.
It will be concerned with how the organization intends
to improve quality, processes and customer service.
CONTINUOUS IMPROVEMENT
INFRASTRUCTURE
The infrastructure for continuous improvement
consists of the creation of an involvement process
including suggestion schemes and improvement
groups and the development of tools and
assessment procedures.
8. Develop solutions.
9. Implement the solution.
10. Monitor.
BARRIERS TO CONTINUOUS
IMPROVEMENT
The main barriers to continuous improvement
are complacency on the part of management
and indifference or lack of cooperation from
staff.
17 QUALITY MANAGEMENT
Quality
Quality management
Quality assurance
Quality control
Total quality management
Six Sigma
Quality standards
QUALITY
Quality can be defined and assessed in terms of:
innate excellence;
convenience of use;
performance;
reliability;
durability;
QUALITY MANAGEMENT
Quality management
activities required to
services conform to
organization
and
customers.
QUALITY ASSURANCE
QUALITY CONTROL
Quality control involves the application of data
collection and analysis to monitor and measure the
extent to which quality assurance requirements have
been met in terms of product or service performance
and reliability.
SIX SIGMA
Six Sigma uses a range of quality management
and statistical tools to construct a framework for
process improvement. The aim is to achieve the
sigma level of critical to quality performance
measures that meet the needs of customers. This
is done by following the sequence define
measureanalyseimprovecontrol (DYMAIC).
QUALITY STANDARDS
Quality standards provide the basis for developing
and measuring the effectiveness of a quality system.
Their aim is to encourage organizations to think
about their management processes and react to the
changing demands placed upon them.