Management process3 and types
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Management process3 and types
- 1. Job and Role management process By sujith bhaskar R
- 2. PURPOSES OF ORGANIZING Divides work to be done into specific jobs and departments Assigns task and responsibilities associated with individual jobs Coordinates diverse organizational task Clusters jobs into units Establishes relationships among individuals, groups, and departments Establishes formal lines of authority Allocates and deploys organizational resources.
- 3. UNITY OF COMMAND The principle that a subordinate should have one and only one superior to whom he or she is directly responsible. AUTHORITY The rights inherent in a managerial position to give orders and expect them to be obeyed. RESPONSIBILITY An obligation to perform assigned activities.
- 4. LINE AUTHORITY The authority that entitles a manager to direct the work of a subordinate. CHAIN OF COMMAND The flow of authority from the top to the bottom of an organization. STAFF AUTHORITY Authority given to individuals who support, assist, and advise others who have line authority. POWER The capacity to influence decisions. SPAN OF CONTROL The number of subordinates a manager can supervise efficiently and effectively. EMPOWERMENT A managerial approach in which employees are given substantial authority and say to make decisions on their own.
- 5. DEPARTMENTALIZATION The process of grouping individuals into separate units or departments to accomplish organizational goals. FUNCTIONAL DEPARTMENTALIZATION Grouping activities by functions performed. PRODUCT DEPARTMENTALIZATION Grouping activities by product line. CUSTOMER DEPARTMENTALIZATION Grouping activities on the basis of common customers. GEOGRAPHIC DEPARTENTALIZATION Grouping activities on the basis of territory or geographic area. PROCESS DEPARTMENTALIZATION Grouping activities on the basis of product or customer flow.
- 6. CROSS-FUNCTIONAL TEAM An organizational arrangement in which a hybrid grouping of individuals who are experts in various specialties (or functions) work together.
- 8. Staffing is defined as filling, and keeping filled, positions in the organization structure. This is done by identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders so that they can accomplish their tasks effectively and efficiently.
- 9. Managers often say that people are their most important asset. Yet the “human assets” are virtually never shown on the balance sheet as a distinct category, although a great deal of money is invested in the recruitment, selection, and training of people.
- 10. SITUATIONAL FACTORS AFFECTING STAFFING I. External Factors • Level of Education • Prevailing Attitudes towards work in the society • Loss and regulations • Economic conditions • Supply and demand II. Internal Factors • Organizational goals • Task • Technology • Organization structure • The kinds of people employed by the enterprise • Demand and supply of the Managers within the enterprise • Reward system • Existing policies
- 11. STEPS TO A SUCCESSFUL MANAGEMENT CAREER • Think Laterally • Stay Mobile • Support your Boss • Find a Mentor • Don’t stay too long • Stay visible • Gain control of Organizational Resources • Learn the Power Structure • Present the Right Image • Do Good Work • Select your first job judiciously
- 12. Factors influencing Compensation and Benefits Packages • Size of company • Employee’s tenure and performance • Kind of job performed • Kind of business • Unionization • Labour or capital-intensive • Management philosophy • Geographic location • Company profitability
- 14. Leadership is defined as influence, that is, the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. Ideally, people should be encouraged to develop not only willingness to work but also willingness to work with zeal and confidence. Zeal is ardor, earnestness, and intensity in the execution of work; confidence reflects experience and technical ability. Leaders act to help a group attain objectives through the maximum application of its capabilities. They do not stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organizational goals.
- 15. The fundamental principle of leadership Since people tend to follow those who, in their view, offer them a means of satisfying their own personal goals, the more managers understand what motivates their subordinates and how these motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders.
- 16. MANAGERS VERSUS LEADERS MANAGERS • Managers are appointed. Their ability to influence is based on the formal authority inherent in their positions. • Managers should ideally be leaders. LEADERS • Leaders may either be appointed or emerge from within a group. • Not all Leaders are managers.
- 17. SIX TRAITS THAT DIFFERENTIATE LEADERS FROM NON-LEADERS 1. Drive 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge
- 18. Three leadership styles Autocratic style Describes a leader who typically tends to centralize authority, dictate work methods, make unilateral decisions, and limit subordinate participation. Democratic style Describes a leader who tends to involve subordinates in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching. Laissez-faire style Describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit.
- 20. The managerial function of controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are being accomplished. Planning and controlling are closely related.
- 21. Control techniques and systems are essentially the same for cash, office procedures, morale, product quality, and anything else. The basic control process, wherever it is found and whatever is being controlled, involves three steps: (1) establishing standards (2) measuring performance against these standards, and (3) correcting variations from standards and plans. Standards are, by definition, simply criteria of performance.
- 22. The principle of critical-point control, one of the more important control principles, states: Effective control requires attention to those factors critical to evaluating performance against plans
- 23. Types of Critical-Point Standards Standards tend to be of the following types: (1) Physical standards (2) Cost standards (3) Capital standards (4) Revenue standards (5) Program standards (6) Intangible standards (7) Goals as standards, and (8) Strategic plans as control points for strategic control.
- 24. Strategic Control comprises systematic monitoring at strategic control points as well as modifying the organization’s strategy on the basis of this evaluation.
- 25. REQUIREMENTS FOR EFFECTIVE CONTROLS • Tailoring Controls to Plans and Positions • Tailoring Controls to Individual Managers • Making Sure that Controls Point Up Exceptions at Critical Points • Seeking Objectivity of Controls • Ensuring Flexibility of Controls • Fitting the Control System to the Organizational Culture • Achieving Economy of Controls • Establishing Controls that Lead to Corrective Action
- 26. Budgeting is the formulation of plans for a given future period in numerical terms. As such, budgets are statements of anticipated results, either in financial terms - as in revenue and expense and capital budgets - or in non-financial terms - as in budgets of direct- labour-hours, materials, physical sales volume, or units of production.
- 27. THE PURPOSE OF BUDGETING By stating plans in terms of numbers and breaking them into parts that parallel the parts of an organization, budgets correlate planning and allow authority to be delegated without loss of control. In other words, reducing plans to numbers forces a kind of orderliness that permits the manager to see clearly what capital will be spent by whom and where, and what expense, revenue, or units of physical input or output the plans will involve.
- 28. TYPES OF BUDGETS • Revenue and expense budgets • Time, space, material, and product budgets. • Capital expenditure budgets • Cash budgets
- 29. Effective Budgetary Control If budgetary controls are to work well, managers must remember that budgets are designed only as tools and not as replacements for managing, that they have limitations, and that they must be tailored to each job. Moreover, they are the tools of all managers and not only of the budget director or the controller.