Is your organisation in control?

Client

Management

Delivery Teams

Support Groups Vendors

Defining Management
• Working with and through individuals, groups, and other resources to accomplish organizational goals and objectives

• A process of designing and maintaining an environment in which individuals, working together in groups accomplish effectively organizational goals

The Organisation
• • • • Specialisation Hierarchy of authority Increasing size Greater complexity

What does a manager do?
• • • • • • Plans Organises Motivates Communicates Directs and co-ordinates Controls

The Functions of Management
7-2

Managers

Planning activities to achieve the organization's objectives

Organizing resources and activities to achieve the organization’s objectives

Staffing the organization with qualified people

Directing employees’ activities toward achievement of objectives

Controlling the organization’s activities to keep it on course

Planning Defined
• A systematic process of reaching a desired state by establishing goals and formulating strategies to achieve them

Planning
• Planning involves selecting missions and objectives and the actions to achieve them. • Planning precedes any other managerial function • Plans need to be made utilizing the least of the resources. • Planning is required in each and every job

How does a manager Plan?
Establish objectives Determining planning premises Develop Strategies Establish policies Coordinate throughout the planning

Develop program for accomplishments

Develop preventive &/or contingent action Identify potential problems

Establish schedules and budgets

Establish procedures

Types of Plans
7-3

Operational Plans

Specify actions to achieve tactical plans (very short-term) Designed to implement strategic objectives (usually one year or less) Establish long-range objectives

Tactical Plans

Strategic Plans

Advantages of Planning
• Better coordination
• More efficient control of operation • Easier delegation • More economical use • Better decision making

Planning Decisions
• Anticipates the future, sets goals and objectives and identifies the actions necessary for the organization to attain these goals and objectives • Determining where you want to go and how and when you’re going to get there • It involves specifying a target, a path or route to be followed and a time schedule for achieving that target

What is organising and it’s importance ?

Organising Defined
• The process of structuring and coordinating an organization’s resources to carry out the strategies formulated in the planning phase effectively and efficiently • Stated simply, determining what needs to be done and who is to do it

Organising Process
Step:1
Division

Step: 2
Coordination

Step: 4

Step: 3

Flow of information

Control of tasks

Within Organising we have…
• • • • • • Division of work Line and staff Levels of authority Organisation charts Decentralisation Job description

Staffing
Staffing is defined as filling and keeping filled positions in the organisation structure through : 1.Identifying work force requirements

2.Recruiting, selecting, placing 3.Induction and Orientation 4.Training/developing 5.Promoting,appraising,planning the careers, compensating 6.To accomplish their tasks efficiently and effectively.

Directing Defined
• The process of directing and motivating all involved parties to help achieve the organization’s goals effectively and efficiently

Guidelines on Directing
• • • • • Do not make it a struggle for power Avoid an offhand manner Watch out for your words Do not assume that the worker understands Be sure to get feedback right away

Guidelines on Directing
• • • • • • Do not give too many orders Provide just enough detail Watch out for conflicting instructions Do not choose only the willing worker Try not to pick on anyone ABOVE all do not play the “BIG SHOT”

Controlling Defined
• The process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations

Controlling
• Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished. • Planning and Controlling are closely related.

Controlling Process
• Establish Performance standards • Monitor actual performance

• Measure performance
• Correct deviations from standards

Controlling Techniques
• • • • • Budget Statistical Data Reports and Analysis Time Budgeting Program Procedural Planning & Control.

Controlling Decisions
• Evaluates the performance of an organization and its units to see whether the organization is progressing in the desired direction, and taking corrective action when and where necessary • Making sure what you want to happen does indeed happen!

Controlling Decisions (..contd.)
• THE QUALITY AND QUANITY OF CONTROLLING DECISIONS DEPENDS A GREAT DEAL ON THE QUALITY OF PREVIOUSLY MADE PLANNING, ORGANIZING AND DIRECTING DECISIONS • The better the planning, organizing and directing, the better will be controlling!

The Well Balanced Organisation

In conclusion…all else fails then…..

Decision-making
• • • • Set boundaries and limitations Define objectives Recognise limitations Varies from company to company

How does a manager get work done?
• Allocate and co-ordinate work • Delegate responsibility (giving details of what needs to be done) • Communication • Co-operation and encouraging participation • Motivation

What qualities does a manager need?
• • • • • • • Judgment Initiative Integrity Energy Foresight Decisiveness Dependability • • • • • • Fairness Ambition Emotional stability Co-operation Objectivity Human Relations skills

Fortune (American business journal)

Qualities of a good manager?

A good manager = A good leader

Edward and Townsend (1958)

Qualities of a good manager (..contd.)
• Strength and willingness to work hard • Perseverance and determination • An understanding of the market place and finances • Audacity and willingness to take risks • Ability to inspire enthusiasm and cooperation • Toughness

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