ORGANIZATIONAL SKILLS

Chapter - 5
 1 - Session
Agenda 2 - Hours

• Organization & Management

• Management Power Pyramid

• Management Roles

• Management Skills

• Organization Planning

• Organization Strategy Types

• MBO

• Planning & Control cycle

Organizational Skill
 5.1 Organization & Management

• Organization: Group of people working together to achieve some set targets.

• Management: Art of getting things done through people in an Organization.

Management is defined as

 Pursuit of organizational goals efficiently and effectively by

 Integrating the work of people through

 Planning, organizing, leading, and controlling the organization’s resources.

Organizational Skill
 5.1 Management_ Efficient & Effective
Efficient: Use resources (people, money, raw materials, etc.) properly.

Effective: Achieve results, to make right decisions & to successfully carry them out,
so that they achieve organizational goals.

Doing things right - Efficiency (the means)

Doing right things - Effectiveness (the ends)

Example:
• Companies now use automated CR client manager, to reply customer call/chat.
• This is efficient for the companies, but not effective
• live agent would solve customer problems in a more correct way.

Organizational Skill
 5.1 Organization Management
Star Manager attributes

1. Managing for competitive advantage – staying ahead of rivals

2. Managing for diversity – the future won’t resemble the past

3. Managing for globalization – the expanding management universe

4. Managing for information technology

5. Managing for ethical standards

6. Managing for sustainability— the business of green

7. Managing for your own happiness & life goals

Organizational Skill
 5.1 Organization Management
Competitive advantage
• Ability of an organization to produce goods or services more effectively than
competitors do, thereby outperforming them.
o Being responsive to customers, Innovation, Quality, Efficiency
Managing for Information Technology (Implications of e-business)

• Far-ranging e-management and e-communication

• Accelerated decision making, conflict, and stress

• Changes in organizational structure, job, goal setting, & knowledge mgmt.

Sustainability

• Economic development; meets the needs of present without compromising the

ability of future generations to meet their own needs.
Organizational Skill
5.1 Organization Management

The 4 Principal
Functions

Organizational Skill
5.2 Organization Management Pyramid Power

Levels & Areas of

Management

Organizational Skill
5.2 Pyramid Power: Levels & Areas of Management
Top managers - determining overall direction
• make long-term decisions about overall direction of the organization
• establish objectives, policies, and strategies for it
Middle managers – Implementing policies and plans
• implement policies and plans of the top managers above them,
• supervise and coordinate the activities of first-line managers below them
First-line managers – directing daily tasks
• make short-term operating decisions,
• direct daily tasks of non-managerial personnel
Functional manager - responsible for just one organizational activity
General manager - responsible for several organizational activities
Organizational Skill
 5.3 Roles of Managers
• Interpersonal roles -

– managers interact with people inside and outside their work units

– as figurehead, leader

• Informational roles -

– managers receive and communicate information

– as monitor, spokesperson

• Decisional roles -

– managers use information to make decisions to solve problems or take

advantage of opportunities

– as entrepreneur, resource allocator, negotiator

Organizational Skill
 5.4 Management Skills
• Technical skills

– job-specific knowledge needed to perform well in a specialized field

• Conceptual skills

– ability to think analytically; visualize organization as a whole; and

understand how the parts work together

• Human skills

– ability to work well in cooperation with other people to get things done

• Manager’s work is characterized by fragmentation, brevity, & variety

• Relies more on verbal than on written communication
• Can work long hours at an intense pace

Organizational Skill
 5.5 Organizational Planning
Planning

• Coping with uncertainty by formulating future courses of action to achieve

specified results

• Setting goals and deciding how to achieve them

Planning & Strategic Management

Organizational Skill
 5.5 Organizational Planning
1. Helps to check on progress

2. Helps to coordinate activities

3. Helps to think ahead

4. Helps to cope with uncertainty

Why NOT Planning

1. Planning requires to set aside the time to do it

2. May need to make some decisions without a lot of time to plan

Organizational Skill
 5.5 Organizational Planning

Process of identifying organization's objectives, and formulating-monitoring specific

strategies to achieve them.

Organizational Skill
 5.5 Organization Planning (Mission, Vision, Goal)

• Mission statement

– expresses the purpose of the organization

• Vision statement

– long-term goal describing “what” an organization wants to become

– clear sense of the future and the actions needed to get there

• Goals (objective)

– specific commitment to achieve measurable result within given time period

– strategic, tactical, operational

Organizational Skill
5.5 Organization Planning
• a

Organizational Skill
 5.5 Organization Planning
• Strategic planning

– determine what the organization’s long-term goals should be for the next
1-5 years with the resources they expect to have available

• Tactical planning

– determine what contributions their departments or similar work units can

make during the next 6-24 months

• Operational planning

– determine how to accomplish specific tasks with available resources within

the next 1-52 weeks

Organizational Skill
 5.5 Organization Planning _ Goals
• Strategic goals

– set by and for top management and focus on objectives for the
organization as a whole.

• Tactical goals

– set by and for middle managers and focus on the actions needed to achieve
strategic goals.

• Operational goals

– set by and for first-line managers, and are concerned with short-term
matters associated with realizing tactical goals.

Organizational Skill
 5.5 Organization Planning _ Goals
• SMART Goals
– Specific
– Measurable
– Attainable
– Results-oriented
– Target dates

Relationship Between
Goal Difficulty and Performance

Organizational Skill
 5.5 Organization Planning _ Goals
• Action plan

– defines the course of action needed to achieve the stated goal

• Operating plan

– designed for a 1-year period

– defines how you conduct your business based on the action plan

– identifies clear targets such as revenue, cash flow, and market share

• Standing plans

– plans developed for activities that occur repeatedly over a period of time

– consist of policies, procedures, and rules.

Organizational Skill
 5.5 Organization Planning _ Goals
Standing Plans

• Policy: outlines the general response to a designated problem or situation

• Procedure : outlines the response to a particular problem or circumstances

• Rule: designates specific required action

Single-use plans

– plans developed for activities that are not likely to be repeated in future

– Program: encompasses a range of projects or activities

– Project: plan of less scope and complexity than a program

Organizational Skill
 Defenders Prospectors
5.6 Organization Strategy Types

Analyzers Reactors

Four Basic Strategy Types

Defenders: experts at producing & selling narrowly defined products

Prospectors: focus on developing new products, & in seeking out new markets,
rather than waiting for things to happen

Analyzers: let other organizations take the risks of product development and
marketing, & then imitate what seems to work best

Reactors: make adjustments only when finally forced to by environmental

pressures

Organizational Skill
 5.7 MBO
Management by Objectives/Results (MBO/R): personnel management technique
where managers and employees work together to set, record and monitor
goals for a specific period of time.

Organizational goals and planning flow top-down through the organization and
are translated into personal goals for organizational members.

1. Review organizational goal

2. Jointly set objectives

3. Develop action plan

4. Periodically review performance

5. Give performance appraisal and rewards, if any.

Organizational Skill
5.7 MBO

Organizational Skill
5.8 Planning & Control Cycle

Organizational Skill
Chapter-5 :: Exercise (45 minutes)

• Set the Vision, Mission, and Goals for the Dental Clinic of your Dentist Brother
(you are Technical Partner) … (05 min)
• Set the Vision, Mission, and Goals for one newly formed Student_club in MIU
(you are one co-founder) … (05 min)
• List the Levels of Management in MIU, and their respective Roles… (10 min)
• List MBO (min. 6, for 1 year period) for (1) lecturer, (2) Librarian, (3) Call-
center employee, (4) Software Tester… (15 min)
• Discussion… 10 min

Organizational Skill