MANAGEMENT

By Dr. Simon Tembo

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Near Field Communication (NFC) 2
Operator group Vodafone has announced an NFC mobile payment service
in Spain. The group plans to launch the service at the end of November,
with launches in Germany, the Netherlands and the UK to follow.

Near Field Communication (NFC)

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 COURSE OUTLINE
4 Hours Lectures + 3 Hours Lab./Tutorial per
Week
1) Management
2) Engineering as Business
3) Planning
4) Organizing & Coordination
5) Staffing
6) Leading
7) Marketing
8) Monitoring & Controlling
Operations
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Job Description
KMP is currently constructing a Greenfield Copper Smelter
adjacent to the existing Kansanshi Mine on site. The Smelter
will treat 1.2 Mtpa of copper concentrate. The main
equipment will be:
Raw material receiving & blending
Isasmelt lance smelting furnace
Electric slag cleaning furnace
Peirce-Smith converters
Anode Furnaces
Anode Casting wheels
Double contact acid plant
Cryogenic oxygen plant
Low pressure blowers
Plant utilities (air, fuel, and water) 6
Key Responsibilities:
Oversee the recruitment of the Engineering team
Review spares orders made to date,
identify and correct shortfalls
Develop and implement maintenance systems
Oversee the commissioning of the smelting facility, along
with the project and operations teams
Develop and implement and operating and capital
maintenance budgets
Plan and execute routine smelter maintenance shutdowns
Document and review the overall Engineering strategy on
an annual basis to ensure that it is aligned with the business
plan
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Key Responsibilities:
Ensure strict adherence to maintenance work and
management principles (percent planned work,
adherence to schedule, number of breakdowns,
number of proactive requests) to obtain maximum
plant availability at minimum maintenance cost per
unit produced
Manage the Engineering Assets to ensure that
they produce at their designed capacity and are
periodically refurbished to their original condition to
ensure optimal life
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Key Responsibilities:
Ensure strict adherence to the relevant
engineering standards and specifications
Manage Continuous Improvement through
Operational Excellence
Foster a climate of continuous improvement
Manage the Departmental costs
Utilise the Information Management System (IMS)
to initiate, investigate and report SHEQ status
Ensure an enabling climate/culture
Manage labour stability by minimising labour
turnover 9
Key Responsibilities:
Achieve HDSA/Female targets for the Department
Manage performance against set targets
and competencies
Ensure performance results and implemented as per
plan
Conduct career discussions and implement actions
with all identified talent (quarterly)
Ensure discipline is maintained (absenteeism,
lateness, overtime,
misconduct, etc.)
Coach and counsel people to ensure improved
performance levels 1
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Key Responsibilities:
Jointly define annual service level agreements with
site production personnel
Put systems and controls in place that will ensure
that the site is maintained:
at specified performance and within prescribed
technical & legal requirements, that will permit a safe
and environmentally acceptable operation, and to meet
the required production-rated capacity at minimum life
cycle costs

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Desired Skills & Experience Qaujlifications:
Engineering Degree
Experience:
At least 15 years relevant technical experience;
including 5 years management experience
Bachelor degree in Engineering, Electrical Engineering
and MS preferred
People management and collaboration skills
Work planning, prioritization and long term goal setting

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 The term management can be and often is
used in several different ways:
 It can refer simply to the process that
managers follow to accomplish
organizational goals.
 It can also refer to a body of knowledge.
In this context, it is a cumulative body of
information that give insights on how to
manage.
 It also can be used to pinpoint the
individuals who guide and direct
organizations
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 Management is the process of reaching
organizational goals by working with and
through people and other organizational
 Management has the following three main
characteristics:
1) it is a process or series of continuing and related
activities;
2) it involves and concentrates on reaching
organizational goals; and
3) it reaches these goals by working with and
through people and other organizational
resources.
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1. Is the process by which a cooperative group
direct actions of others toward common goals.
2. Is the process of working with and through others
to effectively achieve organizational objectives by
efficiently using limited resources in a changing
environment.
3. Is the coordination of all resources through the
processes of planning, organizing, directing, and
controlling in order to attain stated objectives .
4. Is establishing an effective environment for
people operating in formal organizational groups.
5. Entails activities undertaken by one or more
persons in order to coordinate the activities of
others in the pursuit of ends that cannot be
achieved by any one person. 15
 Management` s objectives is to ensure
attainment of:-
Profitability,
Time effectiveness,
Quality;

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1. Planning: Planning involves:
 Choosing tasks that must be performed to attain
organizational goals,
 Outlining how the tasks must be performed, and
 Indicating when the tasks should be performed.

 Planning activities focus on attaining goals.

 Managers, through their plans, outline exactly
what organizations must do to be successful.
 They are concerned with organizational success
in the near future (short tem) as well as in the
more distant future (long term).

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2. Organizing:
 Organizing can be thought of as assigning the
tasks developed during planning to various
individuals or groups within the organization.
 Organizing creates a mechanism to put plans into
action.
 People within the organization are given work
assignments that contribute to goal attainment.
 Tasks are organized so that the output of
individuals contributes to the success of
departments, which contributes to the success of
divisions, which in turn contributes to the overall
success of organizations.
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3. Influencing: Influencing is another of the basic
functions within the management process.
 This function-also commonly referred to as motivating,
leading, directing, and actuating -is concerned primarily
with people within organizations.
 Influencing can be defined as the process of guiding the
activities of organization members in appropriate
directions.
 An appropriate direction is any direction that helps the
organization move toward goal attainment.
 The ultimate purpose of influencing is to increase
productivity.
 Human beings work situations usually generate higher
levels of production over the long term than do work
situations that people find distasteful.
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4. Controlling: Controlling is the management
function for which managers
 gather information that measures recent
performance within the organization;
 compare present performance to pre-established
performance standards; and
 from this comparison, determine if the
organization should be modified to meet pre-
established standards.
 Controlling is an ongoing process.
 Managers continually gather information,
make their comparisons, and then try to find
new ways of improving production through
organizational modification. 20
 Although the four functions of management have
been discussed individually, planning, organizing,
influencing, and controlling are interrelated and
cannot be separated.
 Managers use these activities solely for the
purpose of reaching organizational goals.
 Basically, these functions are interrelated because
the performance of one depends on the
performance of the others.
 To illustrate, organizing is based on well-thought-
out plans developed during the planning process,
and influencing systems must be tailored to
reflect both these plans and the organizational
design 21
 Interrelations of the four functions is key for
management to achieve organizational goals
used to implement them.
 The 4th function, controlling, proposes
possible modifications to getting plans,
organizational structure, or the motivation
system to develop a more successful effort.
 To be effective, a manager must understand
how the four management functions must be
practiced, not simply how they are defined and
related.

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 The four management functions list implies
that planning, organizing, influencing, and
controlling should be characterized by:
 a bias for action;
 a closeness to the customer;
 autonomy and entrepreneurship;
 productivity through people;
 a hands-on, value-driven orientation;
 "sticking to the knitting";
 a simple form with a lean staff;
 and simultaneous loose-tight properties.
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Management must always be aware of
the status and use of organizational
resources
Organizational resources is composed of
all assets available for activation during
the production process, are of four basic
types: (1) human, (2) monetary, (3) raw
materials, and (4) capital.
Using human resources, these resources
are combined, used, and transformed
into finished products during the
production process. 24
 Human resources are the people who work for
an organization.
 The skills they possess and their knowledge of
the work system are invaluable to managers.
 Efficient: most resources reaching goals,
contribute to organizational goals and to
production.
 Inefficient: most resources not reaching
intended goals,(only few resources reach
intended organizational goals and resulting in
wasting organizational resources and less
production) wasting resources, causing low
production. 25
 Ineffective: little progress (substantial
progress toward organizational goals)
 Goal Accomplishment: Various combinations of
managerial effective and managerial efficiency
 For example, some oil companies in Saudi Arabia
could probably absorb many managerial
inefficiencies when oil sells at a high price.
Management in this situation has a chance to be
somewhat effective despite its inefficiency. Thus,
a manager can be effective without being efficient
and vice versa.
 To maximize organizational success, however,
both effectiveness and efficiency are needed.
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 The information just presented contains more
specific information on what management is
and what managers do.
 A manager must have a clear understanding of
the objectives and guide the organization
toward reaching these objectives.
 This guidance, of course, will involve his
working more directly with other top managers
at Company Headquarters as well as perhaps
more indirectly with managers of specific
locations throughout the country.

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To fine tune projects toward the most commercially successful
outcome, works by highlighting the 3 competing priorities in every
project.
These are:
Performance – how good does the product have to be
Cost – how much will it cost to make
Time – how quickly will it be available

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30
 Top 25 Car Brand Ranking at July 2012
4,500,000
4,000,000
3,500,000
3,000,000
World`s Car Sales

2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Kia
Fiat

Opel
Audi
Ford

Skoda
Buick
BMW
Suzuki

Chana
Wuling
Toyota

Honda
Nissan

Citroen
Mazda
Renault

Peugeot
Hyundai
Chevrolet

Dongfeng
Daihatsu
Mercedes

Dodge/Ram
Volkswagen

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

World`s Sales

http://www.focus2move.com/item/223-top25-car-brands-ranking-at-july-2012-toyota-on-top-of-world
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A new report shows that tablets and smartphones are outstripping
the growth of desktop and laptop PCs by huge margins. 32
 The manager must be heavily involved in
planning, organizing, influencing, and
controlling.
 In other words, he will have to outline how
jobs must be performed to reach objectives,
assign these jobs to appropriate workers,
encourage the workers to perform their jobs,
and make any changes necessary to ensure
reaching company objectives. As he performs
these four functions at his/her Company the
Manager must remember that the activities
themselves are interrelated and must blend
together appropriately.
 No discussion of organizational resources
would be complete without the mention of
management skills, perhaps the primary
determinant of how effective and efficient
managers will be.
 Managerial success depends primarily on
performance rather than personality traits.
 A manager`s ability to perform is a result of the
managerial skills possessed.
 A manager with the necessary management
skills will probably perform well and be
relatively successful.
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One without the necessary skills will
probably perform poorly and be relatively
unsuccessful.
Three skills are important for successful
management performance:
1. Technical skill,
2. Human skills,
3. Conceptual skills.

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Technical skills involve using special
knowledge and expertise in executing
work-related process and procedures.
Examples of these skills are
engineering, computer
programming, and accounting.
Technical skills are mostly related to
working with "things'-processes or
physical objects.
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 Human skills: involves building cooperation within
the team being led.
 They involve working with attitudes,
communication, individuals and groups, and
individual interests, in short working with
people.
 Conceptual skills: involves the ability to see the
organization as a whole. A manager with
conceptual skills is able to understand how
various functions of the organization complement
one another, how the organization relates to its
environment, and how changes in one part of the
organization affect the rest of the organization.
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 As one moves from lower-level of
management to upper-level of management,
conceptual skills become more important and
technical skills less important.
 As a manager moves from the supervisory to the
top management level conceptual skills become
more important than technical skills, but human
skills remain equally important

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 Technical skill: is the ability to apply
specialized knowledge and expertise to work-
related techniques and procedures.
 Human skill: is the skills involving the ability to
build cooperation within the team being led.
 Conceptual skill: involve the ability to see the
organization as a whole.
 A Manager must strive to be both effective and
efficient to reach the Company`s objectives
without wasting company resources

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