management process3 and types
TRANSCRIPT
Job and Rolemanagement
processBy sujith bhaskar R
PURPOSES OF ORGANIZINGDivides 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.
UNITY OF COMMANDThe principle that a subordinate should have one and only one superior to whom he or she is directly responsible.
AUTHORITYThe rights inherent in a managerial position to give orders and expect them to be obeyed.
RESPONSIBILITYAn obligation to perform assigned activities.
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.
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.
CROSS-FUNCTIONAL TEAM
An organizational arrangement in which a hybrid
grouping of individuals who are experts in various
specialties (or functions) work together.
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.
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.
SITUATIONAL FACTORS AFFECTING STAFFINGI. 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
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
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
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.
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.
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.
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
Three leadership stylesAutocratic 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.
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.
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.
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
Types of Critical-Point StandardsStandards 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.
Strategic Control comprises systematic
monitoring at strategic control points as
well as modifying the organization’s
strategy on the basis of this evaluation.
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
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.
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.
TYPES OF BUDGETS
Revenue and expense budgets
Time, space, material, and product budgets.
Capital expenditure budgets
Cash budgets
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.