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PRIMEASIA

UNIVERSITY

TOPIC:MANAGEMENT AND ORGANIZATION

DATE:16-08-2011


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GROUP MEMBER

STUDENTS ID NAME082-001-041

082-009-041

082-010-041

082-013-041

082-018-041

082-023-041

082-026-041

082-031-041

082-037-041

082-046-041

082-049-041

082-066-041

082-068-041


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TO OUR PRESENTATION.


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DEFINITION :

Management in all business and organizational activities is the act of gettingpeople together to accomplish desired goals andobjectives using available

resources efficiently and effectively. Management comprises planning,organizing, staffing , leading or directing, and controlling an organization oreffort for the purpose of accomplishing a goal. Resourcing encompasses thedeployment and manipulation of human resources, financial resources,technological resources, and natural resources.


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HISTORY:

The verb managecomes from the Italian maneggiare, whichin turn derives from the Latin manus(hand).

The French word mesnagement(latermnagement)influenced the development in meaning of the English wordmanagementin the 17th and 18th centuries.


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FUNCTION AND ROLE OF MANAGEMENT :

Basic functions:

Management operates through various functions, often classified as planning,

organizing, staffing, leading/directing, controlling/monitoring and Motivation.

Planning

Organizing

Staffing

Leading/Directing

Controlling/Monitoring

Motivation


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Planning:Deciding what needs to happen in the future (today, next week, next month, next

year, over the next 5 years, etc.) and generating plans for action.

Organizing:(Implementation) making optimum use of the resources required to enable the

successful carrying out of plans.

Staffing:

Job analyzing, recruitment, and hiring individuals for appropriate jobs.

Leading/Directing:Determining what needs to be done in a situation and getting people to do it.

Controlling/Monitoring :Checking progress against plans.

Motivation:Motivation is also a kind of basic function of management, because without

motivation, employees cannot work effectively.


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BASIC ROLES :

Interpersonal: Roles that involve coordination and interaction with employees.

Informational: Roles that involve handling, sharing, and analyzing information.

Decisional: Roles that require decision-making.

MANAGEMENT SKILLS :

Technical: Used for specialized knowledge required for work.

Political: Used to build a power base and establish connections.

Conceptual: Used to analyze complex situations.

Interpersonal: Used to communicate, motivate, mentor and delegate.

Diagnostic: Ability to visualise most appropriate response to a situation.


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NATURE AND SCOPE OF BUSINESS :

All of us live in families and depending on the income, we have different

standards of living. We require various types of goods and services to

satisfy our needs and wants. Some members in your family have to workto earn and provide for the needs of the family. Thus, people engage in

different activities which are known as economic activities. In ancient

times, people had limited wants to satisfy. In modern times however, we

need a large variety of goods and services to satisfy our needs and to

raise our standard of living. On the one hand the supply of goods and

services has led to various activities. On the other hand, activities ofdifferent types are undertaken by people to earn sufficiently to fulfil their

increasing wants. Thus we find large numbers of people engaged in

business, industry, and profession. Such economic and business activities

satisfy various needs and demands for goods and services.


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DIRECTION AND COMMUNICATION :

The flow of communication has four district directions.

They are -

downward

upward

horizontal

and grapevine


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DOWNWARD COMMUNICATION :

Hierarchical systems like large school districts tend to use downward communication, in which

people at higher levels transmit information to people at lower levels. The communication can takeplace among different groups of sender and receivers including superintendents to assistantsuperintendents, chairs to department heads, department heads to teachers or any othercombination of superior to subordinate. Downward communication is necessary to help clarify the

schools goals, provides a sense of mission, assist in indoctrinating new employees into the system,inform employees about educational changes impacting the school, provide subordinates with dataconcerning their performance, describing procedures and so on. Downward communication occurseasily, but it is frequently deficient.

UPWARD COMMUNICATION :

It also follows the hierarchical chart and transmits information from lower to higher levels in theorganization. Upward communication is necessary to provide administrators with feedback ondownward communication, monitor decision effectiveness, gauge organizational climate, deal withproblem areas quickly, and provide needed information to administrators.


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Horizontal Communication :

It takes place between employees at the same hierarchical levels. This type of communication is

frequently overlooked in the design of most organizations. Integration and coordination betweenunits in an organization are facilitated by horizontal communication . This horizontal communicationis frequently achieved through cross functional committees or council meetings, groups and othersthat tie together units horizontally and informal interpersonal communication. Besides providing taskcoordination, horizontal communication furnishes emotional and social support among peers.

The Grapevine :

When the shortcoming and of the three types of organizational communication become apparent,employees build their own channels of communication, grapevine. It exists in all large organizationsregardless of communication flow. This type of communication flow does not appear or anyorganizational chart, but it carries much of the communication in the organization. Grapevine co-

exists with the administrations formal communication system. Therefore, they should learn tointegrate grapevine communication with formal communication.


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There are two types of control, namely budgetary and financial.A control technique whereby actual results are compared with budgets.

Any differences (variances) are made the responsibility of key individuals who can eitherexercise control action or revise the original budgets.

BUDGETARY CONTROL :


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ADVANTAGES OF BUDGETING AND BUDGETARYCONTROL:

There are a number of advantages to budgeting and budgetary control:

Promotes coordination and communication.

Clearly defines areas of responsibility. Requires managers of budget centres

to be made responsible for the achievement of budget targets for the

operations under their personal control.

Enables remedial action to be taken as variances emerge.

Motivates employees by participating in the setting of budgets.

Improves the allocation of scarce resources.

Economises management time by using the management by exception

principle.


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ORGANIZATION-STRUCTURE :

An organizational structure consists of activities such as task allocation,coordination and supervision, which are directed towards the achievement of

organizational aims. It can also be considered as the viewing glass or perspectivethrough which individuals see their organization and its environment. Manyorganizations have hierarchical structures, but not all Organizations are a variant ofclustered entities . An organization can be structured in many different ways,depending on their objectives. The structure of an organization will determine themodes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities fordifferent functions and processes to different entities such as the branch,department, workgroup and individual . Organizational structure affectsorganizational action in two big ways. First, it provides the foundation on whichstandard operating procedures and routines rest. Second, it determines which

individuals get to participate in which decision-making processes, and thus to whatextent their views shape the organizations actions.


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ORGANIZATION STRUCTURE :

TYPE OF STRUCTURE


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TYPE OF STRUCTURE :

I. Pre-bureaucratic structures : Pre-bureaucratic (entrepreneurial) structureslack standardization of tasks. This structure is most common in smaller organizations

and is best used to solve simple tasks. The structure is totally centralized.

II. Bureaucratic structures : The analogy that the fully developed bureaucraticmechanism compares with other organizations exactly as does the machine compare

with the non-mechanical modes of production. Precision, speed, unambiguity.

III. Post-bureaucratic : The term of post bureaucratic is used in two senses in theorganizational literature: one generic and one much more specific. This may include

total quality management, culture management and matrix management, amongstothers. None of these however has left behind the core tenets of Bureaucracy.

IV. Functional structure : Employees within the functional divisions of anorganization tend to perform a specialized set of tasks, for instance the engineering

department would be staffed only with software engineers.

V. Divisional structure :Also called a "product structure", the divisional structuregroups each organizational function into a division. Each division within a divisional

structure contains all the necessary resources and functions within it.

VI. Matrix structure : The matrix structure groups employees by both function andproduct. This structure can combine the best of both separate structures. A matrix

organization frequently uses teams of employees to accomplish work, in order to take

advantage of the strengths, as well as make up for the weaknesses, of functional anddecentralized forms.


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WORK MEASUREMENT :

Work measurement is the application of techniques designed to establish the time for an

average worker to carry out a specified manufacturing task at a defined level of performance.It is concerned with the length of time it takes to complete a work task assigned to a specificjob.


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PRINCIPLES OF PERFORMANCE MEASUREMENT:

All significant work activity must be measured.

Unmeasured work should be minimized or eliminated.

Desired performance outcomes must be established for all measured work.

Outcomes provide the basis for establishing accountability for results rather than just

requiring a level of effort.

Defining performance in terms of desired results is how managers and supervisors maketheir work assignments operational.

Performance reporting and variance analyses must be accomplished frequently.

Frequent reporting enables timely corrective action.

Timely corrective action is needed for effective management control.

Focus on behaviors; do not criticize employees; conduct appraisal on time.


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WAGE PLAN OPERATIONAL RESEARCH :

DEFINATION:Wage plan, system by which an employer ensures a minimum annual amount of

employment or wages (or both) to employees who have been with the employer for a requiredminimum period of time. The United States has had more experience than other countries withsuch plans, which are meant to eliminate the adverse effects of fluctuating employment on livingstandards. The most successful examples have been found in the consumer goods industries,which appear to be affected less by fluctuations in the economy.


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METHODS OF WAGE PAYMENT:

There are two basic methods of Wage Payment:

First method relates to the hours the employee is at work, regardless of his

output (time rate system).

Second method relates to the production or output, regardless of the time

taken for production (piece rate system).


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SPAN OF SUPERVISION :

Literally, the word 'span' means distance between the tip of a person's thump band the littlefinger when stretched out, while the world 'control' means power or authority to .direct, order or

restrain. In Public Administration, span of control refers to the number of subordinates whom anofficer can effectively control. It also means the number of subordinates an officer can direct. It maybe also said, that the spa? Of control means, personally direct. In the works of Dim . span ofcoaltrolis the number of rshgk of direct, habitual contacts between the chief executive of anenterprise and his principal fellow-officers". This concept is related to the principle of' Span ofAttention', described by V.A. Graicunas, in psychology. Span of control is dependent upon .span ofattention.


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Motivation Process:

Individuals react and differently to different situations. That is why it critical when addressing

motivation within the workplace that a manager assess their personnel on a person basis toknow where they are personally and organizationally. Managers must know what's necessary

for a person prior to they could find ways to develop the motivation of that individual.

Motivation Factors:

There are actually five key stages or ranges associated with work-related

behaviors. The first work connected behavior is joining the organization in which a

new employee is finding linked with the group, its practices, and culture anddiscovering their location in that group.


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LEADERSHIP :

Leadership has been described as the process of social influence in which one person can enlistthe aid and support of others in the accomplishment of a common task. Definitions inclusive of

nature of leadership have also emerged. Alan Keith of Genentech states that, "Leadership isultimately about creating a way for people to contribute to making something extraordinaryhappen." According to Ken "SKC" Ogbonnia , "effective leadership is the ability to successfullyintegrate and maximize available resources within the internal and external environment for theattainment of organizational or societal goals.


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FUNCTION OF A LEADER:

The functions include:

Environmental monitoring,

organizing subordinate activities,

teaching and coaching subordinates,motivating others, and

intervening actively in the group's work.


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NATURE OF BEHAVIOUR :

Human nature refers to the distinguishing characteristics, including ways of thinking ,feeling and acting, that humans tend to have naturally.The questions of what these characteristics are, what causes them and how this causationworks, and how fixed human nature is, are amongst the oldest and most importantquestions in western philosophy. These questions have particularly important implicationsin ethics, politics and theology. This is partly because human nature can be regarded asboth a source of norms of conduct or ways of life, as well as presenting obstacles orconstraints on living a good life.


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PERSONALITY :

"Personality" can be defined as a dynamic and organized set of

characteristics possessed by a person that uniquely influences his or her

cognitions, motivations, and behaviors in various situations. The word

"personality" originates from the Latin persona, which means mask.Significantly, in the theatre of the ancient Latin-speaking world, the mask

was not used as a plot device to disguisethe identity of a character, butrather was a convention employed to represent ortypifythat character.


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AREAS OF FOCUS :

Personality psychology is a branch of psychology that studies

personality and individual differences. Its areas of focus include:

I. Constructing a coherent picture of the individual and his or her

major psychological processes

II. Investigating individual differences - how people are unique

III. Investigating human nature - how people are alike


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PSYCHOLOGY OF LABOUR :

Psychology is an academic and applied field involving the study of behavior and mentalprocesses. Psychology also refers to the application of such knowledge to various spheres ofhuman activity, including problems of individuals' daily lives and the treatment of mentalillness.


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CONCLUSION:


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QUESTION TIME:


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REFERANCE:

http://www.wikipedea.com http://www.answers.com

http://www.youtube.com

http://webpages.charter.net

http://www.bussinessschool.com
http://www.wikipedea.com/http://www.answers.com/http://www.youtube.com/http://webpages.charter.net/http://www.bussinessschool.com/http://www.bussinessschool.com/http://webpages.charter.net/http://www.youtube.com/http://www.answers.com/http://www.wikipedea.com/


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