ast 307 airport operations professor greg schwab
TRANSCRIPT
AST 307
Airport Operations
Professor Greg Schwab
Management FunctionsAnd Principles
• FIVE FUNCTIONS OF MANAGEMENT– PLANNING– ORGANIZING– STAFFING– LEADING– CONTROLLING
Planning
• The process of selecting and developing the best course of action to accomplish an objective
• Primary management function• Major planning decisions are normally vested in
authority directors, commissioners, city/county council members or other governing bodies
• A manager must have the following interpersonal skills: figurehead, leader, liaison
Planning Requirements
• Specific Objectives: Mission, Objectives, Operations
• Evaluate the Environment• Evaluate the Alternatives
– Select Best Course of Action– Develop a General Plan– Within Resource Constraints
• A Plan Answers:
WHO?
WHAT?WHEN?WHERE?
WHY?
HOW?
Organizing
• Determine and develop the: – Structure– Channels of authority (chain of command)– Reporting relationships– Communication linkages– Departmentalization and division of labor– Assignment of responsibility for utilizing human
and/or other resources
Organizing
• Structure has three characteristics:– Complexity, formality, centralization
• Classic functional categories:– Simple, functional, divisional,
conglomerate, matrix
Principles of Organization• Authority: line, staff, functional
• Span of control: the maximum number of subordinates whose work you can effectively supervise.
Airport Director
Operations Maintenance Finance
1 112 22
Organizing
• Job analysis and design: grouping tasks together to form complete jobs. Result: job description and specification.
• Alternatives to job specialization: job rotation, job enlargement, job enrichment, job characteristics
Staffing
• Determination of human resource needs and subsequent employee processes of recruiting, selection, training, retention, appraising, separation.
• Staffing helps to: maintain good human relations, unify efforts, promote mutual understanding, get concurrence
Leading
• Leading involves balancing leadership, authority, and power– Leadership: ability to use various skills &
strategies to influence others.– Leading: guiding others in getting the job done/
maintaining morale among employees• Leaders must concentrate on organizational direction
and vision.• Power: legitimate, expert, referent, connection,
information, reward, coercive.
Leading
• Leaders must balance getting the job done and maintaining relationships.
• Delegation of authority: assigning authority, responsibility, and accountability to another to get a job done.– Must have all three to effectively delegate
authority
Controlling
• Monitoring organizational activities to ensure actual performance is in accordance with planned performance
– Establish standards
– Measure actual performance
– Compare results with standards
– Take corrective action and follow-up
Controlling
• For control to be effective:– Must be properly integrated with planning– Must be flexible– Must be accurate– Information must be timely– Must be objective– Must be economical– System must be understood by those using it
Organizational Change
• Six stages: – Becoming aware of the pressure for change– Recognizing the need for change– Diagnosing the problem or event correctly– Planning the change to address the problem– Implementing the change– Follow-up and reinforce the change
Organizational Change
• Philosophies: TQM & Re-engineering• Resistance to change
– Not in employee self-interest– Lack of understanding the impact or
implications of the change– Employees view the change differently than
management– Low tolerance for change among employees
Organizational Change
• Over-coming employee resistance– Communicate plans beforehand and get input– Get employees involved in the process– Negotiation and agreement– Coercive power
• Vision, Mission, and Goal Statements• SWOT Analysis• Strategic Planning
MANAGEMENT THEORIES, ROLES, MOTIVATION, AND
COMMUNICATION
Overview
• What is Motivation?• Approaches: Classical, behavioral, scientific,
integrative systems• Motivation Theories
– Maslow’s Hierarchy of Needs– McGregor’s Theory X and Theory Y– Herzberg’s Motivation-Hygiene Theory
Motivation Defined
• Effort directed toward accomplishing an objective or mission– Physical Energy– Psychological (mental) Energy
• People doing what needs to be done because they want to do it.
Motivation is INTERNAL
Classical
• Administrative Theory– Fayol’s 14 Principles
• Scientific Management Theory– Frederick Taylor - father of scientific thought– Frank & Lillian Gilbreth– Henry Gantt
• Bureaucracy Theory– Max Weber
Behavioral
• Hawthorne Studies• Abraham Maslow• Douglas McGregor
Management Science
• Focused on mathematical models to solve problems– Critical Path Method (CPM)– Program Evaluation and Review Technique
(PERT)
Integrative Systems
• Systems approach is a way of looking at organizations
• An organization is a group of interrelated parts which cannot be dealt with separately
• Socio-Technical Systems (STS) Design – Integrates technology and employees within an
organization• Contingency Management - No one best way to
manage
Managerial Roles
• Interpersonal– Figurehead, leader, liaison
• Informational– Monitor, disseminator, spokesperson
• Liaison– Develop interpersonal relationships outside the
manager’s area of command, both inside and outside the organization
• Role Conflict: Intra-role conflict, inter-role conflict, interpersonal role conflict
Leadership Roles
• Leadership by Assumptions - McGregor• Leadership Style - Tannenbaum & Schmidt• Contingency - Fiedler, Hersey - Blanchard
McGregor’s Theory X• Average employee dislikes work and will avoid it
• Most employees must be coerced and closely supervised
• Most employees have little ambition and are mostly interested in job security
• Most employees avoid responsibility• Hard Approach
– Coercion (usually disguised)– Tight controls over behavior
• Soft Approach– Satisfying people’s demands– Abdication of management
McGregor’s Theory Y
• Physical and mental effort in work is as natural as play• Most people prefer to exercise self-direction and control• People learn, when encouraged, to accept and seek
responsibility• People are interested in displaying imagination,
ingenuity, and creativity
McGregor’s Theories
• Theory X– Management by
External Control
– Hard and Soft Approach
• Theory Y• Management by
Self Control
• Job Enrichment
• Participation
Tannenbaum & Schmidt
DEMOCRATIC AUTOCRATIC
TASKBEHAVIOR
PERCEPTION
DESIRE AND WILLINGNESSPERSONAL
POWERPOSITIONPOWER
RELATIONSHIPBEHAVIOR
BOSS
BOSS
Contingency & Situational Approaches
• Frederick Fiedler considered three factors of the leadership situation– Leader-member relations– Task structure– Position power
• Paul Hersey & Kenneth Blanchard– Leadership style & maturity level of
subordinates
Low Supportive and
Behavior
High Directive and
Behavior
High Directive and
Behavior
High Supportive and Low Directive
DEVELOPED DEVELOPING
S3
S1S4
S2
Low Directive Low Supportive
High SupportiveBehavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
HIGH LOWMODERATE
D4 D1D2D3
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVE BEHAVIOR
TELLING
SELLINGPARTICIPATING
DELEGATING
THE FOUR LEADERSHIP STYLES
Motivation Theories
• Hierarchy of Needs - Maslow• Two-Factor - Hertzberg• Equity• Path - Goal• Expectancy• Reinforcement
SURVIVAL
SAFETY
BELONGING
ESTEEM
SELFACTUALIZATION
Food, Clothing,
Shelter
Physical, PsychologicalSafety
Love, Acceptance,
Approval, Warmth
Recognition, Worth, Status, Self-Respect
Self-Fulfillment, Personal Growth,
Realizing Potential
Maslow’s Hierarchy Of Needs
Two-Factor Theory
• Frederick Herzberg– Hygiene Factors– Motivation Factors
Hygiene Factors (Physical)
• Prevent Dissatisfaction
– Economic
– Working Conditions
– Security
– Social Factors
– Status
Hygiene Factors Merely Prevent Dissatisfaction!
Motivators (Psychological)
• Challenging Work• Feelings of Personal Accomplishment• Recognition• Achievement• Increased Responsibility
• Equity: We give something, we expect something in return
• Path - Goal: Clarify tasks/behaviors necessary for receiving rewards
• Expectancy: How much do we want the rewards offered and are they attainable
• Reinforcement: B.F. Skinner & Ivan Pavlov – Type and timing of reinforcement for good and
poor behavior
Theories
• Start with a goal or mission• Match the people with the task• Make the task clear• Give one minute praises in public• Give one minute reprimands in private• Tell your people about the payoff• Personalize the reward system• Don’t make promises you can’t keep• Consequences = Behavior• Remove roadblocks• Be a good role model
Motivating Tips
Communication Principles
• Process• Listening & Feedback
– Six messages– Noise– Barriers
• Classes of Communication - Intra & Inter personal• Networks - Oral/written, communication direction• Conflict Management