benv - internal env
DESCRIPTION
hidup sampai mati BENV valghe!TRANSCRIPT
Title of Slides
Topics & Structure of Lesson
Internal Environment• People – skills and ability• Resources• Management
Title of Slides
Learning Outcomes
At the end of this lesson, you should:
Understand the concepts in basic internal environment issues which includes ;• Employees –skills and ability• Limited resources – technical and
finance• Management –style
Title of Slides
People (Employees):- The nature of the work force is changing in
most organisations, partly because of demographic factors.
- At the same time, the skills needed by employees are changing.
Employees
Title of Slides
People (Employees) cont..:- As companies find it necessary to
experiment with quality programs, team approaches, and self-managed work groups, they need employees who are better educated and more flexible.
Employees
Title of Slides
People (Employees) cont..:
• Employees need to upgrade their skills and ability.
• For a skilled employee can transform both corporate and personal experiences into knowledge through capturing, assessing, applying, sharing it within his/her organisation to solve specific problems or to create value
Employees
Title of Slides
People (Employees) cont..:The benefits of skilled employees would include:
• Thinking skills — having a vision how the product/service or the company can be better
• Continuous learning — unlearning and relearning in tune with fast-changing conditions
Employees
Title of Slides
The benefits of skilled employees would include (cont) :
• Innovative teams and teamwork — via collaboration, cooperation, and coordination
• Creativity — ”dreaming” new ways to advance the firm.
Employees
Title of Slides
Employees
Reasons for change:- - All organisations need to be aware of
changes, which are often connected with new products, new developments, new design.
- Examples of these in relatively recent years are computers, hand phones and DVD players.
Title of Slides
Employees
Resistance to change:- - As we can understand the need to change, but we also need to understand why people resist to change.- This resistance is not unreasonable or irrational, but is a quite natural response to a proposed move from the known to the unknown, from the secure to the feared “insecure”.
Title of Slides
Employees
Resistance to change (cont.):- The thoughts and concerns that usually run through the employee’s mind are: - How will this change effect me? - Is my job secure? - Will I lose my status and my subordinates? - How will I cope with it? - Will I be able to learn to adapt? - Will the hours of work change?
Title of Slides
Employees
Suggestion to overcome resistance to change:- - The first stage should be to attempt to prevent rumors. The key to this is to get in first with information to the staff which is as full as it can be at each stage of change. - Certain changes could be introduced in stage or a six-month trial period.
Title of Slides
Employees
Overcoming resistance to change (cont.):- - Employees should listen to grievances and to the opinions of the staff – should encourage two-way communication.
Title of Slides
Management
- What makes a good leader or manager? - For many it is someone who can inspire
and get the most from their staff. - Manager's challenge: do more with less
in the midst of continual change (while the ground is moving).
Title of Slides
Management
Management defined: The process used to accomplish
organisational goals through planning, organising, leading, and controlling (POLC) people and other organisational resources
Title of Slides
Management
There are many qualities that are needed to be a good leader or manager.– Be able to think creatively to provide a vision for the
company and solve problems– Be calm under pressure and make clear decisions – Possess excellent two-way communication skills– Have the desire to achieve great things– Be well informed and knowledgeable about matters
relating to the business– Possess an air of authority
Title of Slides
Management
There are three main categories of leadership styles:
1) autocratic, 2) paternalistic and 3) democratic.
Title of Slides
Management
1) Autocratic (or authoritarian) – Managers like to make all the important
decisions and closely supervise and control workers.
Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed.
Title of Slides
Management
2) Paternalistic – Managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin).
Title of Slides
Management
2) Paternalistic (cont.) – They consult employees over issues and
listen to their feedback or opinions. The manager will however make the actual
decisions (in the best interests of the workers) as they believe the staff still need direction and in this way it is still somewhat of an autocratic approach.
Title of Slides
Management
3) A democratic- Style of management will put trust in
employees and encourage them to make decisions.
They will delegate to them the authority to do this (empowerment) and listen to their advice.
Title of Slides
Management
3) A democratic (cont.) - This requires good two-way communication
and often involves democratic discussion groups, which can offer useful suggestions and ideas.
Managers must be willing to encourage leadership skills in subordinates.
Title of Slides
Resources
Finance – The function in a business that acquires funds for the firm and manages funds within the firm.
Due to limited financial resources – a firm need to carefully calculated financial plan.
Title of Slides
Resources
Financial aspect in an organisationincludes: - Planning - Budgeting - Obtaining funds - Controlling funds - Collecting funds
Title of Slides
Resources
Technical resources in an organisationincludes: - Scientific research expertise; - Product innovation capability; - Expertise in a given technology; - Capability to use Internet to conduct various business activities
