management functions- new
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MANAGEMENTMANAGEMENTFUNCTIONSFUNCTIONSMANAGEMENTMANAGEMENTFUNCTIONSFUNCTIONSBY: MEMORY CHIMWENDOBY: MEMORY CHIMWENDO
Organizational CapacityOrganizational CapacityDevelopers Institute (OCDI)Developers Institute (OCDI)
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OBJECTIVES
To provide an overview of the role ofmanagement in the organisation
To explain the 4 fundamental management
tasks, namely planning, organising, leading& control as a management process.
To explain the different levels and kinds
of management in the enterprise
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THE ROLE OFMANAGEMENT
1. To direct an organisation towards itsobjectives
2. To set and keep operations of theorganisation in balance
3. To keep an organisation in equilibriumwith its environment
4. To reach goals of the organisation atthe highest possible level of production
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What is Management?1. Used to define the broad activities
that make up the control of an
organisation.
here it is used to distinguish
between management and labour
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2. Used to describe, collectively or
separately, the level of authoritywithin an organisation
Collectively, the term is applied to all
levels of authority above the worker. Separately, used to divide levels of
management into top, middle and
lower (1st line) management
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3. The process of organising and
employing resources to accomplish a
predetermined objective with and
through people.
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This implies certain actions and
proposes certain results
Implies all mgmt actions have a purpose
and
To accomplish that purpose, resources
must be arranged and allocated in a
skillful way
and used ina process to obtain results
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Example
Purposeservice provisionor profitmaking
Resources money, manpower,
machines, time, space Process - manufacturing
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The functionsof a
manager Means by which managerscarryouttheir
managerial duties & responsibilities
= Functionsof Management
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THE BASIC FUNCTIONS
OF MANAGEMENT To Forecastand Plan
To Organise
To Lead/Direct
To Co-ordinate
To Control
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1. FORECAST & PLAN Lookingahead, assessingthe future
and planning forit.
Can belongorshortterm
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Contd
Theinitialstepof anyaction Understandingtheassignmentand objective
Gatheringrelated information
Exploringpossibilities Identifyingactivities
Listingresources
Relies heavilyon knowledgeof the
situationand sound judgment.
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Definition: Defining goals and objectives for future
performanceWhat is a Goal? Its a future expectation, some desired
future state, something theorganisation is striving to accomplish.
Goals may be general or refer tospecific desired accomplishments.
Organisational performance &effectiveness is derived from goalattainment
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Functionsof Goals
Providestandard of performance Providea basis forplanningand control
Influencestructureof theorganisation
Help developcommitmentof individuals
Serveasa basisof evaluation
A basis forobjectives & policies
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Why Plan?
Toestablish objectives/direction fororganisation
Toidentifyand commitorganisation's
resourcestoachievetheobjectives
To decide which activitiesarenecessary
toachievethem.
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Contd
Planningcompels managerstolook tothe future
Itensuresthatorganisations keep
abreastof technology Itensurescohesion
Itpromotesstability
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Activitiesunder Planning Develop Mission
Establish thepurposeof Organisation
Set Overall Long-term or Strategic Objectives (Goals) Goalsare morespecificthan broad guidelinepresupposed by Mission. Set Objectives
Determineexpected results
Develop Strategies Show how and whentoachieveresults
Programme Establish Priority, Sequence & Timingof steps Set Budget
Allocate Resources
Set Procedures Standardise methods
Develop Policies Makestanding decisions
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ORGANISING
Once managers haveprepared plans, theymusttranslatethoserelativelyabstractideasintoreality.
DEFN: Theprocessof creatingastructureof relationshipsamongemployeesthat willenablethem to
carryout managementsplansand meetoverallobjectives.
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Effectiveorganisationenables managerstobettercoordinate humanand material
resources Itinvolvessettingup departments & job
descriptions
Assemblingtheresources Includesrecruiting, selectingand placingthe
rightpersonintheright jobi.e. staffing
Arrangingresourcesina manner mostlikelytoresultineffectiveaccomplishmentof theobjective
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Divisionof the materialand humanresourcesof theorganisation.
Involves dividingup work amongstemployees
Givingappropriatetraining Responsibilitiesclearly defined
Leadstothe bestuseof resources
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3. Leading / Directing
Theorientationof allactivitiestoward established objective
Theactualsupervisionof the work
and peopletoensureachievementofobjectivesand productionof results.
Leadingisthesameas directingor
influencing.
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After management has madeplans,
created structure & hired rightpersonnel, someone mustlead theorganisation.
Involves: communicating with & motivatingothersto
perform thetasksnecessarytoachievetheorganisationsobjectives.
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Knowingthestaff welland the business
thoroughly
Issuinginstructionsensuring high levelof
activity bystaff is maintained
Tryingtogetthe bestpossibleperformance
from subordinates
Keepseveryoneon histoes
Keepsorganisationactive
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Productivityand Profitabilityisafunctionof the behaviourof the membersof theorganisation.
Successfulinfluencingof that behaviouristhe keyto higherproductivity.
A motiveinanindividualisaninner drive,stimulusorincentivetosatisfyaneed ofsome kind.
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A motiveisthereforeasymptom of a
need, & itsetsin motiontheneed-satisfyingprocessinsomeparticulardirection
Theprocessiscyclicalincharacter,beginning with internal motivesordrives thatstimulateapersontowardssomeaparticular form ofactionor behaviour.
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To beableto motivate hissubordinates, a managerneedsto beabletoanswertwo fundamental
questions:- Whataresubordinatesneeds
- How can heasa managersatisfy
these withinthecontextof theorganisation?
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Maslows Hierarchy of needs.Self-
actualization
needs
Esteem needs
Social (belongingness)needs
Security (safety) needs
Physiological needs
Thereare fivegroupsof needsaccordingto Maslow
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4. Coordinating
Ensuring harmony Managerseffortsinline with thoseof
others
Keeping his departmentinline withorganisationalgoals & objectives
Regularexchangeof information (even
meetings)necessary for bindingtogether, unifying, harmonisingallactivity & effort
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5. Controlling The finalphase
Consistsof checkinguponactivity
Ensuringactivityisgoingaccording
toplan
Ensuring desired resultsareproduced
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DEFN:
It is the measurement and correction ofperformance in order to make sure that theorganisational objectives and plans devised toattain them are accomplished.
The process by which a group, person ororganisation consciously monitorsperformance and takes corrective action.
Managers ensure that actual activitiesconform to planned activities throughcontrolling.
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They also ensure that behaviour andperformance conform to anorganisations objectives, plans andstandards
1st step is information gathering Then information analysis in the light
of performance
Then corrective action if need be.
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Ensuringactivitiesconform with plan Inspection
Monitoringperformance Takingcorrectiveactionif needed
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GOALS
PLANNING
CONTROLLING
DIRECTING
ORGANISING
COORDINATING
COMMUNICATING
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Summary Definition
1. Theartof gettingthings donethrough people.
2. Theprocessof planning, organising,
leading, coordinatingand controllingthe work ororganisation members &of usingallavailableorganisations
resourcestoreach statedorganisationalgoals.
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Whata Manageris Recall managementimplies working
with people
A manager makesthings happenthrough effortsof otherpeople.
Classified accordingtolevelsof
management
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DEFN: Organisationalplanners, organisers,
leaders & controllers.
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1. Managers work with & through other people to
achieve organisational & personal goals.
These people are either providers of
goods & services or users of products
& services of the organisation.
e.g. subordinates, supervisors, customers,
suppliers etc.
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2. Managers are responsible &
accountable.
They ensure specific tasks are donesuccessfully
They are evaluated on how they arrangefor these tasks to be accomplished.
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Success or failure of subordinates is a directreflection of success or failure of the manager
Expected to achieve more than non-managers
Hold more responsibilities as they superviseother people & allocate resources.
b l
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3. Managers balance competing
goals & priorities
Faces organisational goals, problems & needs competing
with his time.
Prioritises to determine the more important ones &attend to them first.
This ensures order & effective use of time.
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4. Managers think analytically &
conceptually.
As Analytical thinker,
He breaks down a problem into components, analyses
those components & comes up with feasiblesolutions.
As Conceptual thinker,
He must be able to view the task in abstract &relate
it to other tasks.
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5. Managers are mediators
Pple in organisations often disagree about goals &
the most effective way to achieve them.
Disputes lower morale & productivity, hinder
performance
Settling these disputes requires skill & tact.
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6. Managers are politicians
They must build relationships
Use persuasion & compromise to promote
organisational goals.
Just like politicians, they build networks of mutual
obligations with other managers.
They build or join alliances & coalitions.
They call for support for proposals or decisions.
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7. Managers are diplomats
They represent their organisations or work units
Always represent their organisations as they work
with customers, contractors, governments etc
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They personify, both internally & externally, the
organisations success or failure.
They are sometimes held responsible for thingsthey are not directly in control of.
8. Managersaresymbols
anagers ma e cu t
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. anagers ma e cu tdecisions
Every organisation has problems now & then. E.g. financial difficulties, problems with employees,
differences of opinions concerning policy or targets
Managers expected to come up with solutions todifficult problems.
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MANAGERS
1. Top Managers Responsible forcarryingoutoverallobjectiveof
theorganisation
Occupytopexecutive jobsinorganisation
e.g. Managing Director, General Manager
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2. Middle Managers Responsible fora department/division
Normallycharged with specific
activitiese.g. Personnel, Marketingetc. Theirtitlesvaryaccordingtothe jobs
they hold.
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3. First-line Managers Thoseresponsible forcarryingoutpolicies
and proceduresof theorganisationthrougheffortsof labourers.
Basicallyaperson-to-personrelationship
Commonlycalled foremen and supervisors
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The qualificationsof a
manager Therearethree basic kindsof skills
necessary forasuccessful manager.
Technical Human
Conceptual
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Relationship betweenskills &
mgmtlevelsLEVEL CONCEPTUAL
TOP
MIDDLE
FIRST-LINE
Human Technical
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1. Technicalskills
Anunderstandingof and aproficiencyin, aspecific kind of
activityinvolving:
specialised knowledge,
analyticalability withinaspeciality, and
theuseof tools, processes, techniques
and methodsof aspecificareae.g.agriculture, mining
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2. Humanskills
The managersabilityto work withgroupsand individualstoobtaintheir
supportand cooperation.
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3. Conceptual Skills
The managersabilitytoseetheoperationasa wholeand how theinteractionsof each of itscomponents
fittogethertoachieveanobjective. Implies:
Making decisions based onagraspof thetotalsituation
Identifying , coordinatingand carryingoutthese decisions
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Relevance
Atlowerlevel, the majorneed is for
technicaland humanskills
At higherlevels, the managerseffectivenesslargely dependson human
& conceptualskills.
Atthetop, conceptualskills becomethemostimportant
The Wheel of Management
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Resources
The Wheel of Management
Developing
Relationships
Delegatingresponsibilityandauthority
MeasuringPerformance
DevelopingPerformanceStandards
EvaluatingPerformance LEADING
PLANNING