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.