principles of management assignment

8/6/2019 Principles of Management Assignment

http://slidepdf.com/reader/full/principles-of-management-assignment 1/27

Name: Abdul Khaliq

Registration No: 1732-310020

Assignment: Principles of Management

Professor: Sir Shakeel Malik.

Assignement: Management

Date of Assignment: Saturday, July 3,2010

1



List of Contents Page#

Introduction to Management 3

Management as an Art 4

Management as a Science 4

Planning 6

Purpose of Plan 7

In Public Policy 8

Organizing 9

Directing & Monitoring 10

Leadership 11

How should I set it up 11

As a person 13

On the job 13

Employ Motivation 15

Manger’s annual plan 16

Leadership 16

Glossary of Leadership 17

Affirmative Actions, Assessing, Attributions 17

Beliefs, Traits, Total Quality Management 18

Productivity, Performances efficiency, Learning 19

Ethical Climate, Communicating, what leadership is 20

What leadership is not 20

Business Succession in light of Leadership 20

Organizing 22

Application, Structure, work Specialization 23

Span of Management 24

Departmentalization 24

Importance of Organizing 25

Staffing 25

Temporary Staffing firm 25

Executive Recruitment 27

2



Management:

The art of getting things done through people”

Management is the process of designing and maintaining an environment in which

individuals, working together in groups, efficiently accomplish selected aims. Basic

definition needs to be expanded

Art and Science:

Management is both art and science. It is the art of making

people more effective than they would have been without you. The science is in how

you do that. There are four basic pillars: plan, organize, direct, and monitor .

3



Management as an Art:

Management as an Art is a practice that has been

followed for ages (donkey’s years!) by many noble-beings (were they called

managers in the early era??) and has been unremitting since then...maybe the style

has changed but the objective hasn't. Being an art, its practice to perfection was one

of the most essential feature (sine-qua-non) that everyone was looking at. However,

due to efflux of time, many realized that it wasn't important to be perfect BUT

necessary to be excellent. If you aren't excellent, u better take a jump.

Management as a Science:

Management as a Science always had (and continues

to have) Cause & Effect' relationship that has been practiced (did I say preached?)

for time immemorial (well, still being very well practiced and preached in many

companies!) in order to enable people to perform better (hopefully!) and understand

the quantification (many-a-times distorted!) behind their performance. I guess, time

has come for us to realize the importance of management BOTH as an art and

science and to appreciate its co-existence within an organization. I truly believe that

it is in the best interest of the organization to have a mix of both (art & science) in

right proportions and at the right stage of the organizations' cycle in order to derive

immense benefits from the use of managerial tools, techniques, practices,

philosophies, processes & disciplines

4



Make Them More Effective:

Four workers can make 6 units in an eight-hour

shift without a manager. If I hire you to manage them and they still make 6 units a

day, what is the benefit to my business of having hired you? On the other hand, if

they now make 8 units per day, you, the manager, have value.

The same analogy applies to service, or retail, or teaching, or any other kind of

work. Can your group handle more customer calls with you than without? Sell

higher value merchandise? Impart knowledge more effectively? etc. That is the

value of management - making a group of individual more effective.

5



Planning:

Planning in organizations and public policy is both the organizational process of

creating and maintaining a plan; and the psychological process of thinking about

the activities required to create a desired goal on some scale. As such, it is a

fundamental property of intelligent behavior. This thought process is essential to thecreation and refinement of a plan, or integration of it with other plans, that is, it

combines forecasting of developments with the preparation of scenarios of how to

react to them.

The term is also used to describe the formal procedures used in such an endeavor,

such as the creation of documents diagrams, or meetings to discuss the important

issues to be addressed, the objectives to be met, and the strategy to be followed.

Beyond this, planning has a different meaning depending on the political or

economic context in which it is used.

Two attitudes to planning need to be held in tension: on the one hand we need to be

prepared for what may lie ahead, which may mean contingencies and flexible

6



processes. On the other hand, our future is shaped by consequences of our own

planning and actions

What should a plan be?

A plan should be a realistic view of the expectations.

Depending upon the activities, a plan can be long range, intermediate range or short

range. It is the framework within which it must operate. For management seeking

external support, the plan is the most important document and key to growth.

Preparation of a comprehensive plan will not guarantee success, but lack of a sound

plan will almost certainly ensure failure.

Purpose of Plan:

Just as no two organizations are alike, so also their plans. It is

therefore important to prepare a plan keeping in view the necessities of the

enterprise. A plan is an important aspect of business. It serves the following three

critical functions: Helps management to clarify, focus, and research their business's

or project's development and prospects. Provides a considered and logical

framework within which a business can develop and pursue business strategies over

the next three to five years. Offers a benchmark against which actual performance

can be measured and reviewed.

Importance of the planning Process:

A plan can play a vital role in helping to avoid mistakes or recognize

hidden opportunities. Preparing a satisfactory plan of the organization is essential.

7



The planning process enables management to understand more clearly what they

want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business

and that they have thought through its development in terms of products,

management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It

bridges between where we are and where we want to go. Planning is looking ahead

In organizations:

Planning is also a management function, concerned with defining

goals for future organizational performance and deciding on the tasks and resources

to be used in order to attain those goals. To meet the goals, managers may develop

plans such as a business plan or a marketing plan. Planning always has a purpose.

The purpose may be achievement of certain goals or targets. The planning helps to

achieve these goals or target by using the available time and resources. To minimizethe timing and resources also require proper planning.

In public policy:

Planning refers to the practice and the profession associated with

the idea of planning an idea yourself, (land use planning, urban planning or spatial

planning). In many countries, the operation of a town and country planning system

is often referred to as 'planning' and the professionals which operate the system are

known as 'planners'....... Planning: Planning is a process for accomplishing purpose.

It is blue print of business growth and a road map of development. It helps in

8



deciding objectives both in quantitative and qualitative terms. It is setting of goals

on the basis of objectives and keeping in view the resources.

It is a conscious as well as sub-conscious activity. It is “an anticipatory decision

making process ” that helps in coping with complexities. It is deciding future course

of action from amongst alternatives. It is a process that involves making and

evaluating each set of interrelated decisions. It is selection of missions, objectives

and “ translation of knowledge into action.”

A planned performance brings better results compared to unplanned one. A

Managers’ job is planning, monitoring and controlling. Planning and goal setting

are important traits of an organization. It is done at all levels of the organization.

Planning includes the plan, the thought process, action, and implementation.

Planning gives more power over the future. Planning is deciding in advance what to

do, how to do it, when to do it, and who should do it. It bridges the gap from where

the organization is to where it wants to be. The planning function involves

establishing goals and arranging them in logical order.

Organizing:

Now that you have a plan, you have to make it happen. Is everything

ready ahead of your group so the right stuff will get to your group at the right time?

Is your group prepared to do its part of the plan? Is the downstream organization

ready for what your group will deliver and when it will arrive?

Are the workers trained? Are they motivated? Do they have the equipment they

need? Are there spare parts available for the equipment? Has purchasing ordered

the material? Is it the right stuff? Will it get here on the appropriate schedule?

9



Do the legwork to make sure everything needed to execute the plan is ready to go, or

will be when it is needed. Check back to make sure that everyone understands their

role and the importance of their role to the overall success.

Direct

Now flip the "ON" switch. Tell people what they need to do. I like to think of

this part like conducting an orchestra. Everyone in the orchestra has the music in

front of them. They know which section is playing which piece and when. They

know when to come in, what to play, and when to stop again. The conductor cues

each section to make the music happen. That's your job here. You've given all your

musicians (workers) the sheet music (the plan). You have the right number of

musicians (workers) in each section (department), and you've arranged the sections

on stage so the music will sound best (you have organized the work). Now you need

only to tap the podium lightly with your baton to get their attention and give the

downbeat

Monitor

Now that you have everything moving, you have to keep an eye on things.

Make sure everything is going according to the plan. When it isn't going according

to plan, you need to step in and adjust the plan, just as the orchestra conductor will

adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A

key customer will go bankrupt. That is why you developed a contingency plan in the

first place. You, as the manager, have to be always aware of what's going on so you

can make the adjustments required.

10



This is an iterative process. When something is out of sync, you need to Plan a fix,

Organize the resources to make it work, Direct the people who will make it happen,

and continue to Monitor the effect of the change..

Is It worth It?

Managing people is not easy. However, it can be done successfully.

And it can be a very rewarding experience. Remember that management, like any

other skill, is something that you can improve at with study and practice.

What do I want to do?

Perhaps the first thing you need to do is to figure out what

you want your people to accomplish. A mission statement is a short document that

tells your people, your customers (internal and external), and your suppliers what

you are about. It makes it easier for everyone to pull together if everyone knows

what the objective is. How to Draft a Mission Statement lists twelve things you can

do to start drafting a mission statement for your group.

11



How should I set it up?

After you figure out where you are going and you write up

your mission statement, you need to look at whether your organization supports

that objective. If your organization does not support your objective, you need to

change it so it does. When you have rearranged your organization so it does support

your objective, you need to communicate that organization structure to everyone

involved. This is done through an organization chart, an org chart for short. How to

Build an Org Chart is a quick guideline on how to draw an org chart for a

department. You can easily expand it out for an entire company.

How does this look?

If anyone in your organization deals with the public, you

should have a dress code for all employees. A dress code is a simple document that

tells people in various functions what is appropriate work attire, and why. How to

Set a Dress Code guides you through the steps of creating a workable dress code for

your company.

Need For Good Managers Increasing

The need for good managers is not going away. It is

intensifying. With ‘flatter’ organizations and self-directed teams becoming

common; with personal computers and networks making information available to

more people more quickly; the raw number of managers needed is decreasing.

12



However, the need for good managers, people who can manage themselves and

others in a high stress environment, is increasing.

I believe anyone can be a good manager. It is as much

trainable skill as it is inherent ability; as much science as art. Here are some things

that make you a better manager:

As a person:

You have confidence in yourself and your abilities. You are happy

with who you are, but you are still learning and getting better.

You are something of an extrovert. You don’t have to be the life of the party, but

you can’t be a wallflower. Management is a people skill - it’s not the job for

someone who doesn’t enjoy people.

You are honest and straight forward. Your success depends heavily on the trust of

others.

You are an include not an excluder. You bring others into what you do. You don’t

exclude other because they lack certain attributes.

You have a ‘presence’. Managers must lead. Effective leaders have a quality about

them that makes people notice when they enter a room.

On the job:

You are consistent, but not rigid; dependable, but can change your

mind. You make decisions, but easily accept input from others.

1. You are a little bit crazy. You think out-of-the box. You try new things and if

they fail, you admit the mistake, but don’t apologize for having tried.

2. You are not afraid to “do the math”. You make plans and schedules and

work toward them.

3. You are nimble and can change plans quickly, but you are not flighty.

4. You see information as a tool to be used, not as power to be hoarded.

13



5. Take a look at yourself against this list. Find the places where you can

improve and then get going. And , if you need help, remember that's what

this site is all about - Helping new managers get started and experienced

managers get better.

6. You are managing people, not projects or product development or customer

service or any other departmental mission. People are complicated and

messy. They aren't machines any more than you are; they won't be the same

every day, no matter how much you'd like them to be. So stay alert to what's

going on with them.

7. For the first couple of days, sit down and get to know your staff. Find out

what they do, what their goals are, what they like to do in their free time, etc.

Several years ago, I watched a new manager start with a company and for

the first month or so, didn't talk to any of his staff. A month later, he

wondered why people were handing in their two week notices.

8. Learn how to deal with problem or resentful employees. I was promoted into

my position over a longer-term employee. She was made my assistant.

(Before everyone raises the sexism issue, I was the ONLY male manager and

was promoted on performance.) She had a great deal of resentment and

worked against me at every turn. After floundering around for a while, I

finally took her into the office and calmly explained the facts of life to her,

that I was the manager and if she couldn't work with me one of us would be

leaving and it wouldn't be me. She straightened out after that and we

eventually developed a good relationship.

9. Avoid re-inventing the wheel. Everything doesn't require your unique hand-

print. Some things probably work just fine already. Also don't think or act

like you know everything, nothing breeds resentment more than arrogance.

You may be smart, but there's always someone smarter.

14



10. Avoid re-inventing the wheel. Everything doesn't require your unique hand-

print. Some things probably work just fine already. Also don't think or act

like you know everything, nothing breeds resentment more than arrogance.

You may be smart, but there's always someone smarter.

11. You are responsible for everything that happens in your scope of authority.

Don't ever think that just because you may not be doing the actual work, you

are not responsible---you *are*. Unless you are comfortable with this basic

fact, management is *not* for you.

The rewards come at a price. You will have to make decisions that will benefit the

company as well as your staff....and quite often they are in direct conflict with each

other. (You cannot be all things to all people....)

You do have a right to be human. Just because you are now management, does not

mean that you can (or should) throw emotion out the window.

Laugh with your people....let them know that you are not a humorless troll.

Be honest with your people...you expect the same from them. Even if it's bad news,

honesty does help lessen the blow.

Defend your people! They will reward you with their loyalty.

As exciting and as insightful as these tips for new managers are, there is one more

we should add. Management is not for everybody. As (A2) put it "it's never too late

to say thanks but no thanks....I'm happy where I am."

15



Employee Motivation

One of a manager's most important tasks is motivating their

people. These resources will help you understand what makes your people tick, how

different they all are, and what you need to do to motivate each of them to peak

performance.

Manager's Annual Plan:

You have to motivate the people in your organization to

work toward the common goal. There are as many ways to do that as there are

managers. As far as I'm concerned, however, the only really effective way is to

LEAD them.

Leadership:

Leadership has been described as the “process of social influence in which

one person is able to enlist the aid and support of others in the accomplishment of a

16



common task” [1]. A definition more inclusive of followers comes from Alan Keith

of Genentech who said "Leadership is ultimately about creating a way for people to

contribute to making something extraordinary happen." [2] Students of leadership

have produced theories involving traits [3], situational interaction, function,

behavior, power, vision and values [4], charisma, and intelligence among others.

Glossary of Leadership:

Affirmative action:

A hiring policy that requires employers to analyze the work force for under-

representation of protected classes. It involves recruiting minorities and members of

protected classes, changing management attitudes or prejudices towards them,

removing discriminatory employment practices, and giving preferred treatment to

protected classes.

Assessing:

The process of conducting In Process Reviews (IPRs) and After Action

Reviews (AARs). IPRs help to determine initial expectations, ascertain strengths

and weakness of both employees and the organization, and identify key issues and

organizations whose willing support is needed to accomplish the mission. AARs

determine how well the goals are being accomplished, usually by identifying areas to

sustain and improve.

Attributes:

17



Characteristics or qualities or properties. Attributes of the leader fall

into three categories: mental, physical, and emotional.

Authoritarian leadership:

A style of leadership in which the leader tells the

employees what needs to be done and how to perform it without getting their advice

or ideas.

Beliefs:

Assumptions and convictions that a person holds to be true regarding

people, concepts, or things.

Trait:

A distinguishing quality or characteristic of a person. For a trait to

be developed in a person, that person must first believe in and value that trait.

Total Quality Management (Tqm):

Describes Japanese style management

approaches to quality improvement. It includes the long term success of the

organization through customer satisfaction and is based on participation of all

members of the organization in improving process, products, service, culture, etc.

Supervising:

18



The ability to establish procedures for monitoring and regulating processes, tasks,

or activities of employees and one's own job, taking actions to monitor the results of

delegated tasks or projects.

Productivity:

An overall measure of the ability to produce a product or service. It is

the actual output of production compared to the actual input of resources.

Performance efficiency:

A ratio (percentage) of the actual output of a person as

compared to the desired or planned output.

Learning:

An essential shift or progress of the mind where recreation is

evident and enjoins activities such as re-engineering, envisioning, changing,

adapting, moving into, and creating the future.

Ethical climate:

19



The "feel of the organization" about the activities that have ethical

content or those aspects of the work environment that constitutes ethical behavior.

The ethical climate is the feel about whether we do things right; or the feel of

whether we behave the way we ought to behave.

Communicating:

Comprises the ability to express oneself effectively in individual

and group situations, either orally or in writing. It involves a sender transmitting an

idea to a receiver.

What Leadership Is:

Leadership is an essential quality in a manager. It is how you

get your team fired up and willing to follow your plan. Leadership is a skill that can

be learned like any other skill. Leadership is a skill that can be improved with

practice.

What Leadership Is Not:

Leadership is not magic. It is not a gift that some people

have and others don't. It is not standing back and telling others what to do . It is not

belittling or demeaning others who don't do what you tell them to do.

Business Succession in the light of Leadership:

20



If you were unable to be there to run

your company, what would happen to it? Would your family members, co-owners,

managers and/or employees know what to do, and would they have the guidelines

and tools they would need to help the business survive and thrive?

The main issue in succession planning is to provide adequate funding when

ownership of a business is transferred, so that it is accomplished with minimal

difficulty. Life insurance, individual disability insurance and disability overhead

expense insurance are key planning tools. These products provide the dollars

needed to keep your business running smoothly. They also provide a fair share of

the company's worth to all involved with minimal conflicts.

Your key employees, partners or even a knowledgeable competitor can be

beneficiaries, assuring they will have the funds to purchase the business entity from

the remaining interested parties and continue the business when you either retire or

die.

Keep in mind that any financial planning for the business will have a direct affect on

your estate. Careful consideration should be given to the estate and gift taxes

associated with transferring your business interest to family members. Your

financial professional should be instrumental in defining these pitfalls and helping

minimize the possible transfer headaches. Your financial professional should be

aware of all the pieces and can help design the most effective method for passing on

your business. Don't fall into the trap that jeopardizes too many family-owned

businesses—the failure to properly prepare for a transition in ownership or a lack

of adequate funding to complete your financial goals.

The information contained on this Web site is not intended to be used as a basis for

legal or tax advice. In specific cases, the parties involved must always seek out and

21



rely upon the counsel of their own attorneys. It may also be necessary to consult a

qualified Employee Benefit Specialist.

Organizing:

Organizations are groups of people frequently trying to organize some

specific subject, such as political issues. So, even while organizing can be viewed as a

simple definition, it can get as complex as organizing the world's information.

22



Historically, humans have always tried to organize ourselves. Be it on

religion, through books and spoken word, or in science, through journals and

studies, or in many other ways. Writing ideas in a book, not to talk to someone, but

to specifically catalog is also an attempt to organize information.

Science books are notable by their organization attempt of a specific

subject. Encyclopedias, instead, usually try to organize any subject into one place,

for faster indexing and seeking of meanings.

Applications

Organizing, in company’s point of view, is the management function that usually

follows after planning. And it involves the assignment of tasks, the grouping of tasks

into departments and the assignment of authority and allocation of resources across

the organization

Structure:

The framework in which the organization defines how tasks are divided, resources

are deployed, and departments are coordinated.

A set of formal tasks assigned to individuals and departments.

Formal reporting relationships, including lines of authority, decision responsibility,

number of hierarchical levels and span of managers control.

The design of systems to ensure effective coordination of employees across

departments.

Work specialization:

23



The degree to which organizational tasks are sub divided into individual jobs; also

called division of labour

With too much specialization, employees are isolated and do only a single, tiny,

boring job.

Many organizations enlarge jobs to provide greater challenges or assigning to tasks

that are rotated.

Span of management:

Factors influencing larger span of management.

Work performed by subordinates is stable and routine.

Subordinates perform similar work tasks.

Subordinates are concentrated in a single location.

Subordinates are highly trained and need little direction in performing tasks.

Rules and procedures defining task activities are available.

Support systems and personnel are available for the managers.

Little time is required in non-supervisory activities such as coordination with otherdepartments or planning.

Managers' personal preferences and styles favour a large span.

Departmentalization:

1. The basis on which individuals are grouped into departments and

departments into total organisations.

24



2. Approach options include;

3. Functional - by common skills and work tasks

4. Divisional - common product, programme or geographical location

5. Matrix - combination of Functional and Divisional

6. Team - to accomplish specific tasks

7. Network - departments are independent providing functions for a central

core breaker

Importance of organizing

1. Organizations are often troubled by how to organize, particularly when a

new strategy is developed

2. Changing market conditions or new technology requires change

3. Organizations seek efficiencies through improvements in organizing

Staffing:

An employment agency is a company that matches workers to open jobs.

The first employment agency in the United States was opened by Fred Winslow who

opened Engineering Agency in 1893. It later became part of General Employment

Enterprises who also owned Businessmen's Clearing House (est. 1902). Another of

the oldest agencies was developed by Katharine Felton as a response to the problems

brought on by the 1906 San Francisco earthquake and fire.

Temporary staffing firm:

25



Temporary agency may be distinct from a recruitment

firm, which seeks to place permanent employees, but there is often a large overlap:

temporary workers may go on to become permanent employees; or workers a

company intends to hire as a permanent employee may start out as trial temporary

worker.

In the UK the temporary worker is technically self employed & introduced by the

recruitment agency to working on site for the client who pay the bills. The agency is

responsible for paying the temporary worker plus paying employers national

insurance to the government and setting aside holiday pay (working time directive

or WTR (regulations)). This total cost then has a profit margin added and is

charged per hour to the client. The temporary worker fills in timesheets (often

online) and is paid by BACS on a weekly basis. Some industries in the UK are more

heavily regulated by the gang master regulations. Many UK manufacturing

companies rely heavily on "Temp Staff" during periods of high demand, in recent

years U.K agencies have responded to the demand for high quantities of cheap

temporary labour by "shipping people in" from within the EU particularly eastern

Europe and former Soviet states. The vast majority of these workers are employed

using a contract for services and rarely earn more than the national minimum wage.

Many temporary agencies specialize in a particular profession or field of business,

such as accounting, health care, technical, or secretarial.

Legal status:

For most of the twentieth century, private employment agencies were

considered quasi illegal entities under international law. The International Labour

Organization instead called for the establishment of public employment agencies. To

prevent the abusive practices of private agencies, they were either to be fully

abolished, or tightly regulated. In most countries they are legal but regulated.

26



Probably inspired by the dissenting judgments in a US Supreme Court case called

Adams v. Tanner, the International Labour Organization's first ever

Recommendation was targeted at fee charging agencies. The Unemployment

Recommendation, 1919 (No.1), Art. 1 called for each member to,

"take measures to prohibit the establishment of employment agencies which charge

fees or which carry on their business for profit. Where such agencies already exist, it

is further recommended that they be permitted to operate only under government

licenses, and that all practicable measures be taken to abolish such agencies as soon

as possible."

Executive recruitment:

An executive search firm is a type of employment agency that specializes in

recruiting executive personnel for companies in various industries.

A third-party recruiter can work on their own or through an agency, and acts as an

independent contact between their client companies and the candidates they recruitfor a position. They can specialize in client relationships only (sales or business

development), in finding candidates (recruiting or sourcing), or in both areas. Most

recruiters tend to specialize in permanent or full-time, direct hire positions or

contract positions, but occasionally in both. In an executive search assignment, the

client hiring company, not the job seeker, pays the search firm its fee.

27

principles of management assignment

Documents