MANAGING FOR RESULTS

Results

Productivity

PERSONAL PRODUCTIVITY FROM MANAGEMENT THEORIES

Maslows Hierarchy Of Needs

McGregors Theory X vs. Theory Y

You are all lazy!

My employees enjoy their work

Ouchis Theory Z

Group Work

Looking at the three (3) Management Theories,

how can you use the concepts to increase personal productivity?

PERSONAL PRODUCTIVITY USING TIME MANAGEMENT

TIME MANAGEMENT PROFILE

FIRST THINGS FIRST

 What one thing could you do (you arent doing

now) that if you did on a regular basis, would make a tremendous difference in your personal life?

What one thing in your professional life would

yield the similar results?

Generations of Time Management

NOTES and CHECKLISTS CALENDARS and APPOINTMENT BOOKS PRIORITIZATION

TIME MANAGEMENT MATRIX

URGENT NOT URGENT

I
Crises Pressing problems Deadline-driven projects Preparation Planning/goal-setting Relationship-building

II

IMPORTANT NOT IMPORTANT

III
Interruptions Some phone calls Some meetings Escape Activities Diversions Time wasters

IV

PARETO PRINCIPLE

Number of Tasks versus Importance of Tasks Focus on Activities, Not Accomplishments Motivate Yourself

THE ART OF SCHEDULING

SCHEDULE BACKWARDS

THE ART OF SCHEDULING

BE HONEST ABOUT DEADLINES

THE ART OF SCHEDULING

THINK PROCESS IMPROVEMENT

PRODUCTIVITY THROUGH PLANNING

The Management Functions

Benefits of planning

Improves focus and flexibility. Improves action orientation. Improves coordination. Improves control. Improves time management.

Steps in the planning process

Define your objectives. Determine where you stand vis--vis objectives. Develop premises regarding future conditions. Analyze and choose among action alternatives. Implement the plan and evaluate results.

A sample means-ends chain for total quality management.

Types of plans

Short-range and long-range plans

Short-range plans = 1 year or less Intermediate-range plans = 1 to 2 years Long-range plans = 3 or more years

Types of plans

Strategic and operational plans

Strategic plans set broad, comprehensive, and longer-term action directions for the entire organization.

Operational plans define what needs to be done in specific

areas to implement strategic plans.
Production plans Financial plans Facilities plans Marketing plans Human resource plans

Types of plans

Budgets and project schedules

Single-use plans
Only used once to meet the needs and objectives of a well-defined situation in a timely manner.

Budgets
Single-use plans that commit resources to activities, projects, or programs. Fixed, flexible, and zero-based budgets.

Projects
One-time activities that have clear beginning and end points. Project management and project schedules.

Planning tools and techniques

Forecasting

Making assumptions about what will happen in the future.

Qualitative forecasting uses expert opinions. Quantitative forecasting uses mathematical and statistical analysis.

Planning tools and techniques

Contingency planning

Identifying alternative courses of action that can be implemented to meet the needs of changing circumstances.

Contingency plans anticipate changing conditions. Contingency plans contain trigger points.

Planning tools and techniques

Scenario planning

A long-term version of contingency planning. Identifying alternative future scenarios. Plans made for each future scenario. Increases organizations flexibility and preparation for future shocks.

Useful planning tools and techniques

Benchmarking

Use of external comparisons to better evaluate current performance and identify possible actions for the future.

Adopting best practices of other organizations that achieve superior performance.

Useful planning tools and techniques

Use of staff planners

Coordinating the planning function for the total organization or one of its major components.

Possible communication gaps between staff planners and line management.

Useful planning tools and techniques

Participation and involvement

Participatory planning requires that the planning process include people who will be affected by the plans and/or

will help implement them.

Benefits of participation and involvement:

Promotes creativity in planning. Increases available information. Fosters understanding, acceptance, and commitment to the final plan.

How participation and involvement help build commitments to plans.

Management by Objectives (MBO)

A structured process of regular communication. Supervisor/team leader and workers jointly set
performance objectives.

Supervisor/team leader and workers jointly review

results.

Management by objectives as an integrated planning and control framework.

MBO involves a formal agreement specifying

Workers performance objectives for a specific

time period.

Plans through which performance objectives will

be accomplished.

Standards for measuring accomplishment of

performance objectives .

Procedures for reviewing performance results.

The MBO process

Supervisor and workers jointly set objectives,

establish standards, and choose actions.

Workers act individually to perform tasks;

supervisors act individually to provide necessary support.

Supervisor and workers jointly review results,

discuss implications, and renew the MBO cycle.

 Types of MBO performance objectives

Improvement Personal development Maintenance

Criteria for effective performance objectives

SMART not GLOBE

Advantages of MBO

Focuses workers on most important tasks and

objectives.

Focuses supervisors efforts on important areas of

support.

Contributes to relationship building. Gives workers a structured opportunity to

participate in decision making.

GROUP WORK

QUESTIONS

How do planning and controlling seem to be linked

at Wal-Mart?

As planning consultants, what alternative future

scenarios would you identify for Wal-Marts executives to consider as they plan for the future in todays dynamic times?