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Name:
Lecturer:
End date:
Student ID:
(Imperia/LJMU)
Pn. Rosita Arman Michael Anniah
9th March 2015
1006540/670078
Table of Content
Table of Contents
Question 1 3-8
Question 2 9-12
Reference
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Question 1
According to Certo (1997), management can be defined as a process to
accomplish organizational goals by working with humans and other organizational
resources. According to Bin (2008), management as a discipline refers to an area of
knowledge that attempts to investigate methods to properly manage an organization.
This is because management can come from various approaches that is best suited
for certain types of organization. For an organization to utilize management, it is
important that every organization needs to establish goals and objectives in order to
compete and stay relevant and existing in the industry (Bin, 2008). The quality of the
projects these organization undertakes are heavily dependent on how the
management is carried out and whether the function of management is
acknowledged and utilized properly. It remains a valid point that management as a
process involves several work activities and functions that must be followed and
completed by every managers in order to achieve goals that were set by the
organizations (Bin, 2008). As someone who takes up the leading role, it is the duty of
managers to utilize management principles to guide the employees and staffs in
carrying out the management process (Bin, 2008). The functions of management for
projects can be divided to 4 parts, which are planning, organizing, leading and
controlling.
There are several steps that planning is consist of. Planning begins with
environment scanning that means that the managers or planners have to be aware
of any critical contingencies that are or potentially affecting his or her organization
(Mason Carpenter, 2015). The contingencies may come in the form of economic
conditions, competitors or customers. Planners must be capable of forecasting future
conditions. This is because should these contingencies arises, there has to be a
contingency plan concocted in order to tackle the arising problem. Otherwise, the
loss would be greater if the contingencies affect the organization in the future but
with no ample preparation or anticipation to handle it. As a result, the attempt of
creating and implementing proper project management will end up in an eventual
failure. To sum up, in this phase, planners or project managers must be able to
establish objectives which consists of statements, written or otherwise, of what is
required to be achieved and when should it be achieved, identify various alternatives
means to achieve the established objectives, make best decisions about the best
courses in which that should be taken in order to accomplish objectives, formulating
plans necessary along with ensuring that implementation is conducted effectively,
and constantly evaluating their plan and take corrective measures where necessary
(Mason Carpenter, 2015).
There are 3 types of planning which can be applied for projects by project
managers, the first being strategic planning where it involves the analysis of both
competitive opportunities and threats along with strength and weaknesses (SWOT
Analysis) of a given organization, which will be followed by determining ways to
position the organization in order to compete effectively in their current environment
(Mason Carpenter, 2015). Generally, strategic planning aims to provide coverage for
longer time frame such as 3 years and above. In this planning, usually the entire
organization is included within and objectives are formulated taking into
consideration the results of SWOT analysis (Mason Carpenter, 2015). This type of
planning is suitable for project managers or stakeholders who are intending on
producing certain goods which either takes a long time to complete such as property
developments or one that needs to maintain or increase sales of product for a long
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period of time without losing customer base(Eg. Nestle, Milo, KFC, and McDonald).
These companies are not looking into short term business but long and lasting
relationship with the consumer base and will implement strategic planning to
undertake projects in order to ensure that people will still be interested in the
products they sell.
The second type of planning used for project is tactical planning. Unlike
strategic planning, tactical planning is not targeted for long term usage but for shorter
term that usually ranges around one to three years. This type of planning is used to
develop concrete and specific means to implement the plan into action. Usually,
middle-level managers are engaged in tactical planning (Mason Carpenter, 2015).
This planning is useful for preliminary preparations or procedures of a project for
three years and below.
labor or time will be incurred by the organization in taking actions towards problem
that are not deemed an immediate or great threat which might be incoming within a
short period of time. The organization structure is usually represented in a chart
which provides a graphical representation of the chain of commands within a given
organization (Mason Carpenter, 2015). This is to show the position as well as roles
played by every individual within an organization in order to avoid any confusion as
to who does what. Decisions made about the structure of an organization is usually
referred to as organizational design decisions (Mason Carpenter, 2015). Organizing
in a project is important because the process involves deciding how best to
departmentalize jobs or roles of every individual into department in order to
coordinate actions accordingly. In a project, organizing will save a lot of time as
every individual can perform their designated duties and coordinate with each other
in order to create a healthy level of productivity. In other words, organizing enables
smoothness in an organization. According to Mason Carpenter (2015), traditionally,
job design which means process of putting together various elements in order to
form a job, taking into consideration organizational and individual worker
requirements, was based on the principles of divisions of labor and specialization,
which assumed that the more narrow the job content, the more proficient the
individual performing the job could be. This is related to organizing as individuals can
be delegated to specific and specialized job in order for higher productivity out of the
job due to increased proficiency of the worker doing it. In projects, this will allow
individuals to perform better in their designated duties. However, there is a drawback
for such job design. This is because a job content can be too narrow and
specialized. As a result, negative outcomes might be resulted, due to poor job
satisfactory among workers as well as organizational commitment who are having to
repeat the same specific and specialized work. For projects, a good motivation is
required to ensure good work output from all individuals and there needs to be a
proper balance between that (good job satisfactory level) and job specification.
organization requires someone who can direct it and all the components within it in
order to progress to greater heights than where it is currently. Without a proper
direction, an organization will fail to progress with maximum efficiency and
productivity and may collapse given time. As leading involves the social and informal
sources of influence that a leader uses in order to inspire action taken by others, the
managers need to be an effective leaders to ensure their subordinate remain
enthusiastic about exerting their efforts to achieve organizational objectives (Mason
Carpenter, 2015). In order to achieve that, especially for projects, the managers
need to understand the personalities, values, attitudes and emotions of their
subordinates. This is because personality research and studies of job attitudes gives
useful information as to how managers can effectively lead subordinates (Mason
Carpenter, 2015). An undertaking of a project requires managers who can truly take
the helm and bring his or her team to exercise the required or additional effort in
order to achieve the completion or succession of the project.
Question 2
There are several steps which are deemed necessary in the training process,
the first being the need to clearly determine organizational objectives. Training and
development cannot occur if the purpose of the training is not made clear and to
what goals or objectives the training were to accomplish should it be undertaken by
the employees. The training has to allow the employee to perform measures using
the skills learned via the training to achieve or at least move towards to achieving
objectives set by the company. Should training be conducted but no goals and
objectives are established, there will be unnecessary costs incurred in providing
training to staffs or employees which will not prove to be productive in the
organization. In some cases, those skills which were learnt will barely be used in a
day-to-day basis. Should that were to occur, productivity and efficiency will drop
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down and that will deter the company from progress towards greater heights. In
training and development process, valid considerations need to be taken as to the
long and short term of the companys objectives as well. This is because both long
and short term objectives may constitute different training methods or decisions (to
train or not) to all related employees. Determining such factor improves accuracy
and relevancy of the training module, if it were to be done.
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In training process, there are different methods that can be employed to train
trainees. One example of the methods is presentation where trainees are passive
recipients of information such as facts, processes, and problem-solving techniques
(Noe, 2010). Another example includes lecture where trainers communicate through
spoken words on what they want the trainees to learn. Audiovisual instruction is also
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References
Anon., n.d. BizMove. [Online]
Available at: http://www.bizmove.com/personnel/m4d.htm
[Accessed 9 March 2015].
Bin, A. H., 2008. Business Management. Shah Alam: Oxford Hajar Sdn. Bhd..
Certo, S. C., 1997. Modern Management. Upper Saddle River: NJ: Prentice Hall.
Mason Carpenter, T. B. B. E., 2015. Principles of Management, v. 1.1. [Online]
Available at: http://catalog.flatworldknowledge.com/bookhub/6?e=fwk-127512-ch01_s03
[Accessed 5 March 2015].
McKay, M., 2015. Chron. [Online]
Available at: http://smallbusiness.chron.com/developing-effective-employee-training-program-1181.html
[Accessed 9 March 2015].
Noe, R. A., 2010. Employee Training and Development. 5th ed. New York: Paul Ducham.
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