Professional Documents
Culture Documents
Management
Foundation of Business and
Management Dynamics
Midterm Coverage
Topics
Planning
Types of Plans
Decision Making
Organizing
Organizational Chart
Human Resource Management
PLANNING
PLANNING
1. Statement of objectives
2. Statement of problem
3. Designation of planning authority
4. Collection and Interpretation of
data.
5. Formulation and testing of tentative
plan
6. Statement of final plan.
GENERAL APPROACHES TO
FORMAL PLANNING
Bottom-up approach. Formulation of plan is
initiated by various units or divisions of an
organization and then passed upward for
aggregation at the corporate level.
Top-down approach. Initiative is taken by
the upper level executives of the
organization, who formulates a unified,
coordinated plan, usually with the advice of
lower-level manager.
GENERAL APPROACHES TO
FORMAL PLANNING
Interactive approach. In this approach, a
compromise between the bottom-up and the
top-down methods, corporate executives and
lower-level managers develop plan in
consultation with each other, making a
knowledge of specific situation.
Dual approach. Plan is independently
formulated both at the corporate and
business levels. All units form plans to suit
their particular situation and these plans are
regularly viewed by corporate management.
Conditions
Time factor
Resources available
Skills and attitudes of management
Political, social and environmental
conditions.
Physical facilities
Collection and analysis of data
Objective or
goal
Policies
Procedures
Rules
Programs
Forecast
Strategies
Budget
Schedules
Projects
BUSINESS PLAN
is a written document that describes in
detail how a new business is going to
achieve its goals. It will lay out a written
plan from a marketing, financial and
operational viewpoint. Sometimes a
business plan is prepared for an
established business that is moving in a
new direction.
(www.investopedia.com)
Technology.
Government.
Social structures and
population demographics.
Global economy.
Natural environment.
Resource suppliers.
Competitors.
Customers.
CONTINGENCY PLAN
plans formulated to address specific
possible future events that might
have a significant impact on the
organization.
Crisis Management Planning
Scenario Planning
STRATEGIC PLAN
a comprehensive action plan that
identifies long-term direction for an
organization and guides resource
utilization to accomplish
organizational goals with sustainable
competitive advantage.
Vision
articulates a desired future state; it
describes, often in bold, evocative, and
succinct terms, what the management of
an organization would like to achieve.
Good vision statements are meant to
stretch a company by articulating some
ambitious but attainable future state that
will help to energize and motivate
employees at all levels in the organization
and unite them in a common purpose.
Mission
refers to the strategic statements
that identify why an organization
exists, its philosophy of
management, and its purpose as
distinguished from other similar
organizations in terms of products,
services, and markets.
Values
- are the philosophical priorities to which
managers are committed.
Values outline how managers and
employees should conduct themselves,
how they should do business, and what
kind of enterprise they should build to help
the organization attain its mission and
vision.
Given that they help shape behavior within
an organization, values can help to
determine an organizations culture.
Objectives
- a specific result that a person or system
aims to achieve within a time frame and
with available resources.
In general, objectives are more specific
and easier to measure than goals.
Objectives are basic tools that underlie
all planning and strategic activities,
They serve as the basis for creating
policy and evaluating performance.
Goal
a desired future state that an
organization attempts to realize. the
purpose of goals is to specify exactly
what must be done so the company
can attain its mission and vision.
DECISION- MAKING
DECISION- MAKING
Decision- Making as a Management Responsibility
Decision- Making as a Management Responsibility
1.
2.
3.
4.
5.
6.
7.
8.
ORGANIZING
ORGANIZING
Benefits of Organizing
Benefits of Organizing
Established channels of
communication that enhance
decision making and control.
Coordinating mechanisms that
ensure harmony among organization
members engaged in diversified
activities.
Focused efforts that relate to
objectives logically and efficiently.
Appropriate authority structures with
accountability to enhance planning
Management Classification
Top management. Most companies
appoint one person as the CEO. Top
management also includes a few highly
selected executive who share the huge
work load for the CEO, the corporate
treasurer, the chief financial officer (CEO),
and few other specialists. In big
companies, it may include executive vice
presidents or division presidents who are
responsible for strategic decisions. These
people are responsible for the overall
direction of the firm and its relations with
its various policies.
Management Classification
Middle management. This has wide
variety of positions in many strata
like plant managers, accounting
managers, public relations officers,
department heads, or regional sales
managers. They supervise sub-units
of an organization or they may direct
the activities of other managers.
They are involved in specific
operations within the organization.
Management Classification
Supervisory management. They are
called first-line managers or
supervisors. They are the operational,
non-management personnel. They
may be the supervisors who spend
most of their time with employees.
Their duties consists technical control
of operations, direct to
communication with employees, and
resolution of immediate problems
associated with specific tasks.
Managerial Skills
MANAGEMENT STYLES
MANAGEMENT STYLES
JOB DESIGN
- the specification of task activities
associated with a particular job
Importance of Job Design:
Task activities need to be grouped in
reasonably logical ways;
The way the jobs are configured, or
designed, has the important influence
on employee motivation to perform
well.
DIVISION OF WORK
SPAN OF CONTROL
SPAN OF CONTROL
BUREAUCRATIC STRUCTURES
Bureaucracy - is a form of
organization in which activities are
rationally defined, division of work is
unambiguous, and managerial
authority is explicitly vested in
individuals according to skills and
responsibilities prescribed by the
organizations.
DEPARTMENTALIZATION
Four approaches to
departmentalization
Functional organization
Four approaches to
departmentalization
Product Organization
Four approaches to
departmentalization
Geographical organization
Four approaches to
departmentalization
Customer organization
DELEGATION
Managerial overload
Need for expertise
Proximity of tasks
Behavioral needs
HUMAN RESOURCE
PLANNING
- this consists of forecasting future
needs for employees in different
jobs, forecasting the availability of
such employees, and then taking
steps to match supply and demand.
It includes the set of organizational
activities directed at attracting,
developing, and maintaining
effective workforce. Systematic
planning of this type results in
STAFFING
includes the set of activities aimed at
attracting and selecting individuals
for positions in a way that will
facilitate the achievement of
organizational goals.
Recruitment
- is the process of finding and
attempting to attract job candidates
who are capable of effectively filling
job vacancies.
Internal recruitment
External recruitment
Selection
is the process of choosing the best
among applicants, through series of
written examinations, interviews,
medical examination and training. In
the selection process, employees are
attempting to determine the skills,
abilities and other attributes needed
to perform a particular job
JOB ANALYSIS
- is a systematized procedure for
collecting and recording information
about job. Job analysis information is
used in many human resource
activities.
Parts of job analysis are job title, job
description and job specification.
SELECTION DEVICES
SELECTION DEVICES
SELECTION DEVICES
SELECTION DEVICES
Forms of Trainings
On-the-Job Training
Orientation training
Classroom training
Programmed and computerassisted instruction
Conferences and case
discussion groups
PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
Performance Appraisal
Interview - is a formal
review of an employees
performance conducted
between the superior and the
subordinate.
COMPENSATION
Job evaluation
- is employed which involves
the process of determining
the value of jobs within an
organization through an
examination of job content.
Employee benefits
- are rewards provided indirectly to
employees, consisting primarily of services
like insurances, reimbursement of
employees expenses, such as tuition fee
costs, gasoline and transportation expenses.
These may also include employees rewards
such as pension plans, insurance, sick-leave
pay, and tuition reimbursement given at all
or part of the expense of the company.
EMPLOYEE MOVEMENT
EMPLOYEE MOVEMENT
Transfer - is a horizontal
movement in an organization at
about the same wage and level.
This may involve shifting workers
into new, more interesting jobs
or into departments where
workers skills are required.
EMPLOYEE MOVEMENT