LAB MAN unit 1 & 2

Supervisory management

According to R.C. Davis, "_____________ refers to those executives whose work has to be largely with personal oversight and direction of operative employees"

George R Terry

According to __________, Management consists of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources

Harold Koontz and Heinz Weihrich

According to _____________, Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

Robert L. Trewelly and M. Gene Newport

According to ______________, Management is defined as the process of planning, organising, actuating and controlling an organization's operations in order to achieve coordination of the human and material resources essential in the effective and efficient attainment of objectives.

Kreitner

According to____________, "Management is the process of working with and through others to effectively achieve organizational objectives by efficiently using limited resources in the changing environment

i. Assigning of jobs and tasks to various workers. ii. They guide and instruct workers for day-to-day activities. iii. They are responsible for the quality as well as quantity of production. iv. They are also entrusted with the responsibility of maintaining good relation in the organization. v. They communicate workers problems, suggestions, and recommendatory appeals etc. to the higher level and higher-level goals and objectives to the workers. vi. They help to solve the grievances of the workers. vii. They supervise & guide the sub-ordinates. viii. They are responsible for providing training to the workers. ix. They arrange necessary materials, machines, tools etc. for getting the things done. x. They prepare periodical reports about the performance of the workers. xi. They ensure discipline in the enterprise. xii. They motivate workers. xiii. They are the image builders of the enterprise because they are in direct contact with the workers

Activities of Lower Level of Management

people, servant, and representatives.

As leaders of organizations, managers are required to play three basic roles:_____, ________, ________. This emphasis on human factors forms the core for all management theories.

Manager as a Representative

Basic Role of a manager: Managers also represent those they supervise, as they are responsible for supplying their needs and presenting their concerns to the owners. This crucial coordination and communication link is magnified at each level of the organization as information flows back and forth between management and staff.

Manager as a Person

Basic Role of a manager: The manager is responsible for, and to, other people with similar fears, dreams, hopes, life problems, aspirations, potential, and expectations. Like the people they supervise, managers bring with them their own individual talents, training, and weaknesses

Manager as a Servant

Basic Role of a manager: This part of the definition may contradict common notions about managers, but the primary role of the manager is one of instrumentality. The manager is responsible for making certain that the person performing these tasks has the training and resources necessary to accomplish these duties. Managers must become supporters of theirs staffs if the organization is to function properly.

Hierarchical Management Structure

Each level controls the levels below and is controlled by the level above. Authority and responsibilities are clearly defined for each position.

Formal Selection Process

Employee selection and promotion are based on experience, competence, and technical qualification demonstrated by examinations, education, or training. There is no nepotism.

Henri Fayol (1841-1925)

He first introduced the concept that management should be an orderly process of tasks and duties, of which planning was the most important. his thesis provides the base for the theory called the functions of management, or management process

Henry Mintzberg (1991)

He is a well-known management thinker, recorded what some managers did during their working days and came to the conclusion that there was a gap between theory and practice. He found that the manager's work was characterized by pace, interruptions, brevity and a fragmentation of activities. The managers liked talking to people and they spent much of their time in contact with others, in meetings and in networks

Frederick Taylor (1856-1915),

He is often called the father of scientific management, broke down each task into segments that could be analyzed for ways to improve efficiency. Many of the principles and concepts proposed by modern theorists can be traced to Taylor.

1. Mission 2. Goal and objective 3. Strategies 4. Policies 5. Procedures 6. Rules 7. Programs 8. Budget

Hierarchy of planning

a problem solver

High-performance manager: One who clearly perceives the differences between the anticipated future and the unfolding present and who decides what must be done with those factors under his or her control to influence the environment or to adapt to it most effectively

a teacher

High-performance manager: One who guides others and helps them to identify and solve problems, so that they can perform their tasks effectively and can develop themselves as individuals as well as workers.

a strategist

High-performance manager: One who looks to the future, makes educated guesses about the major forces and trends he or she can see, and interprets them in terms of opportunities for growth and progress

Top Level of Management

It consists of board of directors, chief executive or managing director. It is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions

Controlling

It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals.

Program

It is a statement of activities essential to accomplish a single-use plan. It is a comprehensive plan consisting of a complex set of goals, procedures, rules, resource flow, etc. It is an aggregate of several related action plans that are designed to accomplish a mission.

Lower Level of Management

It is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, "Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees". In other words, they are concerned with direction and controlling function of management.

flexible plan

It is changeable on the basis of time and situation. It is not specific in terms of procedures and allocation of resources. Such plan only provides guidelines to the members and they can modify it on the basis of their facility and requirement.

specific plan

It is developed for a particular department or unit about the activities to be performed. Members of an organization are clear about the task to be performed and the resources to be used. All clearly stated plans are specific plans

Strategies

It is one of the important parts of the hierarchy of planning in management. It is a comprehensive master plan stating how an organization will achieve its mission and goals. It determines the basic long-term objectives of an organization's adaptation of the course of action and allocation of resources necessary to achieve advantages and minimize the desired goals. It maximizes competitive disadvantages.

Directing (Leading)

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes

Planning

It is the first and foremost function of management which involves deciding the vision, mission, goals, targets, et. It's the primary function of management. It focuses on the future of action. It specifies the objectives to be achieved in the future and selects the best course of action to be taken to achieve defined objectives. It also involves many activities like analyzing and deciding about technical personnel, financial and other elements essential to implement the predetermined course of action.

MISSION

It is the reason for the existence of an organization. It clears what an organization wants to provide to society. It tells who we are and what we do as well as what we would like to become. It is developed by top-level management, which defines the fundamental unique purpose that sets an organization apart from other organizations of a similar type. It also involves the company's philosophy about how it does business and treats its employees.

Planning

It is the thinking and analyzing portion of the management process; the other three phases (organizing, directing, and controlling) focus on implementation of the plan developed in this initial stage.

Operational plan

Lower-level management prepares this plan. It is consistent with the tactical plan. It is a specific action plan for each and every activity of the unit. It involves preparing a schedule for each unit of work to implement in practice. It concentrates on the best use of available resources.

Career Orientation

Management is separate from ownership, and managers are career employees. Protection from arbitrary dismissal is guaranteed.

tactical plan

Middle-level management prepares this. It is consistent with the corporate plan. It is the sub-division of the corporate plans to be implemented in the practical field. The divisional managers identify the priority of the activities and prepare plans on the basis of the priority of works. They focus on allocating resources based on programs. It is prepared to perform divisional activities like production, finance, marketing, personnel, and others

1. Interpersonal 2. Informational 3. Decision Maker

Mintzberg's 3 managerial roles

Interpersonal

Mintzberg's managerial roles • Acts as a figurehead, the person who represents the organization • Leads the staff • Liaises between the organization and the people outside it

Decision Maker

Mintzberg's managerial roles • Monitors the information flows within and outside the organization • Disseminates relevant information to those who need it • Acts as a spokesperson for the organization

Informational

Mintzberg's managerial roles • Monitors the information flows within and outside the organization • Disseminates relevant information to those who need it • Acts as spokesperson for the organization

Managers must think analytically and conceptually

Qualities of a manager: Analytical Thinker • A manager must be able to break a problem down into its components, analyze those components then come up with a feasible solution Conceptual Thinker • More important • View the entire task in the abstract and relate it to other tasks • Thinking about a particular task in relation to its larger implications is no simple matter but it is essential if the manager is to work toward the goals of the organization as a whole as well as toward the goals of an individual unit

Managers and politicians

Qualities of a manager: • Build relationships and use persuasion and compromise to promote organizational goals, just as politicians do to move their programs forward • All effective managers "play politics" by developing networks of mutual obligations with other managers in the organization • Build or join alliances and coalitions

Managers balance completing goals and set priorities

Qualities of a manager: • Every manager faces a number of organizational goals, problems and needs - all of which compete for the manager's time and resources (both human and material) • Because such resources are always limited, each manager must strike balance between various goals and needs

Managers are responsible and accountable

Qualities of a manager: • In charge of seeing that specific tasks are done successfully • Evaluated on how well they arrange for these tasks to be accomplished • Responsible for the actions of their subordinates • Expected to accomplish more than other members of the organization and they are held responsible for greater achievement and for the allocation of the organization's resource • The success or failure of subordinates is a direct reflection of managers' success or failure

Managers make difficult decisions

Qualities of a manager: • No organization runs smoothly all the time • There is almost no limit to the number and type of problems that may occur (financial difficulties, problems with employees, differences of opinion concerning organization policy) • Managers are the people who are expected to come up with solutions to difficult problems and to follow through on their decisions even when doing so may be unpopular

Mangers and mediators

Qualities of a manager: • Organizations are made up of people and people within the same organization will often disagree about goals and the most effective way of attaining them • Disputes within a unit or organization can lower morale and productivity, and they may become so unpleasant and disruptive that competent employees decide to leave the organization • Occurrences hinder work toward the goals of the unit or organization so managers must take on their role of mediator and resolve disputes as they occur • Setting quarrels requires skill and tact; managers who are careless in their handling of disputes may be dismayed to find that they have only made matters worse

Mangers are symbols

Qualities of a manager: • Personify, both for organizational members and for outside observers, an organizations' successes and failures • Responsible for things over which they have little or no control, and it may be useful for the organization to hold them so responsible

Managers are diplomats

Qualities of a manager: • Serve as official representatives of their work units at organizational meetings • Represent the entire organization as well as a particular unit in dealing with clients, customers, contractors, government officials and personnel of other organizations

Managers work with and through other people

Qualities of a manager: • Work with anyone at any level within or outside the organizations who can help achieve the organizational goals • Work to achieve personal goals

Formal Rules and Regulations

Rules and regulations are documented to ensure reliable and predictable behavior. Managers must depend on formal organizational rules in employee relations

Impersonality

Rules are applied uniformly to everyone. There is no preferential treatment or favoritism.

1. Hierarchical Management Structure 2. Division of labor 3. Formal Selection Process 4. Career Orientation 5. Formal Rules and Regulations 6. Impersonality

Six rules of a bureaucracy

Recognizing need for action

Step of a systematic process: An important part of the planning process is to be aware of the business opportunities in the firm's external environment as well as within the firm. Once such opportunities get recognized the managers can recognize the actions that need to be taken to realize them. A realistic look must be taken at the prospect of these new opportunities and SWOT analysis should be done

Formulating supporting plan

Step of a systematic process: Once you have chosen the plan to be implemented, managers will have to come up with one or more supporting plans. These secondary plans help with the implementation of the main plan. For example, plans to hire more people, train personnel, expand the office etc. are supporting plans for the main plan of launching a new product. So, all these secondary plans are in fact part of the main plan.

Developing premises

Step of a systematic process: Planning is always done keeping the future in mind, however, the future is always uncertain. So, in the function of management certain assumptions will have to be made. These assumptions are the premises. Such assumptions are made in the form of forecasts, existing plans, past policies, etc

Identifying alternatives

Step of a systematic process: The fourth step of the planning process is to_______________ available to the managers. There is no one way to achieve the objectives of the firm, there is a multitude of choices. All of these alternative courses should be identified. There must be options available to the manager

Examining alternate course of action

Step of a systematic process: The next step of the planning process is to evaluate and closely examine each of the alternative plans. Every option will go through an examination where all there pros and cons will be weighed. The alternative plans need to be evaluated in light of the organizational objectives.

Setting objectives

Step of a systematic process: This is the second and perhaps the most important step of the planning process. Here we establish the objectives for the whole organization and also individual departments. Organizational objectives provide a general direction, objectives of departments will be more planned and detailed

Implementation of the plan

Step of a systematic process: This is when all the other functions of management come into play and the plan is put into action to achieve the objectives of the organization. The tools required for such implementation involve the types of plans- procedures, policies, budgets, rules, standards etc

Selecting the alternative

Step of a systematic process: the best and most feasible plan will be chosen to be implemented. The ideal plan is the most profitable one with the least amount of negative consequences and is also adaptable to dynamic situations.

Standing use Plan

Such a plan is prepared for a programmed decision-making situation in an organization. This plan gives broad guidelines for repetitive activities. Such a plan once developed will be implemented in the organization to achieve organizational objectives in different situations. Examples of such a plan are objectives, rules, policies, procedures, and strateg

Single use Plan

Such a plan is prepared for a specific purpose in a non-programmed situation. It is prepared for non-repetitive activities. After completion of the defined objective, such a plan becomes worthless. The example of such plan is the project program and budget

TRUE

T/F Bureaucracy would result in the highest level of efficiency, rationality, and worker satisfaction. It was so logical that it would transform all of society but could also have a negative result.

TRUE

T/F Some experts have argued that this representation function is the most important role of a manager in the successful operation of any business

FALSE **increases

T/F The number of levels in management decreases when the size of the business and work force increases and vice versa.

FALSE **there is only one layer of middle level

T?F In small organization, there are many layer of middle level of management but in big enterprises, there may be senior and junior middle level management.

Division of Labor

Tasks are clearly defined and employees become skilled by specializing in doing one thing. There is clear definition of authority and responsibility.

Planning

The basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals

Middle Level of Management

The branch managers and departmental managers constitute this level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions

• Top level / Administrative level • Middle level / Executory • Low level / Supervisory / Operative / First-line managers

The levels of management can be classified in three broad categories:

1. Determine the goals the organization wishes to accomplish. 2. Collect information and evaluate the current situation, compared with where the enterprise wishes to be. 3. Establish a time frame or period in which to achieve the goals. 4. Set objectives that will move the company toward the desired future. 5. Forecast needs and the use of resources. 6. Determine the steps necessary to implement the plan. 7. Provide for a feedback mechanism to continually review the success of the plan and to implement necessary revisions

The management planning process can be divided into seven steps:

Organizing

The process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals

Rules

These are detailed guides to action. They are specific and rigid and are strictly to be obeyed by all the members of an organization. It is essential to operate an organization in an orderly way. They must be followed precisely and observed strictly. The violation of rules is associated with disciplinary action.

Goals and Objectives

These are planned results to be achieved. These are accomplished by destinations that an organization plans to reach. It specify what is to be accomplished and by whom and should be shown in quantitative terms. They should be consistent with the mission of an organization.

Procedures

These are the sequential steps that describe in detail how a particular task is to be performed. They generally indicate how a policy is to be implemented and carried out. They are the guides to action and detail the exact manner in which certain activity must be accomplished.

Frank Gilbreth (1868-1924) and Lilian Gilbreth (1878-1972)

They perfected Taylor's motion study method and developed methods analysis. Performance standards, such as those that were used by the College of American Pathologists (CAP) when it sponsored its work-load units (WLU) program, are dependent on the procedures developed by the Gilbreths

Organizational Behavior Management

This approach uses concepts from psychology and sociology as well as management theories.

Policies

a comprehensive guideline for decision making that links the formulation of strategy with its implementation. It defines the area within which a decision is to be made and ensures that decisions will be consistent with objectives. Managers develop these to make sure that employees of the organization make decisions and take actions that support the mission, goals, and strategies.

Corporate plan

a long-term plan prepared by top-level management after environmental scanning. It also gives the reason for existence for the organization. It clearly defines the objectives of the organization and the strategy to achieve defined objectives. The strategy involves a clear explanation of how to achieve the defined objectives because there is high degree of uncertainty in the strategic plan.

Management by Objectives (MBO)

a process or system designed for supervisory managers in which a manager and his or her subordinate sit down and jointly set specific objectives to be accomplished within a set time frame and for which the subordinate is then held directly responsible.

management

a social process involving responsibility for economical and effective planning and regulation of operation of an enterprise in the fulfillment of given purposes

SYSTEMS

a term that permeates our language

Management by Objectives (MBO)

an approach, in the sense that it requires all managers to set specific objectives to be achieved in the future and encourages them to continually ask what more can be done, is offered as a partial answer to this question of organizational vitality and creativity. As a term it was first used by Peter Drucker in 1954. As a management approach, it has been further developed by many management theoreticians, among them Douglas McGregor, George Odiorne, and John Humble

Managers

are "extenders" of the physician and clinical laboratory scientist directors

external assumption

assumptions deal with factors such as political environment, social environment, the advancement of technology, competition, government policies, etc

internal assumption

assumptions deal with policies, availability of resources, quality of management, etc.

1. Recognizing need for action 2. Setting objectives 3. Developing premises 4. Identifying alternatives 5. Examining alternate course of action 6. Selecting the alternative 7. Formulating supporting plan 8. Implementation of the plan

eight well thought out steps of systematic process

1. A mission, or goal, that the organization or subunit expects to accomplish 2. Leaders with the authority to direct the team toward the goal 3. Necessary resources (people, equipment, supplies, and money) 4. Responsibility for achieving the goals assigned 5. Accountability for using the resources established

five conditions that must be present for management to succeed

1. Planning 2. Organizing 3. Directing (Leading) 4. Controlling

four fundamental function of management

a strategist, a problem solver, and a teacher

high-performance manager is

bureaucracy management

it examines the organizational aspects and work flow of companies to explain how institutions function and how to improve the process.

budget

it is a short-term financial plan. Which is presented in terms of money. It is designed to allocate the resources of an organization. It is the basis of measuring actual performance achieved with that of standard and identifying the variance.

Management.

it is required in all kinds of organizations whether they are manufacturing computers or handlooms, trading in consumer goods or providing saloon services and even in non-business organizations

"Levels of Management'

refers to a line of demarcation between various managerial positions in an organization. it determines a chain of command, the amount of authority & status enjoyed by any managerial position

Scientific management

represents the first orderly efforts to examine the functioning of complex organizations

i. They execute the plans of the organization in accordance with the policies and directives of the top management. ii. They make plans for the sub-units of the organization. iii. They participate in employment & training of lower-level management. iv. They interpret and explain policies from top level management to lower level. v. They are responsible for coordinating the activities within the division or department. vi. It also sends important reports and other important data to top level management. vii. They evaluate performance of junior managers. viii. They are also responsible for inspiring lower-level managers towards better performance.

role of the middle management

i. Top management lays down the objectives and broad policies of the enterprise. ii. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. It prepares strategic plans & policies for the enterprise. iii. It appoints the executive for middle level iv. It controls & coordinates the activities of all the departments. v. It is also responsible for maintaining a contact with the outside world. vi. It provides guidance and direction. vii. The top management is also responsible towards the shareholders for the performance of the enterprise.

role of the top management

People skills

skills involve in an understanding of the basic theories of human needs and work motivation is essential to accomplishing the goals of the individual and the organization.

Financial management skills

skills involve the effective use of and accounting for the monetary assets of the company

Technical skills

skills involve the synthesis of the first three skills and the management of physical resources into

Management

the art of getting things done through people

Systems analysis

the process of examining a business situation for the purpose of developing a system solution to a problem or devising improvements to such a situation

1. Managers must set the goals and objectives for the organization in order to have a clear picture of what they wish to accomplish. 2. These objectives should be shared with the staff. Employees should be given the opportunity to develop their own priorities from the guidelines presented by the managers. 3. The manager and each employee must meet and come to a mutual agreement on the goals and objectives of the individual. This meeting should serve as the foundation for the employees periodic performance evaluation. From this session, both the manager and the employee have a clear understanding of what is expected and have the employees work will be evaluated.

three phases in implementing an MBO program:

internal assumption external assumption

two types of planning premises

- specific plan - flexible plan

type of plan on the basis of flexibility

- corporate plan - tactical plan - operational plan

type of plan on the basis of hierarchy

- single-use plan - standing use plan

type of plan on the basis of use

Douglas McGregor (1906-1964)

who developed assumptions about the basic nature of man

Lyndall Urwick (1891-1983)

who introduced the role of the management consultant and attempted to classify and codify the work done on management theories

laboratory manager

who is the chief laboratorian, providing specialized technical expertise within the medical laboratory.

Mary Parker Follett (1868-1933)

who pointed out that management is essentially coordination

Bernard

who recommended that executives encourage a climat of cooperation

Rensis Likert (1903-1981)

whose writings encouraged managers to be supportive in their relationships