Business & Enterprise MANAGEMENT

1. 1|C l a s s A z a d u r R a h m a n
Business
Management

2. 2|C l a s s A z a d u r R a h m a n
∑ Character of Large scale organization
1. How many employees does the enterprise employ?
2. What are the annual turnover/ revenue of the enterprise?
3. What is the value of the enterprise’s assets?
4. How many locations does the enterprise operate from?
5. How many owners are there of the enterprise?
6. What is the relationship between the owners and management of the enterprise?
∑ POLC CCM
• P - planning
• O - organising
• L - leading
• C - controlling
• C - communicating
• C - creating
• M - motivating
∑ KPIs
Examples of KPIs that large-scale organisations commonly use to measure their performance
include:
the level of profit
the return on investment
the return on assets
the level of staff turnover
the level of customer satisfaction
the number of customer complaints
the number of industrial disputes

3. 3|C l a s s A z a d u r R a h m a n
∑ Management structures
The structure established through this chart will highlight for the individual
organisation:
the primary or core areas of responsibility and the degree of specialisation adopted
the distribution of power and authority
the level of delegation and accountability
the communication channels within the organisation and the methods of
communication used for reporting purposes
the key result areas that will be evaluated
the control mechanisms adopted e.g. degree of centralisation and the span of control
used
the co-ordination processes used
the decision-making processes adopted
other arrangements associated with the good order and functioning of the
organisation
This organisational chart is the formal structure of the organisation which will be
determined after considering the following factors:
the strategic, tactical and operational objectives
the size in terms of the number of employees, locations, financial and physical
assets the age
the environment within which the organisation operates
the level of specialisation and independence that exists and its various sections
the current distribution of power and authority between managers
other characteristics (as discussed in section Characteristics of large-scale
organisations)
However, in reality, the actual structure of the organisation may vary greatly from
this formal structure due to the dynamic nature of large-scale organisations and the
environments within which they operate.

4. 4|C l a s s A z a d u r R a h m a n
∑ Management structures and objectives
The functional structure or chart separates out the main areas of
responsibility for various functions within the organisation. These
areas (as covered and discussed in section Different forms of large-
scale organisations and their management functions) may include:
Human Resources
Operations
Marketing and Public Relations
Banking and Finance
General Administration.
∑ Goals and objectives
Vision statement
1. To provide share holder profits.
2. To provide efficient public transport.
3. To provide excellent customer service.
4. To provide world’s best practice.
5. To reach a worldwide audience of viewers.
6. To create affordable clothing for the young.
7. To provide excellent audio on computer technology.
8. To establish an Australia wide network of contacts for the elderly.
9. To provide excellent health care services.
10.To provide excellent up to date information.

5. 5|C l a s s A z a d u r R a h m a n
∑ Four management styles
1. Autocratic management style
2. Consultative management style
3. Participative management styles
4. Democratic management style
∑ Management skills and competencies
∑ Generic skill types

6. 6|C l a s s A z a d u r R a h m a n
∑ Expectations of an effective manager
An effective manager is expected to lead by example and inspire employees
1. “Soft” People Skills
2. Leadership Skills
3. International orientation
4. Entrepreneurship
5. Broadening beyond technical specializations
6. Relationship building skills across organizations
7. Utilization of diverse human resources
8. Education and Training
An effective manager today will be expected to:
∑ have a sound knowledge and understanding of the objectives of the
organisation
∑ be responsive and proactive to the changing environment in which the
organisation is operating
∑ be creative and innovative with respect to processes and procedures that the
organisation needs to carry out
∑ ensure that quality is achieved both in processes and outcomes
∑ develop and foster teamwork within the organisation
∑ monitor training and development carried on in the organisation
∑ monitor outcomes and insist on benchmarks being attained
∑ show empathy to the needs of employees
∑ delegate effectively whilst maintaining appropriate levels of accountability
and responsibility
∑ lead by example and be highly motivated and enthusiastic
∑ inspire employees
∑ be honest and show integrity
∑ be an effective communicator to all stakeholders in the organisation
∑ network effectively to enhance organisational performance
∑ display a global perspective for the organisation
∑ know what skills are required to perform the managerial job effectively and
efficiently

7. 7|C l a s s A z a d u r R a h m a n
∑ Relationship between management styles and management skills and
competencies
Skill Authoritarian
style
Consultative
style
Participative
style
Democratic
style
Negotiating skill
verbal communication
skill
non-verbal
communication skills
– written
communication skills,
body language skills,
visual or graphic skills,
listening skills
other interpersonal or
‘soft’ people skills
presenting skills
conceptualising skills
visionary skills
goal setting skills
‘street smarts’ or
entrepreneurial skills
leading skills
networking skills
problem solving skills
decision-making skills
analysing skills
interpreting skills
evaluating and
appraising skills
forecasting skills
planning skills –
strategic, tactical and
operational planning
organising skills
mediating skills
negotiating skills
counselling skills
meeting skills
coaching skills
mentoring skills
training skills
team building skills
dispute/conflict
resolution skills
delegating skills
supervising skills
stress management skills
time management skills

8. 8|C l a s s A z a d u r R a h m a n
∑ Organisational change
∑ External pressures for change
∑ Effects of change on large-scale organisations
∑ Effects of change continued
∑ Processes for effective change management
∑ Forms of resistance
∑ Strategies to overcome resistors
∑ Implementation
∑ Social responsibility
∑ Business ethics
∑ Globalisation
∑ Technological development
∑ Introduction and factors involved in managing human resources
∑ Management responsibilities
∑ The role of the human resources manager
∑ Job specifications for human resource managers
∑ Factors influencing the workforce
∑ Organisational objectives
∑ Terms and conditions of employment

9. 9|C l a s s A z a d u r R a h m a n
∑ Employee motivation
∑ Motivational theories
∑ Strategies for motivating employees
∑ The employment cycle

10. 10|C l a s s A z a d u r R a h m a n
∑ Human resource planning
∑ Job analysis
∑ Recruitment and selection
∑ Employment packages, agreements and contracts
∑ Induction, training and development
.
∑ Recognition and reward

11. 11|C l a s s A z a d u r R a h m a n
∑ Performance appraisal
∑ Human resource management: termination/separation
The final stage of the employment cycle is termination or separation.
∑ Employee relations
∑ The role of human resource managers in employee relations
∑ Conflict between management and employees

12. 12|C l a s s A z a d u r R a h m a n
∑ Key Performance Indicators
∑ The application of management styles and skills to employee relations
These skills include:
verbal communication skill
non-verbal communication skills - written communication skills, body
language skills, visual or graphic skills
listening skills
other interpersonal or 'soft' people skills
goal setting skills
networking skills
problem solving skills
decision-making skills
evaluating and appraising skills
planning skills
organising skills
mediating skills
negotiating skills
counselling skills
meeting skills
training skills
team building skills
dispute/conflict resolution skills
delegating skills
supervising skills
∑ Changes in Human Resource Management resulting from
changes in attitudes, technology and legislation.

13. 13|C l a s s A z a d u r R a h m a n
∑ Workplace employment conditions
∑ Workplace diversity
∑ Changes in technology
∑ Changes in legislation
∑ Legislation and discrimination
The discrimination may take the form of:
sexual harassment
employment preference
promotions

14. 14|C l a s s A z a d u r R a h m a n
denial of training and transfer
dismissal
lower benefits than similar employees
In relation to occupational health and safety, management must ensure that the
policies and procedures that the organisation implements focus on:
securing the health, safety and welfare of the employees
protecting the employees against risks to health and safety
assisting to secure a safe and healthy environment
eliminating risks to employees in the workplace
providing for the involvement of employees and employers in the development and
implementation of OH and S standards for the workplace.
∑ Changes in HRM resulting from changes in attitudes, technology and
legislation
∑ Operations management: introduction
∑ Definition - operations management
∑ Distinction between manufacturing and service organisations
∑ Master scheduling
∑ Relationship between operations, productivity and competitiveness
∑ Operations management strategies
∑ Capacity planning
∑ Facilities location planning

15. 15|C l a s s A z a d u r R a h m a n
∑ Process planning
∑ Facilities layout planning
Facilities layout planning is based on finding a physical layout or arrangement that will enable efficiency of
production and be accepted by employees of the organisation.
Facilities layout may be based on a process, product, cellular or fixed position production process.
In a process layout equipment for specific tasks is grouped together
Process Layout
A process layout is one in which all of the equipment that performs a similar process, function or task is
grouped together. The advantage of the process layout is that it has the potential for economies of scale and
reduced costs. The drawback to the process layout is that the actual path or track that a product or service takes
may become too long and complicated. A product may need different processes performed on it and thus must
travel through many different areas before production is complete.
In a product layout tasks are arranged in progressive steps
Product Layout
A product layout is one in which equipment and tasks are arranged according to the progressive steps involved
in producing a single product. Many fast food restaurants use the product layout with activities associated with
producing the goods arranged in sequence. The product layout is regarded as efficient when the organisation
produces large volumes of identical items. This duplication of functions can be economical only if the volume
of products produced is high enough to keep each area working on the specialised products.
Cell unit layouts facilitate teamwork and joint problem solving
Cell-unit Layout
This is layout is based on group-technology principles in which equipment dedicated to sequences of operations
is grouped into small unit areas. These units provide efficiencies in material and equipment handling and in
inventory management. One advantage of the cell-unit layout is that the employees work in units that facilitate
teamwork and joint problem solving. Staff flexibility is enhanced because one employee can operate all
equipment in the unit and travelling time between equipment is kept to a minimum.
In a fixed position layout the product remains in one location and tasks and equipment are brought to it
Fixed-position Layout
The fixed-position layout is one in which the product remains in one location and tasks and equipment are
brought to it. It is used to produce a product or service that is either very large or one of a kind. The product
cannot be moved from function to function or from process to process along an assembly line. This layout is not
good for high volume but is necessary for large, bulky items and custom orders.

16. 16|C l a s s A z a d u r R a h m a n
∑ Aggregate planning
∑ Scheduling
∑ Materials requirement planning
∑ Maintenance control
∑ Evaluation of performance
∑ Inventory management
∑ Inventory management techniques

17. 17|C l a s s A z a d u r R a h m a n
∑ Quality management
Operations Managers are concerned with the quality of the output of their Operations system.
This quality may be associated with the reliability of the product or service, the conformity to
regulations, the level of waste, the level of after sales service provided, the design of the
product, and the consistency of delivery of the product or service.
Quality Benchmarking
Quality benchmarks may be achieved by using one or more of the following strategies:
quality control (where the quality is monitored during the production or the service provision
process)
quality assurance (where the organisation achieves certification that is dependent upon them
achieving specified levels of quality in the actual production of the good or service)
total quality management (where the organisation applies both quality control and quality
assurance to their production or provision processes)
Total Quality Management (TQM)
TQM aims to improve quality and productivity by striving to perfect the entire production
process. TQM stresses coordination between departments, especially product design,
purchasing, sales and service so that all groups are working together. It is based on promoting
continuous improvement in the quality of all the processes involved.
Statistical process control (SPC)
One operations management technique for improving quality and productivity is statistical
process control (SPC).
SPC is the application of statistical techniques to control work processes in order to detect
production of defective items.
The steps involved in SPC include:
define the characteristics of a high quality output
break down the various work activities into individual activities required to produce a high
quality output
have a standard for each work activity
discuss specific performance expectations for each task with employees
make check sheets and collect data for each task activity
evaluate employee progress against standards at frequent intervals
This process relies upon the 'PLAN-DO-ACT-CHECK' approach to production. This involves
planning to achieve set standards of performance and identifying areas to be improved,
implementing these strategies, measuring performance and carrying out corrective action.

18. 18|C l a s s A z a d u r R a h m a n
∑ Project Management
The skills required to manage the online music festival might include:
• time management skills
• resource management skills
• excellent written and oral communication skills
• excellent negotiation skills
• financial management skills
• team management skills
• client and customer liaison skills
• reporting and presentation skills
• problem identification and solving skills
• planning skills
• computer and technical skills
Real life examples you might use to reinforce your project management skills:
The ability to meet a stated objective:
• Handing in an assignment on time
• Decorating a hall according to a client’s/friend’s requirements
The ability to effectively manage time, people and resources:
• Managing a school concert
• Organising a fund raising event
The ability to work within set time frames:
• Coordinating an office Christmas party
• Organising a school year book
The ability to create succinct purposes and aims for projects:
• Outlining the purpose and goal of a website designed to promote your company
• The brainstorming process used when completing a group project or assignment
The ability to cost out a project in order to complete it in set time frames:
• Working within budget to complete the school’s annual yearly musical production
• Working within a given budget to design the school’s intranet
The ability to meet organisational objectives:
• Meeting the school’s requirements for the production of their intranet system
• When organising the school’s annual musical production gathering, using and evaluating
feedback from students about their needs and wants
The ability to identify essential tasks that must be completed:
• Using a discussion team to brainstorm the activities involved in organising a sporting day
• In the countdown to the publishing of the school newsletter the creation of daily meetings to
identify and prioritise work
The ability to use a number of project management tools such as CPM, GANTT charts and
PERT diagrams
• choose any project where you used such tools and expand on how they helped you organise
your workload and resources

19. 19|C l a s s A z a d u r R a h m a n
∑ Project Managment Tools
This resource covers the tools used by a Project Manager beginning with 'GANTT' charts.
GANTT charts
A project plan is often constructed within the planning phase. It contains all activities and milestones. These
events are placed in a particular time sequence, ultimately producing something similar to a horizontal bar chart.
A GANTT chart displays tasks and costs along a horizontal time scale, much like a calendar. The time for each
task is recorded, by indicating the start and finish dates. It should show the best possible way to complete the
project in the shortest time. Activities can be done in parallel or sequentially, and the GANTT chart shows this
clearly. Even though it lists tasks, it does not show the critical path as there is no indication of the relationship
between tasks.
From this GANTT chart you can find out the following,
Activity 3.0.2 Production Build:
Has a duration of 10 days
Must be done after Order Production Materials and Final Code Release
Must be done before Ship Product
Is expected to start 6/8/99 (mm/dd/yy)
Is expected to finish 6/21/99 (mm/dd/yy)
Is on the critical path (indicated in red)
∑ PERT Diagrams (network diagrams)
PERT diagrams or critical path networks use a graphical form to show relationships
between activities and time frames.
Part of a PERT diagram. Notice that for each event start and finish dates are included.
They differ from GANTT charts in that they are better at identifying the relationship between
tasks rather than the progress of tasks over time.
Key elements in developing a PERT diagram:
Activities - list of activities in the project and their dependencies
Nodes/Events - indicating the beginning or end of an activity
Network lines show the interdependence of events
Indication of the critical path - the sequence of dependent events that have the sum of longest
duration
Indication of slack time - events not on the critical path usually have slack time, extra time for
that event that does not effect the timing of other events thus not effecting the project time. That
means that can fall behind schedule and there is no impact on the project completion date.
If you wish to have a play with creating your own GANTT charts and PERT diagrams, there a
number of trial versions available on the Internet. Try the following web sites:
http://www.projectkickstart.com/
∑ Estimating Activity Time
When estimating the duration of the project, consider each task separately, the people doing the
task, normal working times and, above all, be realistic.
Project Managers may be able to use historical data or experience to estimate duration.
∑ Scheduling and Expediting
∑ Critical Path Method

20. 20|C l a s s A z a d u r R a h m a n
∑ Types of Documentation
1.Program Documentation
2. System and Technical Documentation
3. User Documentation
4.Paper Based Documentation
5. Electronic Documentation
6. There Media for Documentation

21. 21|C l a s s A z a d u r R a h m a n
∑ The Planning Phase
When radio station 3RRR made a major transition from an outdated network to the installation
and configuration of a new networked information system, Kath Letch, RRR Station Manager,
oversaw the implementation. View a video that explores what the planning stage of this project
involved.
There are many factors which may prompt change within organisations. Some examples
include:
a change in government policy the introduction of new, or amendment to existing, legislation
market trends
community attitudes and values
availability and cost of equipment
desire for increased competitiveness
employment agreements
health and safety.
Regardless of the reason, the development of any computer based information system should
receive careful planning. Proper planning is important as it allows:
the scope of the project to be defined
potential problem areas to be identified
the sequence of the tasks to be identified
for the provision of a basis for control.
The planning phase will normally follow a sequence of steps including:
recognising the problem
defining the problem
setting project objectives
identifying constraints
conducting feasibility studies
creating project proposals
establishing control mechanisms.
A GANTT chart may be used to assist in the planning of a new system. Note - the planning that
takes places in this process is not the planning of the program or system, rather, it is the initial
steps that take place to define the project and set the objectives that will be used to evaluate the
overall success of the final solution.

22. 22|C l a s s A z a d u r R a h m a n
∑ The Analysis Phase
The analysis phase of the SDLC is where existing system(s) are studied with the
aims of designing a new or improved system. In this phase, a number of important
decisions are made - including who will work on the system, and the setting of
specific performance goals for the system to achieve.
Data must be gathered on the strengths and weaknesses of the existing system by
using methods such as:
observation
research
interviewing
sampling to trace procedural paths and information flows
The analysis phase has the following steps:
announcing the project
creating the project team
defining information needs
defining system performance criteria
creating a design proposal
At the conclusion of the analysis phase a decision on whether or not to proceed with
the project must be made. This decision will be made based upon the information
that is contained within the design proposal - hence it is important that the design
proposal clearly identifies what resources will be required to complete the project
and sets the major goals and the time frame for the completion of the project.

23. 23|C l a s s A z a d u r R a h m a n
∑ The Design Phase
∑ The Implementation Phase
∑ The Use/Evaluation Phase
The use/evaluation phase has a number of steps:
using the system
auditing the system (including a post implementation review)
maintaining the system
re-engineering proposals.
Some methods by which data can be gathered for this phase include:
recording equipment breakdowns
monitoring staff absentee rates
logging help desk enquiries
surveying customers
For each of these methods, some or all of the following criteria may be applied:
efficiency (time, cost, effort)
effectiveness (timeliness, accuracy, relevance, completeness)
maintainability
∑ The Planning Phase: identifying constraints
∑ Creating Project Proposals

24. 24|C l a s s A z a d u r R a h m a n
∑ Establishing Control Mechanisms
Key Issues Weighting A B C D
Operational
- meet requirements
- level of security provided
- education and training
- business competence
25%
9
7
4
6
6.5
8
9
9
7
8.25
10
6
7
8
7.75
6
7
10
8
7.75
Technical
- new equipment required
- utilization of current
equipment
- technical support during
and after installation
- expertise in developing
systems for similar needs
30%
9
5
8
7
7.25
10
3
8
7
7
8
8
6
5
6.75
8
6
9
9
8
Scheduling
- timeframe for
development and full
implementation
15%
Less
than 3
months
8
2 months
10
3-5
months
6
4 months
7
Economic
- costs to develop
- payback time
30%
$75,000
2 years
10
$100,000
3 years
7
$85,000
2.5 years
9
$90,000
2.75
years
8
Ranking 100%

25. 25|C l a s s A z a d u r R a h m a n
∑ The Analysis Phase of the SDLC
∑ The Analysis Phase: creating the project team
∑ The Analysis Phase: defining information needs
∑ The Analysis Phase: identification and evaluation of sources of
information
∑ The Analysis Phase: identification and description of the types of
information needed to analyse the system
∑ The Analysis Phase: identification and description of the types of
information needed to design the system

26. 26|C l a s s A z a d u r R a h m a n
∑ The Analysis Phase: information flow and needs documented using
system modeling tools
∑ The Analysis Phase: identification and description of problem areas in
the current system

27. 27|C l a s s A z a d u r R a h m a n
∑ The Design Phase of the SDLC
The Implementation Phase: developing an implementation schedule
∑ The Implementation Phase: commissioning of
the new system (changeover)
∑ The Use/Evaluation Phase of the SDLC
∑ The Use/Evaluation Phase: re-engineering
proposals
∑ Issues associated with changing information
systems in organisations
∑ Acceptance level by operators and users of the
Information System
∑ Level of personalised service
∑ Invasion of privacy
∑ Deskilling of workers
∑ Cost of upgrading equipment
∑ Physical injuries incurred due to overuse or
incorrect use of equipment
∑ Changed manual skills needed to operate smaller
items of technology

28. 28|C l a s s A z a d u r R a h m a n