Management Process
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Management Process allows you to achieve your targets and be systematic in creating action plans to correct problems. It is also beneficial in giving clear roles and power to your staff.
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Management Process
- 4. PODCMPlan and Organize DelegateControl Monitor & Motivate
- 5. PODCMPlan and Organize DelegateControl Monitor & Motivate
- 7. “By failing to prepare, you are preparing to fail” - Benjamin Franklin
- 9. Where are we now? Where we want to be How will we get there? 1. Strategic Questions for Planning
- 10. Actual Target Resources Operational Application
- 11. Operational Application Actual Target Balance Action Plan
- 12. Operational Application Goal Target A Target B Target C
- 13. Operational Application Key Result Area Key Performance Indicator Key Performance Indicator Key Performance Indicator
- 15. Workshop Divide the group. Identify 3 KRAs and create 3 KPIs to each KRA.
- 16. “You can’t manage, what you can’t measure” - Peter Drucker
- 19. Where are we now? Where we want to be How will we get there? 2. Analysis of Current Condition A. Find out the Facts Performance System Human Resources Equipment Culture
- 20. Performance – Achievement Level
- 21. Structure and Systems of the Organization
- 22. Adequacy of Personnel ( Manpower, Knowledge and Skills
- 24. Condition of Equipment ( Adequacy and Utilization Rate
- 25. Culture of the Workplace ( Teamwork, etc)
- 26. Where are we now? Where we want to be How will we get there? 2. Analysis of Current Condition A. Contemplate on the Facts Desirable Facts Undesirable Facts Items for further promotion Items for improvement
- 27. How will we get there? 3. Preparation of Action Plan How will we get there? Desirable Facts UnDesirable Facts For Further Promotion For Improvement Action Item Action Item Action Item A. Identify Necessary Action Plan
- 28. How will we get there? 3. Preparation of Action Plan How will we get there? B. Determine 5W2H for each action plan. Action Plan 1 WHY WHAT WHO WHEN WHERE HOW HOW MUCH
- 29. INSTRUCT
- 30. 1. When You Instruct, it should be Clear – 5W2H Simple – Do not include too many subject matters Confirm – Allow your subordinates to ask questions and let them repeat your instructions
- 31. 2. Inform the Situation and Background (WHY)
- 32. 3. Do not forget the principal of organizational management Principles of Organization Unity of Command Adequate Work Distribution Responsibility for Execution Responsibility for Results Authority
- 33. Role Playing Divide the group. Select two of your members. Create a role-playing scenario of a manager instructing one of his staff. Follow the CSC Guidelines.
- 34. Style of Giving Instrucitons INSTRUCTION ORDER REQUEST CONSULTATION IMPLICATION INVITATION BINDING POWER INITIATIVE
- 35. CONTROL
- 37. Operational Application Actual Deviation Target Action Plan
- 38. Procedure of Control Set Standards Measure and Anaylze Gaps Correct
- 39. CORRECT COUNTER MEASURE Temporary Measure PERMANENT Measure Total Understanding And Consent
- 42. One unrepaired broken window is a signal that no one cares, and so breaking more windows costs nothing. - James Wilson
- 43. ADJUSTMENT
- 44. ADJUSTMENT Adjustment is to have discussion to settle issues, promote harmony, and consolidate everyone’s efforts toward the achievement of goals, when the involved people have different opinions in the process of a project
- 45. Types of Adjustment B B B A A A By Force Compromise Integration A A &B C
- 46. Pointers in Adjustment Do not lose sight of the Goal Take a perspective which is one level higher Allow both parties to state their opinions and pointers fully Do not forget to consider their emotions
- 47. “The productivity of work is not the responsibility of the worker but of the manager .” - Peter Drucker