Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
Chap1 Management Introduction
1. INTRODUCTION Prepared by: HKP First Prepared on: 09-12-04; ANS Last Modified on: 12-12-05 Quality checked by: SHA Copyright 2004 Asia Pacific Institute of Information Technology Introduction to Management BM007-3-1-IMT
12. Lecture 1 The Role of Management in Organisations Prepared by: HKP First Prepared on: 09-12-04; ANS Last Modified on: 12-12-05 Quality checked by: SHA Copyright 2004 Asia Pacific Institute of Information Technology Introduction to Management BM007-3-1-IMT
41. Levels of Management 3 Top Level Management Middle Level Management Front-Line Management CEO COO CIO General Mgr Plant Mgr Regional Mgr Office Manager Shift Supervisor Department Manager Team Leader
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43. Traditional Objective Setting Individual Employee’s Objective Top Management’s Objective Department Manager’s Objective Division Manager’s Objective “ Increase profits, regardless of the means” “ I want to see a significant improvement in this division’s profits” “ We need to improve the company’s performance” “ Don’t worry about quality: just work fast”
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45. BASIC SKILLS FOR MANAGERS Technical skills Conceptual skills Human skills Ability to use specific knowledge, techniques, and resources Ability to work with, communicate with, and understand other people Ability to see the overall organization and integrate the parts of the sy s tem
50. MANAGEMENT The process of administering and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.
51. MANAGEMENT EFFECTIVENESS Long term measure of how well an organization achieves its objectives EFFICIENCY Short term measure of how well an organization uses it resources GOAL A desired future states that contributes to the fulfillment of the organization's mission MISSION = Reason for existence EFFECTIVENESS Long term measure of how well an organization achieves its objectives EFFICIENCY Short term measure of how well an organization uses it resources GOAL A desired future states that contributes to the fulfillment of the organization's mission
Managers are continually faced with the need to make decisions: that is to choose from among the available alternatives. Most decisions are prompted by problems, and problem solving always involves making decisions; therefore, the terms decision making and problem solving can be used interchangeably. Decision making is often subject to distortions and biases because it is usually a judgmental, not a mechanical, process. Planning, leading, organizing, and controlling are the basic management functions. As the table above shows, each function calls for decisions: which plan to implement, what goals to choose, which people to hire.
Plans are methods formulated for achieving a desired result. Planning is the process of establishing objectives and courses of action, prior to taking action. At a minimum, plans should specify what you will do, how you will do it, and when you will get it done. Goals, or objectives, are the specific results you want to achieve. Planning offers a number of benefits. You get to make decisions ahead of time, in your home or office, and with the luxury of having enough time to do research and weight your options. Planning provides direction and a sense of purpose. A plan provides a unifying framework against which decisions can be measured. Planning can also help identify potential opportunities and threats and at least reduce long-term risk. Planning facilitates control. Control means ensuring that activities conform to plans, according to the following three-step process: plans are set, performance is measured against these standards, and deviations are identified and corrected.
The jobs and responsibilities of the four kinds of managers are shown in Exhibit 1.2.
Every manger on the company’s business team makes decisions (see the table above). For example, the accounting manager decides what outside auditing firm to use and how many days a customer can be allowed to wait before it pays its bills. The sales manager decides which sales representatives to use in each region and which advertising agency to hire. The production manager decides between alternative suppliers and whether or not to recommend building a new plant.
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