This document outlines a training program on people management for managers at The Coca Cola Bottling Company of Ghana Limited. The training aims to help managers acquire skills to create a conducive work environment where people can perform at their best. Key topics covered include understanding the manager's role in people management, elements of a conducive work environment, and tools and techniques for managing people effectively. The training methodology involves self-assessment, group discussions, and presentations to help managers develop their people management skills.
The document provides an overview of key management concepts including:
- Definitions of organization from various authors and examples of organizations.
- Managerial roles categorized into interpersonal, informational, and decisional roles.
- The importance of management in achieving goals, utilizing resources optimally, adapting to changes, and generating profits and employment.
- Vertical organizational structure and its advantages of tight control but also limitations like inability to make quick decisions.
- Approaches to organizational structure including virtual, matrix, strategic business units, and team approaches.
- Techniques for management control including traditional methods like budgets and modern methods like return on investment.
- Multidisciplinary and dynamic nature of management
This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.
The document discusses the purpose and types of management planning as well as the steps involved in the planning process. It begins by explaining that the purpose of strategic planning is to ensure the organization is doing the right things now and in the future. It then outlines the main types of planning that occur in organizations, including business, financial, operational, organizational, resource, and strategic planning. Finally, it details the eight key steps in the planning process: 1) recognizing the need for action, 2) setting objectives, 3) developing premises, 4) identifying alternatives, 5) examining alternative courses of action, 6) selecting the best alternative, 7) implementing the plan, and 8) follow-up.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
This document provides information on management concepts and functions. It distinguishes between administration and management, defines key management roles and functions, and outlines the evolution of management thought from classical to modern approaches. The trends and challenges of managing in a global scenario are also discussed, including the importance of planning, the management by objectives (MBO) process, and how to implement policies and strategies.
The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
The document provides an overview of key management concepts including:
- Definitions of organization from various authors and examples of organizations.
- Managerial roles categorized into interpersonal, informational, and decisional roles.
- The importance of management in achieving goals, utilizing resources optimally, adapting to changes, and generating profits and employment.
- Vertical organizational structure and its advantages of tight control but also limitations like inability to make quick decisions.
- Approaches to organizational structure including virtual, matrix, strategic business units, and team approaches.
- Techniques for management control including traditional methods like budgets and modern methods like return on investment.
- Multidisciplinary and dynamic nature of management
This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.
The document discusses the purpose and types of management planning as well as the steps involved in the planning process. It begins by explaining that the purpose of strategic planning is to ensure the organization is doing the right things now and in the future. It then outlines the main types of planning that occur in organizations, including business, financial, operational, organizational, resource, and strategic planning. Finally, it details the eight key steps in the planning process: 1) recognizing the need for action, 2) setting objectives, 3) developing premises, 4) identifying alternatives, 5) examining alternative courses of action, 6) selecting the best alternative, 7) implementing the plan, and 8) follow-up.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
This document provides information on management concepts and functions. It distinguishes between administration and management, defines key management roles and functions, and outlines the evolution of management thought from classical to modern approaches. The trends and challenges of managing in a global scenario are also discussed, including the importance of planning, the management by objectives (MBO) process, and how to implement policies and strategies.
The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
The document discusses various perspectives on the definition and nature of management. It provides definitions from different scholars that view management as an activity, process, or set of functions aimed at achieving organizational goals through coordinated human effort. The key functions of management are identified as planning, organizing, motivating, controlling, coordinating, and decision making. Management involves utilizing resources and applying concepts and techniques to achieve goals in a way that encourages growth. While management has aspects of both an art and a science, it requires both technical knowledge and skills in implementation.
This document discusses the basics of management. It defines management as planning, organizing, staffing, directing and controlling the activities of others to achieve objectives. The three main fields of administration are business administration, public administration, and school administration. In a school setting, production refers to instructional services that lead to learning outcomes. Common elements of management include establishing goals, developing strategies, organizing resources, and motivating people. The three main managerial tasks are managing work and organization, managing people, and managing production and operations. The document also outlines six guidelines for effective management.
The document discusses management development programs, which are programs initiated by companies to train and retrain managers. It outlines the typical process for developing management development programmers, including identifying desired competencies, determining skill and performance gaps, and creating customized development plans. Some benefits of management development programmers for employers and employees are also mentioned, such as higher salaries, promotions, a well-trained loyal staff, and encouraging diversity in management.
This document discusses how to effectively lead and motivate a team by setting clear goals and objectives. It emphasizes the importance of having a common vision, mission, and strategy that is communicated to the team. Developing an organizational culture with shared values is also key. The leader plays a role in linking objectives to strategic plans and providing feedback to help the team achieve its goals. Regular communication, motivation, and supporting team development are important responsibilities of the leader.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
The document discusses key concepts in management including definitions, functions, levels, and the evolution of management thought. It provides definitions of management as a process involving planning, organizing, leading, and controlling. The four main functions of management are planning, organizing, leading, and controlling. Management occurs at different organizational levels from first-line to middle to top managers. Early contributions to management concepts came from civilizations like the Romans, Babylonians, and Egyptians. Scientific management emerged in the late 19th/early 20th century focusing on operational efficiency. Other theorists like Fayol and Mintzberg further developed the field.
The document defines management and administration according to various scholars. It also compares the key differences between management and administration. Some of the main differences highlighted are that administration is concerned with determining major policies and objectives, while management is focused on executing policies and achieving objectives. Administration is also described as a thinking function while management is an executive function. The document also outlines various concepts, principles, theories, and functions of management according to thinkers like Fayol, Taylor, and others.
The document discusses definitions of management and administration from various authors and compares the key differences between the two. It also outlines the characteristics, functions, principles, theories and concepts of management as proposed by thinkers like Fayol, Taylor, Weber and others. The classical, neo-classical, behavioral and modern schools of management thought are briefly introduced.
This document discusses management skills and theories. It defines management as achieving goals through people and outlines management's key functions: planning, organizing, staffing, leading, and controlling. The document also discusses the objectives of management to meet goals, ensure staff welfare, and protect resources. Additionally, it explains that managers require different skills depending on their level in the organizational hierarchy, including technical, human, conceptual, and design skills. Coordination is emphasized as essential for managers to harmonize individual and organizational goals.
Unit no.01 project management and engineering economicsRAMCHANDRA KODAM
This document provides an introduction to project management. It discusses the importance of project management, the project life cycle, categories of projects, causes of project failure, and the Project Management Body of Knowledge (PMBOK). It also describes the Project Management Institute (PMI) and the Certified Project Management Professional (PMP) certification.
This document discusses engineering management and key concepts in management. It introduces management topics like the functions of management, levels of management, managerial skills, roles of managers, and theories of management. Specifically, it covers classical management theories like scientific management and administrative management. Scientific management focuses on matching people and tasks to maximize efficiency, while administrative management identifies principles for efficient organization and management.
The document discusses various concepts of leadership and management. It defines management as organizing resources to accomplish goals effectively, while leadership focuses on inspiring and guiding people. It also distinguishes between different management theories, including general administrative theory which emphasizes discipline and order, and systems approach theory which views an organization holistically. Effective leadership involves qualities like communication, recognizing talents, delegating tasks, fostering creativity, problem solving, and inspiration. Leaders should communicate well, allow employees to make decisions and be creative, and provide meaningful recognition to motivate high performance.
4 Weekends Hi - Performance Leadership Workshop (Feb : Sat & Sun)Resha Shukla
Hiring and retaining high quality employees is a good policy but investing in developing their knowledge and skills will tremendously increase their productivity. The quality of the workforce and employees’ educational and professional development help determine the long-term profitability of a business institution. Training is commonly considered only for new employees. This is a big mistake; the most successful institutions realize that ongoing training for existing employees results in measurable results for the company. For more details call : 022 22911908
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
1) Managers coordinate and oversee the work of others in an organization to help achieve goals. They work in various organizations and are responsible for key functions like planning, organizing, staffing, leading, and controlling.
2) Managers play important roles by helping organizations adapt to changing conditions, ensuring tasks are completed properly, and building relationships with employees that boost productivity and loyalty. Their responsibilities include leadership, production management, planning, and hiring.
3) Managers perform roles in planning work, organizing resources, leading teams, making decisions, and exchanging information. While their specific focus may differ by level, managers generally take on interpersonal, informational, and decision-making roles.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
This document provides an overview of management as a discipline, process, and career. It discusses several key concepts in management theory including:
1. Classical and behavioral approaches to management that focus on organizational structure and human behavior respectively.
2. The management functions of planning, organizing, leading, and controlling and how they are interrelated.
3. Influential early theorists like Taylor, Fayol, and Weber who contributed principles of scientific management and bureaucracy.
4. The goal of management education to teach students how to apply theory to solve challenges and make effective decisions.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
The document discusses various perspectives on the definition and nature of management. It provides definitions from different scholars that view management as an activity, process, or set of functions aimed at achieving organizational goals through coordinated human effort. The key functions of management are identified as planning, organizing, motivating, controlling, coordinating, and decision making. Management involves utilizing resources and applying concepts and techniques to achieve goals in a way that encourages growth. While management has aspects of both an art and a science, it requires both technical knowledge and skills in implementation.
This document discusses the basics of management. It defines management as planning, organizing, staffing, directing and controlling the activities of others to achieve objectives. The three main fields of administration are business administration, public administration, and school administration. In a school setting, production refers to instructional services that lead to learning outcomes. Common elements of management include establishing goals, developing strategies, organizing resources, and motivating people. The three main managerial tasks are managing work and organization, managing people, and managing production and operations. The document also outlines six guidelines for effective management.
The document discusses management development programs, which are programs initiated by companies to train and retrain managers. It outlines the typical process for developing management development programmers, including identifying desired competencies, determining skill and performance gaps, and creating customized development plans. Some benefits of management development programmers for employers and employees are also mentioned, such as higher salaries, promotions, a well-trained loyal staff, and encouraging diversity in management.
This document discusses how to effectively lead and motivate a team by setting clear goals and objectives. It emphasizes the importance of having a common vision, mission, and strategy that is communicated to the team. Developing an organizational culture with shared values is also key. The leader plays a role in linking objectives to strategic plans and providing feedback to help the team achieve its goals. Regular communication, motivation, and supporting team development are important responsibilities of the leader.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
The document discusses key concepts in management including definitions, functions, levels, and the evolution of management thought. It provides definitions of management as a process involving planning, organizing, leading, and controlling. The four main functions of management are planning, organizing, leading, and controlling. Management occurs at different organizational levels from first-line to middle to top managers. Early contributions to management concepts came from civilizations like the Romans, Babylonians, and Egyptians. Scientific management emerged in the late 19th/early 20th century focusing on operational efficiency. Other theorists like Fayol and Mintzberg further developed the field.
The document defines management and administration according to various scholars. It also compares the key differences between management and administration. Some of the main differences highlighted are that administration is concerned with determining major policies and objectives, while management is focused on executing policies and achieving objectives. Administration is also described as a thinking function while management is an executive function. The document also outlines various concepts, principles, theories, and functions of management according to thinkers like Fayol, Taylor, and others.
The document discusses definitions of management and administration from various authors and compares the key differences between the two. It also outlines the characteristics, functions, principles, theories and concepts of management as proposed by thinkers like Fayol, Taylor, Weber and others. The classical, neo-classical, behavioral and modern schools of management thought are briefly introduced.
This document discusses management skills and theories. It defines management as achieving goals through people and outlines management's key functions: planning, organizing, staffing, leading, and controlling. The document also discusses the objectives of management to meet goals, ensure staff welfare, and protect resources. Additionally, it explains that managers require different skills depending on their level in the organizational hierarchy, including technical, human, conceptual, and design skills. Coordination is emphasized as essential for managers to harmonize individual and organizational goals.
Unit no.01 project management and engineering economicsRAMCHANDRA KODAM
This document provides an introduction to project management. It discusses the importance of project management, the project life cycle, categories of projects, causes of project failure, and the Project Management Body of Knowledge (PMBOK). It also describes the Project Management Institute (PMI) and the Certified Project Management Professional (PMP) certification.
This document discusses engineering management and key concepts in management. It introduces management topics like the functions of management, levels of management, managerial skills, roles of managers, and theories of management. Specifically, it covers classical management theories like scientific management and administrative management. Scientific management focuses on matching people and tasks to maximize efficiency, while administrative management identifies principles for efficient organization and management.
The document discusses various concepts of leadership and management. It defines management as organizing resources to accomplish goals effectively, while leadership focuses on inspiring and guiding people. It also distinguishes between different management theories, including general administrative theory which emphasizes discipline and order, and systems approach theory which views an organization holistically. Effective leadership involves qualities like communication, recognizing talents, delegating tasks, fostering creativity, problem solving, and inspiration. Leaders should communicate well, allow employees to make decisions and be creative, and provide meaningful recognition to motivate high performance.
4 Weekends Hi - Performance Leadership Workshop (Feb : Sat & Sun)Resha Shukla
Hiring and retaining high quality employees is a good policy but investing in developing their knowledge and skills will tremendously increase their productivity. The quality of the workforce and employees’ educational and professional development help determine the long-term profitability of a business institution. Training is commonly considered only for new employees. This is a big mistake; the most successful institutions realize that ongoing training for existing employees results in measurable results for the company. For more details call : 022 22911908
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
1) Managers coordinate and oversee the work of others in an organization to help achieve goals. They work in various organizations and are responsible for key functions like planning, organizing, staffing, leading, and controlling.
2) Managers play important roles by helping organizations adapt to changing conditions, ensuring tasks are completed properly, and building relationships with employees that boost productivity and loyalty. Their responsibilities include leadership, production management, planning, and hiring.
3) Managers perform roles in planning work, organizing resources, leading teams, making decisions, and exchanging information. While their specific focus may differ by level, managers generally take on interpersonal, informational, and decision-making roles.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
This document provides an overview of management as a discipline, process, and career. It discusses several key concepts in management theory including:
1. Classical and behavioral approaches to management that focus on organizational structure and human behavior respectively.
2. The management functions of planning, organizing, leading, and controlling and how they are interrelated.
3. Influential early theorists like Taylor, Fayol, and Weber who contributed principles of scientific management and bureaucracy.
4. The goal of management education to teach students how to apply theory to solve challenges and make effective decisions.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
2. TEASER ! WHAT DOES IT MEAN TO
MANAGE PEOPLE?- DOGBERT “ADVISES”
2
3. GENERAL COURSE
OBJECTIVE
Training in People Management is
targeted at:
Acquiring the knowledge and skills for
creating a conducive work environment for
people to give off their best.
3
4. OVERVIEW OF KEY LEARNING
AREAS
Understanding your job as people manager;
Understanding Elements of Conducive Work
Environment;
People Management as part of the Manager’s duties;
“Tools and Techniques” for People Management;
Managing Conflicts and Influencing Direct Reports.
4
5. PEOPLE MANAGEMENT LEARNING
ROAD MAP
Understanding our People Management Roles;
Creating desired elements of conducive work
environment that enables people to give off their best;
Discussing people management strategies, tools and
techniques that facilitate the creation of the conducive
work environment;
Self evaluation and development of personal toolkit
for creating a conducive work environment that
enables people give off their best.
5
6. TRAINING METHODOLOGY
Self Assessment: Determination of personal
learning needs & adoption of tools and
techniques;
Small Group Brainstorming Sessions;
Individual Reflections and Presentations;
Experience Sharing;
Trainer Presentations.
6
8. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Supervisor, Assistant Manager, Manager.
How did you become any of the above 3?
An excellent individual contributor?
An acceptable qualification e.g. HND, Degree or
even a post graduate.
Long service.
8
9. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Your role as an individual contributor and your
role as people manager are two(2) distinct roles.
What contributed to your success as an individual
contributor will not support you fully to succeed
in your role as people manager.
You need to understand your new role to enable
you adjust.
9
11. UNDERSTANDING YOUR JOB AS A
PEOPLE MANAGER
Your PRIMARY JOB as a Manager – People Manager- is to
get results through the creativity, expertise and energy
of others.
The above requires unique skills beyond those technical skills
and educational attainments that have propelled you to this
level:
Ability to hire and retain good people;
Motivate and develop the potential of each member of your team;
Create winning plans, control budget and make good decisions;
To fire people who cannot or will not do their work;
To help promotable people move etc.
11
12. MANAGING PEOPLE
Deriving from the above, Managing people is therefore not
the same as managing a project or an asset. Each person has
unique sets of strengths and weaknesses; capabilities and
talents; emotions and feelings.
Managing people entails helping each individual achieve their
individual potential.
This management process will require different motivational
strategies and tactics.
“The task of management is to make people capable of joint
performance, to make their strengths effective and their
weaknesses irrelevant”
– Peter Drucker (management guru and author).
12
13. MANAGING PEOPLE
So are you a management material?
Supervisor, Assistant Manager and Manager?
Do you have what it takes to be a manager?
Do you know the areas of additional work you need to
do to improve yourself?
Different self assessment tests can help in
determining where you are on people
management scale.
13
15. PREREQUISITE FOR PEOPLE
MANAGEMENT
Before you can effectively manage other people you
have to know yourself – your management abilities.
Managing people means more than dominating
people.
The trend is towards creating a business
environment that depends on:
o Knowledge sharing;
o Effective communication;
o Teamwork.
15
16. PREREQUISITE FOR PEOPLE
MANAGEMENT
The People Manager will have the following among
others:
Broad perspective – beyond your functional and technical
expertise;
Needs to understand what must get done and who must do
what;
Needs to know what it will take to accomplish the goal;
Needs to know how to assess and monitor progress;
Needs to know how to measure success at the completion of
the work;
Needs to coordinate every individual’s work to ensure end result
is executed performance.
16
17. THE 3C’S OF A PEOPLE’S
MANAGER
COLLABORATION
• Create opportunities for people to collaborate in setting goals,
determining how work will get accomplished, developing criteria for
measuring success
COOPERATION
• Fostering cooperation within a workgroup; setting good example as
a manager by encouraging employees to focus on the needs of
group rather than individual needs
CONSENSUS
• Use consensus to create common sense of purpose; involve
everyone in working toward the same goal; use consensus to get
the best out of every body
17
22. GROUP DISCUSSIONS AND
PRESENTATIONS
What are the key elements
of a conducive work
environment that creates
the opportunity for people
to give off their best?
Small Group Brainstorming
Session (15mins.).
Presentations and
Discussions (10minutes).
22
23. COMPONENTS OF WORK
ENVIRONMENT – PERSPECTIVE I
WORK
ENVIRONMENT
-KEY DIMENSIONS
PEOPLE
SYSTEMS
&
PROCESSES
TECHNOLOGY
ORGANIZATION
23
24. KEY DRIVERS OF WORK ENVIRONMENT
USING THE “7-S” FRAMEWORK – ANOTHER
PERSPECTIVE
SHARED
VALUES
STRATEGY
STRUCTURES
STAFF
SKILLS STYLE
SYSTEMS
24
25. THE WORK ENVIRONMENT MAY BE SAID TO BE
DRIVEN BUILT ON THE 7-S FRAMEWORK
1. Strategy: A set of actions for achieving organizational
mission, goals and objectives; can also be adapted for the
Department, Work Session or Unit.
2. Structure: This connotes how reporting lines are
delineated and how tasks are divided up and integrated
for achieving organizational (departmental, Section and
Unit goals and objectives).
3. Staff: The people in the organization (Department, Section
and Unit).
4. Style: Every organization manifests a certain style in the
way it is managed and in its overall mode of operation.
This reflects in the management of Departments and
Sections as well – (some call it sub-culture).
25
26. 5. Systems: The process and procedures through which
things get done from day to day
6. Skills: Capabilities possessed by the people in the
organization, which are integrated and projected by the
organization through its products and services.
7. Shared Values: Those ideas of what the organization
deems right and which are shared by its members
(Organizational, Departmental and Sectional Culture).
THE CONCEPT OF AN ORGANIZATION MAY BE
SAID TO BE BUILD UPON THE 7-S FRAMEWORK
26
27. CONDUCIVE ENVIRONMENT
What is a conducive environment?
A “work environment” that facilitates the attainment of
organizational or departmental or work unit objectives;
An environment that ensures the individual is supported
to give off her best;
An environment that recognizes individuals have unique
strengths and weaknesses;
An environment that promotes and celebrates individual
and team excellence;
27
28. CONDUCIVE ENVIRONMENT
What kind of organizational environment do
you want to build as a Manager?
There is the case of the organizational culture
(macro culture).
The most important however, is the “micro
culture” – this is the workgroup culture developed
by the MANAGER of the Department, Section or
Unit.
28
29. CONDUCIVE ENVIRONMENT
So what kind of organizational unit (micro culture)
will you want to develop as a Manager?
This choice to a very large extent depends on the
individual manager although it is affected by the
macro culture.
29
30. CONDUCIVE ENVIRONMENT
3 Choices of the Environment
Proactive
Reactive
(always
playing a
catch-up)
Inactive
(do not even
react to the
environment)
In our bid to creating a conducive environment that
makes individuals give off their best, there is only one
choice open to the Manager : Proactive.
30
31. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
A “Proactive” environment uses all the
resources at its disposal to its advantage;
developing high levels of individual
competencies that translate into the
“organizational” or “departmental” or
“Section” capability.
31
32. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
Some Guidelines for building a proactive department
or work unit:
Set the goals: What is our work unit required to be? Shared
approach to goal setting, but Manager takes the lead;
Meet performance requirements: performance to
specifications and standards; on time performance;
performance to meet cost;
Propose new work methods and projects that improve on
current situation;
Develop high standards of professionalism - continuous
improvement;
32
33. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
Some Guidelines for building a proactive department
or work unit:
Take calculated risk – to what extent can you change the status
quo with new activities and improved work processes;
Foster innovation - creativity and improvement in current
processes encouraged;
Make timely decisions with respect to the work of the unit;
Ensure creation of dissonance - welcome constructive ideas and
neutralize or eliminate any destructive forces;
Create an environment that celebrates and rewards excellence.
33
34. CONDUCIVE ENVIRONMENT:
PROACTIVE ENVIRONMENT
People management is just an element of the creation
of a conducive (proactive) environment but it is the
most difficult of all the elements.
People management cuts across all the other
dimensions of the organization and its departments.
Managers therefore need to be prepared to assume
this critical role of managing the activities of individuals
to effectively contribute to meeting the Department’s
(and eventually organization) objectives.
34
37. PEOPLE MANAGEMENT
ACTIVITY
Reflect on the
different managers
you have worked with
in the past and those
you work with
presently:
List 5 good people
management practices you
have observed.
List 5 not too good people
management practices you
have observed
37
38. PEOPLE MANAGEMENT
STRATEGIES
In his book, “The Essential Drucker”, Peter Drucker
asked the question:
“Is management a bag of techniques and tricks?”
To some extent there are tools and techniques that
have worked.
However, management and people management for that
matter cannot be reduced to a set of tools and techniques.
Situations and people will always be different and can not
be reduced to a set of formulae.
People management takes place at individual level.
38
39. PEOPLE MANAGEMENT STRATEGIES –
USING THE 7 MANAGEMENT HATS
4.
PEOPLE HAT
5.
ACTION HAT
3.
LEADERSHIP
HAT
7.
BUSINESS HAT
6.
HIGH ANXIETY HAT
2.
DIRECTION
HAT
1.
ADMINISTRATION
HAT
39
40. PEOPLE MANAGEMENT STRATEGIES –
USING THE 7 MANAGEMENT HATS
Administration Hat
Administrative work to keep
the system running;
Filing and file management;
Processing of documentations
– recruitment, documentation
of performance weakness etc.
Report writing ;
As a Manager, contribute to the
process by eliminating non value
adding administrative details.
No direct people management
but indirectly affect the people!
Direction Hat
Direction hat requires you to
integrate knowledge, skills,
attitudes and personal
characteristics of the work unit
into an effective and efficient
team.
A manager who wears
direction hat becomes:
Teacher
Coach
Promoter
Innovator
40
41. FOCUSING ON THE DIRECTION HAT – THE
ACTIVITIES THAT GIVE MEANING TO DIRECTION
Communicating
Integrating
Monitoring
Motivating
Teaching
Training
Coaching
Pushing
Pulling
Analyzing
Negotiating
Promoting
41
42. THE LEADERSHIP HAT – TAKING
THE LEAD
Attributes of Managers when they lead:
Accept responsibility and accountability - it is easy to blame your
people but learn to take responsibility;
Make judgments based on an acceptable level of facts;
Make the complex simple through communication of disciplined
thinking;
Follow through with clear decisions;
Promote a positive attitude by looking for solutions and not
someone to blame;
Develop a proactive philosophy.
42
43. THE PEOPLE HAT - UNDERSTANDING
HUMAN BEHAVIOUR
Selected Issues to focus on:
Develop the needed skills for selecting the appropriate
staff;
Know the expectations of each job under you vis as vis the
resource you have;
Use effective performance management systems to
develop individuals and their careers;
Identification of training needs as basis for developing
competencies;
Invest in your people – time, patience, empathy;
43
44. THE PEOPLE HAT - UNDERSTANDING
HUMAN BEHAVIOUR (CONT’D)
Selected Issues to focus on:
Nurture a learning environment by tolerating
mistakes;
Cultivate a listening discipline;
Continuous development of people skills ;
Institute a culture that works with the people;
Create a culture of shared accountability;
Develop the capacity for Conflict Management.
44
45. THE ACTION HAT – DOING THE
WORK
Get to know what your people are responsible for
and what you are also responsible for - what to
delegate and what not to delegate;
Focus on the actions that improve the work of
individuals and your own work;
Monitoring the progress of work;
Reviewing and communicating people
competencies.
45
46. THE HIGH ANXIETY HAT- THE
DIFFICULT TASKS
These tasks are mostly not performed with joy:
Having the courage to discipline – Use organizational
policies and procedures related to employee discipline;
Managing non-performers – use coaching and monitoring
for attaining improved performance;
Communicating bad news - choose appropriate medium and
venue;
Communicating dismissal – should follow procedure;
Managing team politics – confront the issues and not the
personalities;
Admit mistakes.
46
47. THE BUSINESS HAT – THE
MELTING POT
Build linkages to corporate statistics;
Communicate expectations in respect of executions –
Balance Score Card;
Reassure team members and encourage them on the
goals.
47
48. People Managers Need to Develop Listening
Skills - A Model For Better Listening
48
Empathetically
Attentively
Selectively
Pretend
Ignore
5 Levels of Listening
49. Counseling
49
A formal process, initiated when an employee has not
responded to advice and assistance you have provided
on a less formal basis.
When an employee’s conduct or performance is below
the standard required, it may not be necessary/
appropriate to take formal disciplinary action yet.
Informal counseling and advice by the manager is often
the most constructive first stage.
50. HOW do you counsel an
employee?
50
Present the areas of concern to the employee
Explore the employee's explanation
Obtain further information on why there has
been a shortfall in conduct or performance
Explain the standard of conduct or work
performance required in future
Establish whether further guidance or training
is required
51. Counseling
51
Set S.M.A.R.T. targets (Specific, Measurable, Achievable, Realistic
and Time-related)
Explain that these will be monitored and reviewed by the
Superior within a period of, normally, one to three months.
Clarify that if there is no improvement to a satisfactory standard
within the relevant time-scale (or if further issues arise prior to
that review) it may be necessary to consider matters further
under the formal disciplinary procedure.
52. Counseling
52
What are the options if counseling doesn’t achieve
the expected outcome?
The expected outcome of counseling is in most
circumstances an improvement in work performance or
conduct.
If conduct or work performance does not improve
in response to counseling what options are
available?
53. Counseling
53
Some Options
transfer of the employee to an area where skills
may be better utilized;
voluntary transfer to a lower designation or
disciplinary action, in cases of misconduct /
breach of discipline.