The document discusses the basic principles of management, including the key functions of planning, organizing, staffing, directing and controlling. It provides guidance on decision making, communication, time management and developing skills as a manager. Effective management requires coordinating resources to achieve goals within budget and coordinating the work of people.

1. BASIC PRINCIPLE OF MANAGEMENT Management – the art and science of coordinating the work of people, equipment, materials, cost, and time and within budget.

2. MANAGER Research shows that individuals if trained well can become effective managers. The traits of a good manager are: Organized – thoughts and actions Works well with others Has perspective Can anticipate Communicates well Must be motivated Is an achiever Delegates work

3. TYPES OF MANAGEMENT Functional Management Project Management

4. FUNCTIONAL MANAGEMENT Applies to repeated work Sales Strategy Development People Handling Training and Coaching Customer Dealing Motivating Team Problem/dispute resolution

5. PROJECT MANAGEMENT Applies to one time work Performance Time Cost - performance is always a must - upper management sets priorities of time and cost

6. FIVE BASIC FUNCTIONS OF MANAGEMENT Planning Organizing Staffing Directing Controlling

7. PLANNING Formulating a course of action Establishing major milestones Starts with the statement of work Continuous throughout a project Integrates with all parties involved Must consider constraints Planning is a prerequisite to scheduling

8. ORGANIZING Breakdown work into definable measurable parts Systematically arrange resources to fit the plan Organize to focus on the work to be performed Need a work breakdown structure (WBS) Need organizational chart that shows responsibility and authority

9. STAFFING Dependable Competent Honest Experienced Hard Worker Flexible

10. DIRECTING Motivation -Pay -Contributing to team -Recognition Communication -Oral-Clear and to the point -Listening- is an important part Ability to Work with Others -Above, Below, and beside you -Outside your company

11. CONTROLLING Controlling is one of the most difficult tasks of management There can be no control system without a baseline plan for doing the work There can be no control system without good staffing with assigned responsibilities Must rely on support personnel Need reporting system that detect problems Need procedure for corrective actions

12. FUNDAMENTALS OF MANAGEMENT Who is going to do the work? What are they going to do? When will it be done? How much will it cost? Sometimes ask – how, where, and why Always ask – what can go wrong? Always have a contingency plan

13. APPREHENSIONS FOR MANAGERS Feeling that subordinates are too inexperienced-(you train them, or provide training for them) Feeling it take more time to explain the work than doing it yourself – (managers need to delegate) Fear that a mistake by a subordinate would be too costly – (need control system to check their work) Feeling that subordinates don’t have time for additional assignments – (need time management, separate significant few from many trivial tasks)

14. GUIDELINES FOR ASSIGNING WORK Explain clearly what is expected Be certain they understand what is assigned Give them an opportunity to do it their way Be reasonable in your expectations. Be accessible to answer questions. Reinforce their confidence, show trust Recognize and reward successful performance Hold them responsible for poor work Don’t Expect perfection, but expect adequate output

15. WORKING WITH PEOPLE Four types of people -1) Those who make things happen -2) Those who watch things happen -3) Those who don’t know what’s happening -4) Those who don’t want to know what’s happening

16. NEED FOR DECISION MAKING Being decisive is a trait lacking in many people Failure to be decisive (by procrastinating or vacillating) causes many things to go wrong No one know what is supposed to be done Work is not done because of lack of direction The result is a waste of time and talent of people Decisiveness is required to gain respect of others Take time to deliberate, but when time for action arrives, stop thinking and get on

17. DECISION MAKING Need Objectives Can not make good decisions unless primary objectives (goals to be accomplished) are known and understood You must conceptualize the end results of your decision (forecast end results to see if original objective are met) Once objectives are clearly defined, they must be prioritized ( separate needs from wants) Once objectives are defined and prioritized, then alternatives can be analyzed Implement the decision Define who, does what, when, and how much Assign responsibilities, give authority to act, follow-up

18. GUIDELINES FOR DECISION MAKING Differentiate between big decisions and little problems Big problem merit real decisions (requires time) Little problems shouldn’t be worried over (delegate) Rely on established policies when possible Many decision are routine in nature Consult and check with others Get opinions of other who have had similar situations Avoid crisis decisions Don’t decide under extreme stress (may sleep on it overnight) However, many decision must be made under pressure Relax, get facts, forecast, then decide

19. GUIDELINES FOR DECISION MAKING Don’t try to anticipate all eventualities It is impossible to anticipate all eventualities Eliminate anticipations with low probabilities Don’t expect to be right all the time There is a certain amount of risk in everything we do Sometimes wrong decision are made by good people Don’t expect to be right all the time, just don’t expect to be totally wrong at any time Remember, many decision are not totally right or wrong, instead it’s the question of the degree of rightness

20. GUIDELINES FOR DECISION MAKING Cultivate decisiveness Indecision creates tensions in most people Tensions generate stress and further indecisiveness Avoid procrastination and vacillation Once your decision is made – implement it Direct all efforts to achieve the decision Be certain everyone knows what is to be done Sometimes decisions must be altered after new information becomes available

21. MAKING BETTER DECISIONS Recognize your personal decision making biases Involve colleagues who see the world differently from you Fight the temptation to solve today’s problem with yesterday’s solution Solve problem with a win – win orientation Solicit information from individuals affected by the decision. Make sure your are solving the right problem Consider as many solutions as possible

22. MAKING BETTER DECISIONS Realize that even the best solutions may open the door to new problems If you are using any data as the basis for you decision, verify the numbers When you make a decision affecting others, share reasoning behind the decisions Think in term of satisficing, not optimizing Ask lot of questions Learn from prior decisions Ask for criticism

23. Reality Sanity Dignity Integrity Reputation System CHECKS FOR DECISION MAKING

24. TIME MANAGEMENT Time is irreplaceable and vital to the personal and professional life of everyone Managers (and everyone) spend a great deal of time communicating and interacting with others It is important that time spent is productive and effective Be cautious – for there are always more interesting and worthwhile things to do than time allowable to do them

25. EVALUATE USE OF YOUR TIME Analysis of how time is spent is necessary to determine how effective your time is used Analyze time spent by keeping a daily log for 2 to 3 weeks How much time doing each activity Who was involved What was accomplished

26. COMMON TIME WASTERS Telephone Meetings E-mails Unscheduled Visitors Special Requests Attempting too much at once Lack of goals and objectives Procrastination on decisions Involvement in routine items that other can handle Inability to say “ no “

27. GUIDELINES FOR MANAGING TIME Occasionally maintain a log of how major portions of your time is spent Schedule your least interesting tasks when you are at your peak in energy Review your job activities that can be assigned to a subordinate Regularly analyze your work to determine how and what can be combined or eliminated A good manager always has the time to do the things he or she wants to do and should be doing

28. Bring your daily priorities in sync with your values and beliefs. Take a memory course Learn to speed read Waste less time Spend less time in crises Spend less time in performing routine tasks Spend more time strategically Use a comprehensive priority management system MAKE BETTER USE OF YOUR TIME Cont…

29. Spend more time with people, less time with things. Restore your energy Improve your comm. skills. Three times each day ask yourself, Is this the best use of my time. Task time to improve the quality of your life. Reserve one hour each day for your self Find joy in doing. Find joy in today. MAKE BETTER USE OF YOUR TIME

30. COMMUNICATIONS Key words of management are: - communication - communication - communication Communication involve: - Speaking - Writing - Listening Conti...

31. Too often the “other person” does not hear or interpret the information the way we intend. All communications must be clear, coherent, and to the point (don’t ramble) Communications are of no value unless they are received and understood. Sometimes feedback from the other party is necessary to ensure effective communications

32. WAYS TO IMPROVE LISTENING Commit to improve listening Think about the speaker in advance Limit your talking Stop worrying about what you are going to say next Don’t have any prejudice against the speaker. Stop coming to quick conclusions about people and things Become less self centered Get into listening posture Hold your fire Focus of the speaker’s words Monitor nonverbal messages Ask questions Tell the speak what you heard.

33. RESOLVING DISAGREEMENTS WITH OTHERS Listen Ask questions or paraphrase Remain calm Know why are you arguing Be firm Be constructive Remain descriptive, not judgmental (be objective not subjective) Accept responsibility Concentrate on solution Focus on needs, not positions

34. KEEPING YOURSELF UPDATED Set aside one hour each day to read and absorb new info Select an info source that fits your needs schedule Subscribe to news letters in your field Read good professional journals Scan the front pages of newspapers Join a local professional group Join a book club Attend meetings of professional trade associations Attend seminars Write articles

35. Look for opportunities See gain where others see only loss View failure as education Get past your mistakes Keep an open mind Increase your tolerance for risk Dream Share your dream Remain optimistic Expand you knowledge Expand your creativity IMPROVE YOUR OUTLOOK & THINKING

36. No shared vision and values No strategy Poor alignment Wrong style Undeveloped skills Low trust No self-integrity CHRONIC PROBLEMS IN MANAGERS

37. Be proactive Begin with end in mind Put first things first Think Win / Win Sharpen the saw Seek first to understand, then to be understood Synergize. SEVEN GOLDEN NUGGETS FOR MANAGERS

38. Wealth with out work Pleasure without conscience Knowledge without character Business without ethics Science without humility Religion without sacrifice Politics without principles SEVEN DEADLY SINS