Task and Workload Management

1. SCHOOL OF MERCHANT MARINE
Task and Workload
Management
Engr. Mark alvin b. cuya

2. Learning Outcome
• Discuss the different procedures of tasks and
workload management:
 Planning and coordination
 Time and resource constraints
 Prioritization

3. Planning and Coordination
• A ship is successfully run by two different
departments – Engine and Deck that work day
and night to ensure that the ship delivers its
cargo on time.
• Duties of officers and crew in each of these
departments is of great importance and the ship
cannot sail if a problem is faced by either of
them.

4. Planning
• Planning is a conscious process of selecting
and developing the best course of action to
accomplish clearly defined objectives. A good
planning involves three elements: a vision; an
agenda and set of priorities and scale of
operation. A good plan articulates a vision of
the institution in the language and symbols by
which it comes to understand what the
institution wants to become and achieve.

5. Planning
• Planning is a pervasive function of
management, it is extensive in its scope. So
all managers across all levels participate in
planning. However, the plans made by the
top level manager will differ from the ones
that lower managers make.
• Plans also differ from what they seek to
achieve and what methods will be used to
achieve them. So let us look at the types of
plans that managers deal with.

6. Planning Process In Management

7. Planning Process In Management
• Setting Objectives
The first step of planning process in
management is to set up objectives both long
and short term. Lon term objectives refer to the
reason for which an organization exists whereas
short term goals include short term targets for
various management planning examples periods.
Objectives should be stated clearly in precise
words because if the results are clear, it is easier
to achieve them.

8. Planning Process In Management
• Developing Premises
The next step involves establishing premises or
assumption that have to be followed while making and
implementing management planning examples. These
are basic factors, environment or boundaries within
which plans will be executed. They are the events or
conditions that will influence the plans in future. For
example, of planning in management process, when a
company makes a plan for production, it must check the
machines available, the number of workers available and
availability of financial resources etc.

9. Planning Process In Management
• Identifying and Evaluating Alternative Course of
Action
Once objectives are set and assumptions are made, the
next step is to find ways and means for achieving them. As there
are many options, various alternatives need to be identified. It is
necessary to collect and analyze all relevant information.
Information can be collected from primary and secondary
resources. For example, if we find out from a producer of
machines it is termed as a primary source while when collected
about a machine from a friend or magazine, we are using a
secondary source. Then the various alternatives should be
compared based on the risk-return trade-off. Alternatives are
evaluated in the light of their flexibility and consequences.

10. Planning Process In Management
• Selecting an Alternative
This is a real point of decision making.
The best options have to be chosen under
the circumstances. The most feasible,
profitable and with the least negative
consequences options have to be selected.
Sometimes a combination of options may be
selected instead of one best source.

11. Planning Process In Management
• Formulating Derivative Plans
After choosing alternatives the next logical
step is to develop detailed plans to implement all
the options. These derivative management
planning examples include policies, rules,
procedures, plans, schedules etc. related to the
options chosen. For example, when a company
decides to develop a new product, it has to make
detailed plans about its design, machines,
advertising, raw material, production, etc.

12. Planning Process In Management

13. Planning Process In Management
• Securing Cooperation and Follow Up
Actions
The last action is to execute plans for which plans
need to be communicated to the lower levels.
Communication should be done in such a way as to get
support and cooperation from those people who are
responsible for implementing the management planning
examples. It is important to find out if the plans are
properly implemented and if the activities are
performed according to the plans. It is equally important
to monitor the plans and keep reviewing or revising
them.

14. Limitations of Planning

15. Limitation of Planning
• Planning Leads to Rigidity
In an organization, a well defines plan is drawn up
with specific goals to be achieved with a specific time
frame. These management planning examples then
decide the future course of action and managers may
not be in a position to change it. This kind of rigidity in
plans may create difficulty. Managers need to be given
some flexibility to be able to cope with the changed
circumstances. Following a pre-decided plan may not
turn out to be in the organizational interest when
circumstances have changed.

16. Limitation of Planning
• Planning may not work in a dynamic
environment
The business environment is dynamic, and
nothing is constant. The organization has to
constantly adapt itself to changes. Management
planning examples becomes difficult to accurately
assess future trends if the economic policies are
modified or political conditions in the country
change or there is a natural calamity.

17. Limitation of Planning
• Planning reduces Creativity
Planning is an activity that is done by
the top management. Usually, the rest of the
members just implement these plans as a
consequence, middle and other levels are
neither allowed to deviate from plans nor are
they permitted to act on their own. Then much
of their initiative or creativity also gets lost or
reduced.

18. Limitation of Planning
• Planning involves huge cost
When plans are drawn up huge costs are
involved in their formulation. These may be in terms
of time, money and efforts. The costs incurred may
not sometimes justify the benefits derived from the
plans. There are several incidental costs as well, like
expenses on boardroom meetings, discussions with
professional experts and preliminary investigation
to find out the viability of the plans.

19. Limitation of Planning
• Planning Is a Time-Consuming Process
Planning is a lengthy process that involves
many steps. Lots of information is required and it
takes time to collect, analyze, compare, evaluate,
and choose among alternatives.
Thus, management planning examples become
costly too. Sometimes plan takes so much time to
make that there is not much time left for their
implementation. Time-consuming plans are
worthless in case of emergencies.

20. Limitation of Planning
• False Sense of Security
The success of an enterprise is possible only when
plans are properly drawn and implemented. Managers
have a tendency to rely on previously tried and tested
successful plans. It is not always true that just because
management planning examples have worked before it will
work again. This kind of complacency and a false sense of
security may lead to failure instead of success. Planning
gives a false sense of security and because the lower levels
take the plans for granted and ignore the changes
required. Thus, leading to failure of plans.

21. Limitation of Planning
• Psychological Barriers
Planning sometimes fails due to mental
block in the minds of lower levels. Managers
take more interest in the present than the
future and ignore some important aspects of
management planning examples. Also, they
resist changes that introduce by plans and
don’t implement the plans correctly. They take
plans lightly and planning fails as a result.

22. Limitations of Planning

23. Coordination
• Coordination means to integrate (bring together) all
the activities of an organization. It is done for
achieving the goals of the organization. There must
be proper co-ordination throughout the organization.
• According to Mary Parker Follett, Coordination is the
"Plus-value of the group". That is, if there is good Co-
ordination then the combined group achievement
will be greater than the total of the individual
achievement, i.e. 2+2=5. This is impossible in the
physical world, but it is possible in human affairs
through co-ordination.

24. Importance 0f Coordination

25. Importance of Coordination
• Coordination encourages team spirit
There exists many conflicts and rivalries between
individuals, departments, between a line and staff, etc.
Similarly, conflicts are also between individual
objectives and organizational objectives. Coordination
arranges the work and the objectives in such a way
that there are minimum conflicts and rivalries. It
encourages the employees to work as a team and
achieve the common objectives of the organization.
This increases the team spirit of the employees.

26. Importance of Coordination
• Coordination gives proper direction
There are many departments in the
organization. Each department performs
different activities. Coordination integrates
(bring together) these activities for achieving
the common goals or objectives of the
organization. Thus, coordination gives proper
direction to all the departments of the
organization.

27. Importance of Coordination
• Coordination facilitates motivation
Coordination gives complete freedom to
the employees. It encourages the employees to
show initiative. It also gives them many financial
and non-financial incentives. Therefore, the
employees get job satisfaction, and they are
motivated to perform better.

28. Importance of Coordination
• Coordination makes optimum utilization of
resources
Coordination helps to bring together the
human and material resources of the
organization. It helps to make optimum
utilization of resources. These resources are
used to achieve the objectives of the
organization. Coordination also minimizes the
wastage of resources in the organization.

29. Importance of Coordination
• Coordination helps to achieve objectives
quickly
Coordination helps to minimize the
conflicts, rivalries, wastages, delays and other
organizational problems. It ensures smooth
working of the organization. Therefore, with the
help of coordination an organization can
achieve its objectives easily and quickly.

30. Importance of Coordination
• Coordination improves relations in the
organization
The Top-Level Managers coordinates the
activities of the Middle Level Managers and develop
good relations with them. Similarly, the Middle Level
Managers coordinate the activities of the Lower-Level
Managers and develop good relations with them.
Also, the Lower-Level Managers coordinate the
activities of the workers and develop good relations
with them. Thus, coordination, overall improves the
relations in the organization.

31. Importance of Coordination
• Coordination leads to higher efficiency
Efficiency is the relationship between
Returns and Cost. There will be higher efficiency
when the returns are more and the cost is less.
Since coordination leads to optimum utilization
of resources it results in more returns and low
cost. Thus, coordination leads to higher
efficiency.

32. Importance of Coordination
• Coordination improves goodwill of the
organization
Coordination helps an organization to sell
high quality goods and services at lower prices.
This improves the goodwill of the organization
and helps it earn a good name and image in the
maritime industry.

33. Time Constraint
Time is a critical factor in planning the task onboard.
The time allocated for the task from the planning
phase to the outcome can affect the quality of the
results. Task management tools that help you track
time spent on project tasks can go a long way in
mitigating time constraints and ensuring timely
completion of work onboard. Having a visual
representation of resource availability helps you
allocate and align your teams and resources to meet
tight deadlines without compromising quality.

34. Resource Constraint
Resource constraints occur when managers do not
have enough resources to meet the demands and
outcome of a task. A task may face limited
resources in terms of human resources, materials,
equipment, or finances. Constraints include deficits,
limitations, and risks in the plan that affect the
availability, capacity, and accessibility of those
resources, and mean they cannot match the
resource demand.

36. Prioritization
• Prioritization is the essential skill that you need to
make the very best use of your own efforts and those
of your team. It's also a skill that you need to create
calmness and space in your life so that you can focus
your energy and attention on the things that really
matter.
• It's particularly important when time is limited and
demands are seemingly unlimited. It helps you to
allocate your time where it's most-needed and most
wisely spent, freeing you and your team up from less
important tasks that can be attended to later... or
quietly dropped.

37. Simple Prioritization
At a simple level, you can prioritize based on time
constraints, on the potential profitability or benefit
of the task you're facing, or on the pressure you're
under to complete a job:
1. Prioritization based on project value or
profitability is probably the most commonly-
used and rational basis for prioritization.
Whether this is based on a subjective guess at
value or a sophisticated financial evaluation, it
often gives the most efficient results.

38. Simple Prioritization
2. Time constraints are important where other
people are depending on you to complete a
task, and particularly where this task is on the
critical path of an important project. Here, a
small amount of your own effort can go a very
long way.
3. And it's a brave (and maybe foolish) person
who resists his or her boss's pressure to
complete a task, when that pressure is
reasonable and legitimate.

39. Dwight EisenhoweR
Dwight D. Eisenhower—the 34th
President of the United States and
a five-star general during World
War II—presented the idea that
would later lead to the Eisenhower
Matrix. In a 1954 speech,
Eisenhower quoted an unnamed
university president when he said,
“I have two kinds of problems, the
urgent and the important. The
urgent are not important, and the
important are never urgent.”

40. Eisenhower Matrix
• The Eisenhower Matrix is a task management
tool that helps you organize and prioritize
tasks by urgency and importance. Using the
tool, you’ll divide your tasks into four boxes
based on the tasks you’ll do first, the tasks
you’ll schedule for later, the tasks you’ll
delegate, and the tasks you’ll delete. In this
piece, we’ll explain how to set up an
Eisenhower Matrix and provide tips for task
prioritization.