Common Characteristics Of Organisation 50664

COMMON CHARACTERISTICS OF ORGANISATION

GOALS

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COMMON CHARACTERISTICS OF ORGANISATION

STRUCTURE

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COMMON CHARACTERISTICS OF ORGANISATION PEOPLE

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What Titles Do Managers Have in Organisation ? Top Managers Middle Managers First Line Managers

Operatives

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What Titles Do Managers Have in Organisation ? • Operatives- are people who work directly on a job or a task & have no responsibility for overseeing the work of others. • First Line Managers- Supervisors responsible for

directing the day-to-day activities of operative employees.

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What Titles Do Managers Have in Organisation ? • Middle Managers- They are individuals at levels of management between the first line managers and top management.

• Top Managers- The individuals who are responsible for making decisions about the direction of the organisation and establishing policies that affect all organization.

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What is Management? Definition – “Management is the process of getting things done, efficiently and effectively, through and with other people.” Process - Primary activities that manager performs.

Efficiency - Means doing the thing correctly; refers to the relationship between inputs & outputs. Seeks to minimize resource costs. Effectiveness - Means doing right thing; goal attainment. People 7

MEANS & ENDS R E S O U R C E U S A G E

G O A L S

Low Waste

High Attainment GOALS

A T T A I N M E N T

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MANAGEMENT PROCESS Planning/ Organizing/ Leading & Controlling Planning - Includes 1. Defining goals 2. Establishing strategies & 3. Developing plans to co-ordinate activities. Organizing - Includes 1. Determining what tasks are to be done. 2. Who is to do them 3. How the tasks are to be grouped 4. Who reports to whom & 5. Where decisions are to be made

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MANAGEMENT PROCESS Leading - Includes 1. Motivating employees, 2. Directing the activities of others, 3. Selecting the most effective communication channel 4. Resolving conflict Controlling - Includes

1. Is the process of monitoring performance 2. Comparing with Goals & 3. Correcting any significant deviations.

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WHAT ARE MANAGERIAL ROLES ? A) INTERPERSONAL :

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Figurehead - Symbolic Head / routine duties.

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Leader - Responsible for Staffing, Motivation etc.

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Liaison - Self developed net-working.

B) INFORMATIONAL : •

Monitor - Nerve center for internal / external info.

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Disseminator - Analyzing information & interpreting for organizational influence.

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Supervision - Transmit information to outsiders or plans, policies, actions, results etc. of organization.11

WHAT ARE MANAGERIAL ROLES ? C) DECISIONAL :

• Entrepreneur - Responsible for the corrective action when organization faces important disturbances. "Trouble shooter". • Resource Allocator - Responsible for allocation of organizational resources of all kind. • Negotiator - Responsible for representing organization for major negotiations.

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What skills & competencies do successful manager possess? 1. General Management Skills: Management skills identify those abilities or behaviors that are crucial to the success of a managerial positions. These skills are general & specific in nature.

2. Conceptual Skills: A managers mental ability to co-ordinate all the organizational interest & activities. 3. Interpersonal Skills: A mangers ability to work with, understand, mentors & motivate others both individually & groups. 13

What skills & competencies do successful manager possess? 4. Technical Skills: A managers ability to use the tolls, procedures and techniques of a specialized fields.

5. Political Skills: A managers ability to build a power base and establish the right connections.

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Specific Management Skills •

Controlling organizations environment & its resources

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Organizing & coordinating

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Handling information

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Providing for growth & development

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Motivating employees & handling conflicts

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Strategic problem solving - etc.

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Competencies Definition: “A cluster of related knowledge, skills & attitude – related to effective managerial performance.” In UK it is called Management Charter Initiatives (MCI).

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Competencies Basic Competencies for a Middle Level Manager 1. Initiate & implement change & improvement in services, products & systems. 2. Monitor, Maintain & Improve services, product & delivery. 3. Monitor & Control the use of resources. 4. Secure effective resource allocation for activities & projects. 5. Recruit & Select personnel. 17

Competencies 6. Develop Teams, Individuals & Self to enhance

performance. 7. Plan, allocate & evaluate work carried out by the team.

8. Create, maintain & enhance effective working relationships. 9. Seek, Evaluate & Organize information for actions. 10. Exchange information to solve problems & make decisions.

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Five Step MBO Process ghghhfd MBO’s f

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The Two Questions You Need to Answer To Get The Whole Process Rolling 1. Where do I want to go ? (What is the objective?) 2. How will I pace myself to see if I am getting there? (What are my milestones, or key results?) Make sure that the answers are precise!

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Types of Objectives • Routine objectives • Innovation objectives

• Improvement objectives The objectives must be: • Focused on a result, not an activity

• Consistent • Specific • Measurable • Related to time • Attainable 21

MBO Strategy: Three Basic Parts 1. All individuals within an organization are assigned a special set of objectives that they try to reach during a normal operating period. These objectives are mutually set and agreed upon by individuals and their managers. 2. Performance reviews are conducted periodically to determine how close individuals are to attaining their objectives. 3. Rewards are given to individuals on the basis of how close they come to reaching their goals.

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Six MBO Stages 1. Define corporate objectives at board level

2. Analyze management tasks and devise formal job specifications, which allocate responsibilities and decisions to individual managers 3. Set performance standards 4. Agree and set specific objectives 5. Align individual targets with corporate objectives

6. Establish a management information system to monitor achievements against objectives 23

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The Starting Point in Setting Objectives Assess Yourself 1. Who am I? 2. What are my strengths? 3. How do I work? 4. Where do I belong? 5. What is my contribution? Assess Your Unit 1. What is its role? 2. What are its resources? 3. How does it function? 4. What is my function within it? 5. What are the functions of others? 25

Effective Objectives are: •Stretching, but

•Achievable

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SMART Objectives 1. Specific 2. Measurable - that can quantify the results 3. Achievable 4. Relevant 5. Time bounded - are governed by deadlines

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The Planning Process 1. Strategic planning •

Setting goals

2 Operational planning •

Defining objectives

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Allocating resources

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Two Integral Parts of a Strategic Plan 1. What to do 2. How to do it The problem with most strategic plans is that they are long on "what to do" and short on the "how to do it". There is little value in such plans. If any plan lands on your desk without the "How to do it," send it back.4

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New Goals for Strategic Planning 1. To build "prepared minds" - to make sure that decision makers have a solid understanding of the business, its strategy, and the assumptions behind that strategy, thereby making it possible for executives to respond swiftly to challenges and opportunities as they occur in real time. 2. To increase the innovativeness of your company strategies - to provide a strategic focus that creates culture for and drives strategic creativity.

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12 Essential Elements in Strategic Planning 1. Assess changes in the environment 2. Evaluate your company's competitive position: resources, company capabilities and limitations 3. Assess expectations of stakeholders, anyone who has an actual or potential stake in the business, and define how the business will add value to its stakeholders 4. Analyze your competitors, industry, domestic economy, and international economies 5. Formulate the corporate vision, mission statement, strategic intent, goals and policies for the master strategy 6. Formulate the long-range strategy programs, midrange programs and short-run plans 32

12 Essential Elements in Strategic Planning – Contd… 7. Develop an industry roap that reflects migration patterns of the major players and analyzing company, competitors, industry, and economy 8. Develop capacity for change management - develop sensitivity to critical environmental changes and assess changes in the environment

9. Formulate internal organization performance measurements 10. Adjust organization, funding and other components to implement the above elements 11. Organize information flow and system for continuous repetition of all essential elements and for adjustments and changes at each stage 12. Reassess constantly, review and evaluate all processes and past decisions 33

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Steps in the Planning Process Adapted from "Powerful Planning Skills", by Peter Capezio

1. Define the overall purpose or goal 2. Determine the major components or objectives of the plan 3. Make sure that your objectives the overall purpose 4. Collect and evaluate the data you will need to determine what it will take to complete each component of the plan

5. Make sure that the data you collected and evaluated s the overall purpose 6. Develop a forecast plan

7. Make sure that your forecast plan s the overall 35 purpose

Steps in the Planning Process - Contd… 8. Determine action steps 9. Make sure that your action steps the overall purpose

10. Develop contingency plans 11. Make sure that your contingency plans the overall purpose 12. Implement your plan 13. Make sure that your implementation s the overall purpose 14. Check the progress of your plan frequently 15. Make sure as your plan is implemented that the overall purpose remains in focus 36

MBO in Action at Intel: A Manager's Guide 1. Start with a few well-chosen overriding objectives 2. Set your subordinates objectives that fit in with your overriding objectives 3. Allow your subordinates to set their own key results to enable them to meet their objectives

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Eight Key Result Areas Where Managers Must Pursue Clear Objectives •Marketing •Innovation •Human organization

•Financial resources •Physical resources •Productivity •Social responsibility •Profit requirements 38

MBO: Key Advantages and Disadvantages Advantages •MBO programs continually emphasize what should be done in an organization to achieve organizational goals •MBO process secures employee commitment to attaining organizational goals

Disadvantages •The development of objectives can be time consuming, leaving both managers and employees less time in which to do their actual work •The elaborate written goals, careful communication of goals, and detailed performance evaluation required in an MBO program increase the volume of paperwork in an organization. 39

Personal Empowerment: The Four Powers You Need To Do an Excellent Job 1. Freedom to challenge everything and anything

2. Continuous training and development on the job 3. Knowledge of, and faith in, the organization's mission 4. The ability to achieve and see results

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Managing for Results: The Eight Perceptions •Resources and results exist outside, not inside, the business

•Results come from exploiting opportunities, not solving problems •For results, resources must go to opportunities, not to problems •"Economic results" do not go to minor players in a given market, but to leaders •Leadership, however, is not likely to last •What exists is getting old •What exists is likely to be misallocated (i.e. according to the 80/20 Principle, the first 20% of effort produces 80% of the results) •To achieve economic results, concentrate 41