lecture onemanagement: attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling of organisational resources.
PLANNING is to select goals and ways to attain them.
ORGANISING is to assign responsibilities to tasks.
LEADING is using influence to moltivate.
CONTROLLING is to monitor the activities.
effectiveness is the degree to which the org achieves a stated goal. concern with the ends.
efficiency is the use of minimal resources to produce a desired volume of output.(concern with how things are done)
MANAGEMENT SKILLS:
conceptual skills-the cognitive ability to see the org as a whole and not individual parts.top maNagement requires this skill the most.
human skills- the ability to work with and through other people and to work efficiently as a grp member. moltivate people. this skill is needed by all three levels of management.
technical skills- understanding and proficiency in the performance of specific tasks. this skill is needed by the first-line management.
lecture twoEXTERNAL environment:
general:
a)international dimension
-economic conditions of other country
b)technological dimension
-advancement in technology.
c)legal-political dimension
-govt legislation, regulations, policies, changes to the political environment
d)economic dimension
-overall economic health of the country
e)sociocultural
-demographic characteristics, norms, customs of the population
task:
a)customers
b)competitors
c)labour market
d)suppliers
INTERNAL environment:
corporate culture:
a)stories
b)slogans
c)symbols
d)ceremonies
e)heros
LECTURE THREE-planning is the most fundamental step.
-a mission explains the purpose for existence. it explains the company's philosophy, the characteristics, it does not usually change from year to year.
LEVELS of goals:
strategic goals
-set by top management
-broad targets on org
tactical goals
-set by middle management
-more specific than strategic goals
-more for departments
operational goals
-set by lower management
-narrower in scope
BENEFITS of goals
:legitimacy
:source of moltivation and commitment
:guide to action
:standard of performance
a good goal should be SMART.
BENEFITS of planning
: helps the manager to be future-oriented
: helps to coordinate decisions
: helps to coordinate sense of direction towards the objectives
PLANNING process
1. state the goals
2. list the alternative ways to achieve the goals
3. develop the assumptions for each alternative.
4. choose the best alternative.
5.develop plan for the chosen alternative
6, ACTION!
TYPES of planning
:strategic planning
-for 5 years
:tactical planning
-for 1-3 years
:operational planning
-for less than 1 year
LECTURE FOURLEVELS of strategic planning
:corporate level
-guides organisations with more than one line of business
-ways to manage
-allocation of resources
:business level
-directs operations of a single business
HOW TO DO strategic planning
1. develop missions and goals
2. diagnose threats and opportunities
-bargaining power of supplier
-bargaining power of customer
-rivalry of existing firms
-threats from new entrants
-threats frm subsitute products or services
3. assess strengths and weakness
4. generate alternative strategies
=growth strategies
-market penetration strategy
-market development strategy
-product development strategy
=porter's competitive strategies of model
-differentiation strategy
-cost leadership strategy
-focus strategy
5. develop strategic plans
6. develop tactical plans
7. control and assess the results
8. repeat the planning process
EFFECTIVE PLANNING
-plans are the means, not the ends.
-extinction by instinct
:too concerned with solving immediate problems
:fail to plan long term
-paralysis by analysis
:get bogged down on process
:neglect the really important decisions
common barriers to effective planning:
-inability to plan
-improper planning process
-improper information
ways to ensure effective planning:
-get as much info as possible
-get info frm multiple sources
-inclusion of right people.
LECTURE FIVEORGANISING
:deployment of organisational resources to achieve strategic goals.
:strategy defines what to do, organising defines how to do it.
ORGANISATION STRUCTURE
:framework in which the organisation defines how tasks are divided, resources are deployed and departments are coordinated.
:organisational chart, a visual representation of the organisation structure shows
-the major positions and departments in the org
-the chain of command
-the official channels for communication
-the number of subordinates each manager has
-the way work is performed
-the type of work being performed
DEPARTMENTALISATION
-functional approach
:grouped by common skills, work activities, expertise and resources use.
:advantages=in depth skills development and specialisation
=good coordination within functions
=career progression within functional departments
:disadvantages=poor coordination and communication
=decisions are concentrated at the top management
=limited development of general management training for employees
-divisional approach
:they are grouped into separate self contained divisions based on a common product or geographical region.
:advantages=good coordination across functions
=good customer focus
=development of general management skills
:disadvantages=duplication of resources across division
=competition for corporate resources
=difficulty in top management control
-matrix approach
:employees faces two chain of command-functional and divisional
:advantages=more efficient use of resources
=development of general and specialist management skills
=expertise available to all divisions
:disadvantages=frustrations and confusion will arise from dual chain of command
=power dominance bt one side of the matrix
=more meetings/ discussions
-team approach
:work groups
:advantages=breaks down barriers across departments
=less responses time-quicker decision
=better morale
:disadvantages=time and resources spent on meetings
=too much decentralisation
-network approach
:international
:advantages=global competitiveness
=workforce flexibility
=reduced administrative overhead
:disadvantages=no hands-on control
=can lose organisational part
=employee loyalty weakened
