Management_ Definition and Brief History by pptfiles

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									     Management:
Definition and Overview
       Management Definition:

“The effective and efficient attainment of
  organizational goals through planning, organizing,
  leading and controlling organizational resources.”

In English:
 “The art of getting things done through people.”
 Functions of Management:
Plan, Organize, Lead, Control

                              Planning:
        Controlling:
                             Select goals
     Monitor activities
                              and ways
    and make corrections
                            to attain them




                             Organizing:
         Leading:
                               Assign
       Use influence
                            responsibility
        to motivate
                               for task
        employees
                           accomplishment
                 Planning:
● Define Organizational Goals
● Define Product or Service
● Market Research and Analysis
● Determine Market Niche
● Create Mission Statement
                Organizing:
● Creating the Structure of the Organization
● Determine Business Entity
● Determine Business Model
                 Leading:
● Communicating with and Motivating Employees
● Team Building
● Create Motivational Tools; Incentive Programs
               Controlling:
● Monitor Performance and Take Corrective
  Action
● Performance Feedback
● Benchmarking
● Reengineering
 Management Personality Traits:
● Conceptual – “Big Picture” Driven
● Human – Relational Driven
● Technical – Details Driven
Manager’s Workbook Quiz
Goal Setting and Planning
Goal – A Desired Future Result
Plan – A Blueprint for Achieving Your Goal
Planning

      Mission Statement
      “What is our reason for being?”
          Mission Statement

“The Mission of Southwest Airlines is Dedication
   to the Highest Quality of Customer Service,
 Delivered with a Sense of Warmth, Friendliness,
      Individual Pride and Company Spirit.”
Planning

      Mission Statement
      “What is our reason for being?”

         Vision Statement
         “What do we want to become?”
      Vision Statement

“To Become the Largest Air-Carrier in
   The United States, in Terms of
       Passengers Carried.”
Planning

              Mission Statement
              “What is our reason for being?”

                    Vision Statement
                    “What do we want to become?”

 Upper Management      Strategic Planning
   1-5 Year Goals      “How will Org. Achieve Vision”
             Strategic Plan

To Continue Expansion and Profitability by:
1) Keeping Costs and Fares Low
2) Continuing Superior On-Time Arrival Record
3) Providing Positively Outrageous Service
Planning

               Mission Statement
               “What is our reason for being?”

                     Vision Statement
                     “What do we want to become?”

 Upper Management       Strategic Planning
   1-5 Year Goals       “How will Org. Achieve Vision”

 Middle Management
                              Tactical Planning
                              “Activities Needed to Achieve
    6-24 Months
                              Vision”
               Tactical Plan

● Turn Aircraft in 20 Minutes
● Serve Peanuts Instead of Meals
● Fly Into Smaller, Less Congested Cities
Planning

               Mission Statement
               “What is our reason for being?”

                      Vision Statement
                      “What do we want to become?”

 Upper Management        Strategic Planning
   1-5 Year Goals        “How will Org. Achieve Vision”

 Middle Management
                               Tactical Planning
                               “Activities Needed to Achieve
    6-24 Months
                               Vision”

Front-Line Managers               Operational Planning
    1-52 Weeks                    “Use of Resources to Achieve
                                  Vision”
           Operational Plan

● Increase On-Time Performance to 90%
● Lower Delayed Baggage to .5%
● Increase Commendation/Complaint Ratio to 4:1
         SMART Goal Setting
● Specific – “90% of Arrivals On-Time”
● Measurable – “Based on D.O.T. Statistics”
● Attainable – “We Only an Increase of 1.5%”
● Results Oriented – “To Decrease Boarding
  Times by 5 Minutes”
● Target Dates – “In the Next 6 Months”
A Brief History of Management
         Early Management:
● Egyptians and Mesopotamians
● Forced Labor
● Harsh Repercussions for non-compliance
        Classical Management
● Started by the Industrial Revolution
● Geared Towards Manufacturing
        Classical Management
                 Max Weber
● Bureaucratic Organizations
● Positional Authority
● Charismatic Authority
● Merit Based Pay and Raises
       Classical Management
             Frederick Taylor
● Shop Management published 1903
● Believed Workers Ration Their Work
● One Right Way
● Motion Studies – Bethlehem Steel
       Classical Management
              Frank Gilbreth
● “Father of Time Motion Studies”
● Filmed Elemental Motions
● Estimated Time Functions
● Created Ergonomic Tools
          Modern Management
                 Henri Fayol
● “Father of Modern Management”
● Wrote General and Industrial Management
● Created Five Functions of a Manager:
  Plan, Organize, Command, Coordinate, Control
         Modern Management
             Mary Parker Follett
● Universal Goal
● Universal Principle
● Law of Situation
          Hawthorne Studies
         Harvard Business School
● Hawthorne Effect
● Illumination Study
● Group Dynamics
                Chester Barnard
● Wrote Functions of the Executive
● Acceptance Theory
● Zone of Indifference
              Abraham Maslow
● Hierarchy of Needs Theory
● All Humans Have same Basic Needs:
  Physiological, Safety, Social, Esteem, Self-
  Actualization
                 Theory X
● Average Human Dislikes Work
● People Must be Coerced, Controlled and
  Threatened to Work
● Average Human Wants to be Directed
                 Theory Y
● Average Human Does Not Dislike Work
● People Will Exercise Self-Direction
● Average Human Seeks Responsibility
● Workers have a High Degree of Imagination
  and Problem Solving Capabilities
     Human Resources School
● Focused on Leadership and Motivation
● Employees are Creative and Competent
● Employees Want Meaningful Work
● Employees Want to Participate in Leadership
● Employees are an Untapped Resource
             Systems Theory
● All Parts of Organization are Connected
● Seeks Synergy
           Contingency View
● Fit Structure of Organization to Outside Events
● Situational Leadership
● Flexible Guidelines for Leaders
 Total Quality Management - TQM
● Employee Involvement
● Focus on Customer
● Benchmarking
● Continuous Improvement

								
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