PRELIMS

• Organization Management


  Working with and through people to accomplish common mission
• 5 Components for Implementation

  • Mission
  • Authority
  • Resources
  • Responsibility
  • Accountability
• Mission


  • Purpose or reason of existence
  • Goal/target
• Authority


  Power over people
• Resources (6Ms)


  • Machine
  • Manpower
  • Materials
  • Money
  • Methods
  • Market
• Market


  • Demands of economy and community to provide their needs
  • Machines and materials (Consumables)
• Responsibility


  • Your own task
  • Completing certain specific task
• Accountability


  • Everything that happens to task
  • Has consequences that affects superiors
• Mission is the most important component
• Know WHY you are doing something
• Manager


  Person employed to manage someone's business
• Roles of a Manager

  • Person (Talent and knowledge, Made; not born, Training and expertise)
  • Servant (Steward, Provide resources needed to do tasks)
  • Representative (Represent organization and people they manage)
• Types of Managers


  • Technical Managers (Closer to production or process, Technical skills)
  • Administrative Managers (People skills, Higher than technical skills)
• Types of Skills


  • Organizational Skills (Ability to conceptualize and apply management process, systematic workflow, make decisions, and communicate with coworkers)
  • People Skills (Understanding basic theories of human needs and work motivation, Essential to accomplish goals of individual and organization, Superiors must be more knowledgeable of procedures and system, Know how to communicate organization's mission to workers)
  • Financial Management (Effective use of and accounting for monetary assets of organization)
  • Technical Skills (Synthesis of first 3 skills and management of physical resources into operational parameters unique to organization)
• Major Management Theories


  • Scientific Management Method (Applies a systematic/scientific approach to study of organizations, Cause and effect, Systematic)
  • Bureaucracy Management (Examine organization aspects and workflow to explain how institutions function and how to improve structural process, Focuses on structure, Hierarchal chain of command)
  • Organizational Behavioral Science (Focuses on performance and interaction of people within organization, Uses concepts of psychology and sociology with management theories, Psychological and behavioral)
  • Systems Analysis (Analytical view of an organization as complete, self-contained unit that interacts within itself and environment in continuous process of interchange and removal, Outgrow of management science, Views organization as continuous process, Continuous process, Continual improvement process)
• Management Process


  • Planning
  • Organizing
  • Directing/Leading
  • Controlling
• Planning


  • Thought and analysis process
  • Results in formal strategy for realizing goals of organization
  • Thinking process
• Planning Steps


  • Define goals
  • Collect information and evaluate current situation
  • Establish time frame to achieve goal
  • Set objectives that will move company towards desired future
  • Forecast needs and use of resources
  • Determine steps necessary to implement plan
  • Provide for feedback mechanism to continually review success
• Objectives


  Short term, Specific tasks
• Goals


  Long term, Desired outcome
• SMART


  Specific, measurable, achievable, relevant, time-bound
• Tools for Implementing Plan

  • Tools of Persuasion (Focus on working with and through people, Involves communication, involvement, inclusion, education, training, cooperating, building confidence, support, consultation, feedback, sharing information, and responsibility, Voluntary, direction, instruction)
  • Tools of Control (Walang choice, By virtue of their position and formal authority, Involved allocation of financial resources, Process of staffing and scheduling or job assignment)
• Feedback Mechanism


  • Formal meeting between managers and coworkers
  • Monitored standards of performance (Key Performance Index)
  • Informal meetings & conversations with staff & customers
  • An analysis of nature and types of problems that are encountered (Quality management program system, Corrective Action & Preventive Action)
• Organizing


  Process of assembling necessary resources & people for implementing plan of action
• Organizing


  • Formal hierarchy and lines of authority (People organized for management, Know how to use resources)
  • Informal relationships (grapevine, Workers can work well with each other as a whole, E.g., informal events and team buildings)
• Directing


  Leading in achieving day-to-day tasks necessary to implement management plan and ensure smooth running facility, Involves giving instructions
• Controlling


  Process of monitoring standards, measurements, and feedback mechanism that were set in place to ensure implementation of management plan, Checking if instructions were given clearly
• Management By Objectives (MBO)

  Programs for managing an organization by setting & monitoring performance objectives, Introduced by Peter Drucker (1960s), Core: Communication (Success depends on how well employees understand company's mission & objectives)
• Effective MBO objective should be

  • Well-thought-out plans & long-term goals
  • Be a collaborative agreement between supervisor & employee to provide for accountability & ownership of objective by employee
  • Be person-specific
  • Be within power of individual to accomplish (Realistic & obtainable, Must not be unreachable, Must not be too easy)
  • Be measurable (Quantifiable)
  • Have designated time frame (Time of collection and time of release)
  • Have built-in feedback mechanisms (Must be available on continuous basis, Must be available to person responsible for carrying out task)
• Implementing MBO


  • Managers must set goals & objectives
  • Objectives must be shared with staff
  • Managers and each employee must meet and come to mutual agreement
• Organizations


  Result from people joining together in pursuit of common cause
• Organization


  Towards common goal/purpose
• Management


  Leads and directs the organization
• Management


  What you do to direct people joined together to pursuit common goal
• Organization without management would not direct itself to common goal
• System


  Self-contained collection of interacting and interdependent components working together toward common purpose
• Characteristics of Organizational Systems

  • Holistic and Synergistic with Clearly Defined Boundaries
  • Purposeful Activity or Primary Task
  • Hierarchy of Systems
  • Operate as Open systems
  • Equilibrium
  • Self-Regulation
• Input


  Process where needed resources are acquired and replaces
• Transformation/Process


  Internal process where resources received through input channels are converted into products and services produced by organization
• Output


  Process of delivering goods and services produced to external environment