How to kill management

Content

Theory X and Y
Theory Z
Theory Motivation
Departmentalization by types
Leadership style
Decision making steps
Effective time of management
Management skills
 Theory X and Y

Each theory represents the supervisors' possible perception worker.

-The way supervisor view employees can influence how to treat
employee.
The employee want to get more salary how the supervisor
think?
-The treatment of employee can influence the job satisfaction and
motivation

The supervisor view

Theory X The employees dislikes job and responsibility and will avoid if
possible
Theory Y The employees willing to work and prefer more responsibility

Implication
The supervisor should delegate the responsibility which will satisfy and
motivate
Cannot delegate the job responsibility
 Theory Z

Based on Japanese management style of allowing all employees to

participate with decision making
-The participate can increase because it give the employee
responsibility.
-Use less the specialized job description.
-Help employees to develop their varied skill and have more flexible
career path.
 Theory Motivation

The motivation of employee in influenced their job satisfaction, the

degree to employees are satisfaction with their job.

-The employees who are satisfaction with their job are more
motivation
- manager can motivate their employee by ensure job
satisfaction.
 Departmentalization by types

1. Function(Grouping job by function performed)

 Departmentalization by types

2. Product(Grouping job by product line)

 Departmentalization by types

3. Customer(Grouping job by type of customer and needs)

 Departmentalization by types

4. Process(Grouping jobs on the basis of production)

 Departmentalization by types

5. Geographic(Grouping job on the basis of territory or geography)

 Leadership style

-Autocratic manager
.Retain full authority for decision making
.Allow employees to have a little or no input but discourage
them from being creative
-Free-rein or laissez fair manager
.Delegate much authority to employees
.Communicate goals to employees, but allow them to choose
how to complete objectives
-Participate or democratic
.Accept all employees to have input, but usually use their
own authority to make decision
.Engage in frequently communication with employees.
 Decision making steps

-Identifying the possible decision that consistence with strategic plan

-compile relevant information
-Estimate costs and profits of each possible decision.
-Select the best decision
-Implement decision
-Evaluate the decision output to determine if it changes and needs
 Effective time of management

-Set Proper priority

Do not lost sight of your role
-Set short-term goal
Use chip away at large task
-Set long-term intervals for large tasks
Focus attention on task at hand
-Delegate to employees
May increase in job satisfaction of subordinates
-Minimize interruption
 Management skills

-Conceptual skill
Understanding the relationship among various task of firm
-Technical skill
The skill used to perform specific day to day task
-Decision making skill
The skill for using existing information to determine the firm's
resource should be allocated
-Interpersonal skill
The skills necessary to communicate with customers and
employees
 Five competitive forces

-Threat of New Entrants

The ease or difficulty with which new competitors can enter
an industry
- Threat of substitutes
The extent to which switching costs and brand loyalty affect
the likelihood of customers adopting substitutes products and
services
- Bargaining power of buyers
The degree to which buyers have the market strength to hold
sway over and influence competitor in an industry.
 Environment Scanning

-the screening of large amounts of information to antic pile and

interpret change in the environment.
- competitor intelligence
.the process by which organizations gather information about
their competitors. ( Who they are?) What are they doing?
-Global scanning
.Screening a broad scope of information on global forces that
might affect the organization.
 Assessing the environment

-Forecasting
The part of organizational planning that involves creating
predictions of outcomes based on information
gathered by environmental scanning.

- Facilitates managerial decision making .

- Is most accurate in stable environments .
 Benchmarking

-The search for the best practices among competitors and no

competitors that lead to their supervisors performance.

-By analyzing and copying these practices, firms can improve their
performance.
 The Bench marking process

Form a benchmarking team

1. Identify what is to be benchmarked, select comparison
organizations and to determine data collection
methods
2. collect internal and external data on work methods.
3. analyze data to identify performance gaps and the cause
of differences
4. prepare and implement and action place to meet or
exceed the standards of other
 Types of Resources

- The assets of the organization

. Financial : Debt, equity, and retained earning.
. Physical : Buildings, equipment, and raw
materials.
. Human : Experiences, Skills, knowledge, and
competencies.
. Intangible : Brand names, patents, reputation.
. Structural/ Cultural : History, culture, work systems,
working relationships, trust and
policies.
 Budgets

-Numerical plans for allocating resources

Example: Expenses, Revenues, and capital expenditure.
- Used to improve time, space, and use of material resources.
- Are the most commonly used and most widely applicable planning
technique for organizations.
 Schedules

-Plans that allocate resources by detailing what activities have to be

done, the order in which they are to be completed who is to do each and
when they are to be completed.
- Represent the coordination of variouse activities.
 Gantt chart

-A bar graph with time on the horizontal axis and activities to be

accomplished on the vertical axis.
- Shows the expected and actual progress of various tasks.
 Load Chart

-A modified Gantt chart that lists entire departments or specific

resources on the vertical axis.
- Allows mangers to plan and control capacity utilization.
A typical load chart is illustrated in figure above. This chart indicated that:
1. Painting work centre is completely loaded for the entire week
2. Metal Works, Mechanical and Electronics work centres will be available on
Friday.
3. The white colour box indicates that the work centre will be available.
4. The yellow colour box indicates that the work centre is working on certain job,
for example, painting work centre is working on the job349 on Tuesday and
Wednesday.
5. The green box indicates that the centre is not available because is busy doing
other work, for example, maintenance job, repairs job or shortages.
Thank you!