PRIMEASIA UNIVERSITY

TOPIC:MANAGEMENT AND ORGANIZATION DATE:16-08-2011

GROUP MEMBER
STUDENTS ID 082-001-041 082-009-041 082-010-041 082-013-041 082-018-041 082-023-041 082-026-041 082-031-041 082-037-041 082-046-041 NAME

082-049-041 082-066-041
082-068-041

TO OUR PRESENTATION.

DEFINITION :
Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing , leading or directing, and controlling an organization or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

HISTORY:

The verb manage comes from the Italian maneggiare, which in turn derives from the Latin manus (hand).

The French word mesnagement (later mnagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.

TYPES OF MANAGEMENT:

Towards the end of the 20th century, business management came to consist of six separate branches, namely:

Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible management information systems

for

FUNCTION AND ROLE OF MANAGEMENT :

Basic functions:
Management operates through various functions, often classified as planning, organizing, staffing, leading/directing, controlling/monitoring and Motivation.

Planning Organizing Staffing Leading/Directing Controlling/Monitoring Motivation

 Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action. Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans. Staffing: Job analyzing, recruitment, and hiring individuals for appropriate jobs.

Leading/Directing: Determining what needs to be done in a situation and getting people to do it.
Controlling/Monitoring: Checking progress against plans.

Motivation: Motivation is also a kind of basic function of management, because without motivation, employees cannot work effectively.

BASIC ROLES :
Interpersonal: Roles that involve coordination and interaction with employees. Informational: Roles that involve handling, sharing, and analyzing information. Decisional: Roles that require decision-making.

MANAGEMENT SKILLS :
Technical: Used for specialized knowledge required for work. Political: Used to build a power base and establish connections. Conceptual: Used to analyze complex situations. Interpersonal: Used to communicate, motivate, mentor and delegate. Diagnostic: Ability to visualise most appropriate response to a situation.

NATURE AND SCOPE OF BUSINESS :

All of us live in families and depending on the income, we have different standards of living. We require various types of goods and services to satisfy our needs and wants. Some members in your family have to work to earn and provide for the needs of the family. Thus, people engage in different activities which are known as economic activities. In ancient times, people had limited wants to satisfy. In modern times however, we need a large variety of goods and services to satisfy our needs and to raise our standard of living. On the one hand the supply of goods and services has led to various activities. On the other hand, activities of different types are undertaken by people to earn sufficiently to fulfil their increasing wants. Thus we find large numbers of people engaged in business, industry, and profession. Such economic and business activities satisfy various needs and demands for goods and services.

DIRECTION AND COMMUNICATION :

The flow of communication has four district directions. They are downward upward horizontal

and grapevine

DOWNWARD COMMUNICATION :
Hierarchical systems like large school districts tend to use downward communication, in which people at higher levels transmit information to people at lower levels. The communication can take place among different groups of sender and receivers including superintendents to assistant superintendents, chairs to department heads, department heads to teachers or any other combination of superior to subordinate. Downward communication is necessary to help clarify the schools goals, provides a sense of mission, assist in indoctrinating new employees into the system, inform employees about educational changes impacting the school, provide subordinates with data concerning their performance, describing procedures and so on. Downward communication occurs easily, but it is frequently deficient.

UPWARD COMMUNICATION :
It also follows the hierarchical chart and transmits information from lower to higher levels in the organization. Upward communication is necessary to provide administrators with feedback on downward communication, monitor decision effectiveness, gauge organizational climate, deal with problem areas quickly, and provide needed information to administrators.

Horizontal Communication :
It takes place between employees at the same hierarchical levels. This type of communication is frequently overlooked in the design of most organizations. Integration and coordination between units in an organization are facilitated by horizontal communication . This horizontal communication is frequently achieved through cross functional committees or council meetings, groups and others that tie together units horizontally and informal interpersonal communication. Besides providing task coordination, horizontal communication furnishes emotional and social support among peers.

The Grapevine :
When the shortcoming and of the three types of organizational communication become apparent, employees build their own channels of communication, grapevine. It exists in all large organizations regardless of communication flow. This type of communication flow does not appear or any organizational chart, but it carries much of the communication in the organization. Grapevine coexists with the administrations formal communication system. Therefore, they should learn to integrate grapevine communication with formal communication.

BUDGETARY CONTROL :

There are two types of control, namely budgetary and financial. A control technique whereby actual results are compared with budgets. Any differences (variances) are made the responsibility of key individuals who can either exercise control action or revise the original budgets.

ADVANTAGES OF BUDGETING AND BUDGETARY CONTROL:

There are a number of advantages to budgeting and budgetary control:

Promotes coordination and communication.

Clearly defines areas of responsibility. Requires managers of budget centres to be made responsible for the achievement of budget targets for the operations under their personal control. Enables remedial action to be taken as variances emerge.

Motivates employees by participating in the setting of budgets.

Improves the allocation of scarce resources. Economises management time by using the management by exception principle.

ORGANIZATION-STRUCTURE :
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Many organizations have hierarchical structures, but not all Organizations are a variant of clustered entities . An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual . Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organizations actions.

ORGANIZATION STRUCTURE :

TYPE OF STRUCTURE :
I.

Pre-bureaucratic structures : Pre-bureaucratic (entrepreneurial) structures

lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized.

II. Bureaucratic structures :

The analogy that the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity.

III. Post-bureaucratic : The term of post bureaucratic is used in two senses in the
organizational literature: one generic and one much more specific. This may include total quality management, culture management and matrix management, amongst others. None of these however has left behind the core tenets of Bureaucracy.

IV. Functional structure : Employees within the functional divisions of an

organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers.

V. Divisional structure : Also called a "product structure", the divisional structure

groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it.

VI. Matrix structure : The matrix structure groups employees by both function and
product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms.

WORK MEASUREMENT :

Work measurement is the application of techniques designed to establish the time for an average worker to carry out a specified manufacturing task at a defined level of performance. It is concerned with the length of time it takes to complete a work task assigned to a specific job.

PRINCIPLES OF PERFORMANCE MEASUREMENT:

All significant work activity must be measured.

Unmeasured work should be minimized or eliminated. Desired performance outcomes must be established for all measured work. Outcomes provide the basis for establishing accountability for results rather than just requiring a level of effort. Defining performance in terms of desired results is how managers and supervisors make their work assignments operational.

Performance reporting and variance analyses must be accomplished frequently.

Frequent reporting enables timely corrective action. Timely corrective action is needed for effective management control. Focus on behaviors; do not criticize employees; conduct appraisal on time.

WAGE PLAN OPERATIONAL RESEARCH :

DEFINATION: Wage plan, system by which an employer ensures a minimum annual amount of employment or wages (or both) to employees who have been with the employer for a required minimum period of time. The United States has had more experience than other countries with such plans, which are meant to eliminate the adverse effects of fluctuating employment on living standards. The most successful examples have been found in the consumer goods industries, which appear to be affected less by fluctuations in the economy.

METHODS OF WAGE PAYMENT:

There are two basic methods of Wage Payment:

First method relates to the hours the employee is at work, regardless of his output (time rate system). Second method relates to the production or output, regardless of the time taken for production (piece rate system).

SPAN OF SUPERVISION :

Literally, the word 'span' means distance between the tip of a person's thump band the little finger when stretched out, while the world 'control' means power or authority to .direct, order or restrain. In Public Administration, span of control refers to the number of subordinates whom an officer can effectively control. It also means the number of subordinates an officer can direct. It may be also said, that the spa? Of control means, personally direct. In the works of Dim . span of coaltrolis the number of rshgk of direct, habitual contacts between the chief executive of an enterprise and his principal fellow-officers". This concept is related to the principle of' Span of Attention', described by V.A. Graicunas, in psychology. Span of control is dependent upon .span of attention.

MOTIVATION :

Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion.

Motivation Process:
Individuals

react and differently to different situations. That is why it critical when addressing motivation within the workplace that a manager assess their personnel on a person basis to know where they are personally and organizationally. Managers must know what's necessary for a person prior to they could find ways to develop the motivation of that individual.

Motivation Factors:
There are actually five key stages or ranges associated with work-related behaviors. The first work connected behavior is joining the organization in which a new employee is finding linked with the group, its practices, and culture and discovering their location in that group.

LEADERSHIP :

Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Definitions inclusive of nature of leadership have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." According to Ken "SKC" Ogbonnia , "effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals.

FUNCTION OF A LEADER:
The functions include:
Environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work.

NATURE OF BEHAVIOUR :

Human nature refers to the distinguishing characteristics, including ways of thinking , feeling and acting, that humans tend to have naturally. The questions of what these characteristics are, what causes them and how this causation works, and how fixed human nature is, are amongst the oldest and most important questions in western philosophy. These questions have particularly important implications in ethics, politics and theology. This is partly because human nature can be regarded as both a source of norms of conduct or ways of life, as well as presenting obstacles or constraints on living a good life.

PERSONALITY :

"Personality" can be defined as a dynamic and organized set of characteristics possessed by a person that uniquely influences his or her cognitions, motivations, and behaviors in various situations. The word "personality" originates from the Latin persona, which means mask. Significantly, in the theatre of the ancient Latin-speaking world, the mask was not used as a plot device to disguise the identity of a character, but rather was a convention employed to represent or typify that character.

AREAS OF FOCUS :
Personality psychology is a branch of psychology that studies personality and individual differences. Its areas of focus include:
I.

Constructing a coherent picture of the individual and his or her major psychological processes Investigating individual differences - how people are unique Investigating human nature - how people are alike

II.

III.

PSYCHOLOGY OF LABOUR :

Psychology is an academic and applied field involving the study of behavior and mental processes. Psychology also refers to the application of such knowledge to various spheres of human activity, including problems of individuals' daily lives and the treatment of mental illness.

CONCLUSION:

QUESTION TIME:

REFERANCE:

http://www.wikipedea.com http://www.answers.com http://www.youtube.com http://webpages.charter.net

http://www.bussinessschool.com