How To Kill Managemet

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 possible Theory Y

The employees dislikes job and responsibility and will avoid if 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.

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