Management

AREAS OF MANAGEMENT

• Managers work in different departments of
an organization.
• Most departments specialize in activities
relating to finance, operations, marketing,
human resource, administration, public
relations and others.

APO - TES Bangladesh Furniture Manufacturing 1

Finance Managers
 They deal with managing financial resources.
 Activities - cash management, investment,
budgeting and to some extent, accounting.

Operations Managers
 Managers who perform these functions are
concerned with managing processes in the
production of the organization's products and
services.
 Responsibilities - production control, inventory
control, quality control, plant layout, machine
identification and setting out safety measures.


Marketing Managers
 Concerned with the organization's marketing and
sales.
 Also involved in product design, its promotion and
distribution.

Human Resource Managers
 Responsible for hiring, training and developing
people.
 Advise the company on industrial relations.
 Responsibilities - plan human resource needs,
select and recruit employees, orientate them,
prepare for their training and development needs,
help design compensation and benefit packages,
and formulate appraisal systems.


Administrative Managers
 These managers do administrative work. They
normally possess a sound knowledge of the
business but are not experts in the field.

Public Relations Managers
 Managers deal with public relations and the
media -from both the electronic and print sectors.
 Write speeches, answer questions pertaining to
the company.
 Duty is to make the organization visible to the
public.


CAUSES OF PROBLEMS
1. Delays caused by errors and mistakes
2. Work returned because of faulty
workmanship.
3. Difficulties caused by changes in
methods or procedure
4. Excessive wear and tear on equipment.
5. Difficulties in mastering new equipment.
6. Untidiness of work area.


CAUSES OF PROBLEMS

7.Too much waste or work to rectify.

8. Specifications not followed.

9. Quality-standards not met.

10. Errors caused by careless measuring.

11. Risks of the job not known.

12. Careless of personal safety.


CAUSES OF PROBLEMS

13. Safety devices not properly used.

14. Materials not stacked properly.

15. Ignorance of safety rules.

16. No interest in the work.

CAUSES OF PROBLEMS

17. Importance of minor jobs not realized.

18. Dissatisfaction because work cannot be
mastered.

19. No available substitute for absentees
who holdkey positions.

20. Too much time taken to reach accepted
standards.


Ten characteristics of a leader
1. Communicates and is also a willing listener
2. Is interested and appreciative
3. Is honest
4. Is objective, open-minded and fair
5. Delegates and trusts subordinates
6. Motivates and is a team-builder
7. Is knowledgeable, experienced and has good
judgment
8. Is approachable
9. Is enthusiastic and positive
10. Is decisive courageous and committed


Responsibilities of a Leader

Communicate
All leaders must be able to convey their thoughts in a clear
and concise manner.

Team-builder
They must be able to keep together members from a
variety of backgrounds, interest and opposing viewpoints.

Motivator
Get people to do their best!

Knowledge-sharing
A leader must be more knowledgeable than his
subordinates. He must also show the followers this ability
through advice and performance.


Enquirer
A leader today practices management by walking about
MBWA) and moves around and observes what is happening
on the shop floor. This enables him to know his followers
well. Management through "remote control" is not the order
of the day!

Warmth
A leader loves and cares for his people. His warmth
radiates and his genuine care and concern are felt and
seen. "Plastic smiles" will not work! Konosuke Matsushita
spoke to his people from the heart. His care and warmth
have brought forth great sacrifices from his followers.


Integrity
He can be trusted, especially in difficult circumstances. This
is a very important element in personal relations. Their
dealings with external agencies such as government
departments, licensing authorities and customers should be
beyond reproach.

Following through
A leader must be tough and have the tenacity to complete
a job. Once a target is set and agreed upon, all efforts
must be channeled to achieve them.


KEY CHARACTERISTICS OF
EFFECTIVE MANAGERS
H C de Bettignies of INSEAD (European Inst. of Business
Admin.) opines that senior level executives would need to
have the following:

 An international outlook - possess good English
and communication skills.

 Ability to manage information -computer
literate.

 A greater sense of corporate responsibility.

 Skilful in business -government relationship.

KEY CHARACTERISTICS OF EFFECTIVE MANAGERS

 A long-term view in their decision-making process -operate
with a high degree of flexibility and adaptability.

 Ability to design adaptable structures and management
systems.

 A good human resource development policy -see people as
a strategic resource

 Sensitivity to the organization's culture.

 Ability to manage change.

 Willingness to enhance their education through
continuous learning.


What ten things must I not do?
1. I must try not to do everything myself. I
must delegate
2. I must keep looking ahead to anticipate
and prevent difficulties instead of waiting
to rectify them
3. I must make allowances for other people
and their faults and meet them half-way
4. I must try not to make a judgment
before I have all the facts.
5. I must have no favorites and must be
seen to be fair and impartial


What ten things must I not do?

6. I must try not to be too critical of management
and company policy in front of the men
7. I must not lose my temper or my dignity and
must maintain self-control
8. I must identify and carry out my real priorities
and must not get sidetracked or go off at a
tangent to do things I like doing
9. I must discover the things that I do which
irritate other people and correct them
10. I must try to keep a sense of humour because
in times of real crisis it is the only thing which
will prevent me from going mad


Peter Drucker's View of
the Manager of Tomorrow
According to Drucker, the manager of tomorrow would
have to equip himself with seven new tasks:

1. He must manage to meet objectives.
2. He must take more risks and plan for longer
periods ahead. Decision making is to be made
at lower levels. He must also calculate risks.
3. He must be able to make strategic decisions.
4. He must be able to build an integrated team and
be able to measure individual performances.


Peter Drucker's View of
the Manager of Tomorrow

5. He will communicate information speedily and
clearly, and must be able to motivate
professionals and specialists.
6. Mastering just one function would be insufficient
as he must be able to see the business as a
whole and be able to integrate his functions into
it.
7. Knowing a few products or one industry would be
insufficient because he must be able to relate his
product and industry to the total environment. He
will have to look outside his own market and
country.


Theories and Thinkers of Management
Theory Z

William G Ouchi – Univ. of California
Theory Z is a collection of successful practices from Japanese and American
companies that could be used by modern managers.
Main issues are team productivity, worker interests, quality circles and
quality of work life (QWL).

Excellence in Management

Tom Peters and Robert Waterman-“In Search of Excellence”
Most excellent companies are good in their basics:
1. They attend to their customer needs- get close to them-unparallel
service
quality
2. Conducive working environment
3. Management respects workers – productivity through people.
4. Companies has sense of social responsibilities.


Organization

Konosuke Matsushita
Matsushita practiced many innovative management concepts:
1. Divisional organizational structure
2. New methods in distribution
3. Effective control systems

Peter Drucker
He is a prolific writer that make difficult management concepts simple.
Managing by objectives
1. Strategic planning
2. Corporate culture
3. Social responsibility
4. He stresses the power of information.
5. Replaces term “Span of control” to “Span of communication”.

Marketing

Theodore Lewitt-Marketing Myopia
Talks about globalization of markets, world markets are becoming smaller,
goods are becoming standardized and economies of scale.


Production quality

Philip Crosby
His emphasis is on quality. Quality is conformance to established standards.
When we don’t conform to standards, there is no quality. Quality is free.
Taichi Ohno - Toyota
Just in time (JIT) and Total Quality Control in Toyota.

Corporate Strategy

Kenichi Ohmae - The Mind of the Strategist
Strategic triangle of 3 Cs. Concern for company, customers and competition.
He believes companies must find new ways of doing old thing or invent new
things.

Michael Porter - Competitive Strategy and Competitive Advantage
A company should increase its competitiveness in a chosen industry. Company
should maximize whatever that makes it different from other competitors.
Aim for long-term profitability.

Gaby Mendoza, Asian Institute of Management
Select management style that suits this part of the world (Asia). Essence of
Kinship and family-centredness. Look after workers like father looking after
their children

MANAGEMENT DEVELOPMENTS

Managers must be aware of the latest developments in their
profession.
Some of the key concepts are as follows:

Kaizen
Japanese word meaning a gradual, unending improvement -doing
"little things" better, and achieving even higher standards in
terms of speed, quality and quantity. This is said to be a
phenomenon peculiar to the Japanese life- style, which pays
particular attention to continuous refinement and improvement.

Kanban
Another Japanese word, which means reminder . Refers to
production and a stock control system widely known as "just in
time" (JIT). Toyota Motor Corporation excels in this field.


Business Process Re-engineering (BPR)
Business process re-engineering is a concept that is akin to
the Japanese kaizen concept, which means that you
continually improve yourself, refocus and strategize. BPR
started in the United States in the early 1980s.

Some key steps involved in re-engineering are as follows:

1. Set aggressive re-engineering performance targets
2. Top management commitment
3. Review customer needs, market trends, success factors &
costs
4. Assign an additional senior executive
5. Conduct a comprehensive pilot test


Benchmarking

This is a process of measuring and comparing a company's
operations, products and services against the top
companies (in the same business) within and outside.
Implementation guidelines are as follows:

1. Identify the function (e.g. sales, accounts) to be
benchmarked.
2. Identify the leading company in that function.
3. Identify the variables to measure. Collect data. There
could be agreement with the co-operating company.
4. Analyze and compare the data. Describe the critical
success factors.
5. Project future performance levels of the benchmarked
company in order to keep pace with it or surpass it


The Seven Habits of Effective People

a) The Goose and The Golden Egg

1. A poor farmer visits the nest of his goose and finds by
her side, a glittering golden egg. Much to his delight, the
egg is pure gold!
2. He gathers an egg every morning and soon became
wealthy. Then, he became greedy.
3. In an attempt to get all the gold, he kills the goose,
opens it and found nothing.
4. It seems we are always concerned with doing things right
(efficient) rather then doing the right things
(effectiveness).
5. The farmer tried to be efficient by killing the goose, but in
doing so he was ineffective.


b) Relationships

 Relationships should be effective.
 Relationships must be like an emotional bank.
 Deposits must be in the form of courtesies,
respect, kindness, patience, service and
honesty.
 Withdrawals are like ego trips, no apologies for
mistakes, neglect of human relationships.

“SEVEN HABITS ARE FOR PEOPLE WHO WANTS TO
ACHIEVE DESIRED RESULTS”


 Habits are patterns of behavior that involve three
overlapping components:

KNOWLEDGE ATTITUDE SKILL

 These three components are learned rather than inherited.
 Habits of effectiveness can be learned, and habits of
ineffectiveness can be unlearned.
 Successful people practice habits of effectiveness, internally
motivated with a mission.
 The seven habits are interrelated, interdependent, and
sequential.
 The first three are habits of character (dependence to
independent) while the next three are habits of outward
expression of character (interdependence).


Habit 1: Be Proactive
 Proactive means having a habit of personal vision.
 Take responsibility for our attitudes and actions
 Responsibility = Response + Action . Proactive people
develop the ability to choose their response.
 They are a product of their values and decisions, rather
than their moods and conditions.
 The more we exercise our freedom to choose our
response, the more proactive we are.
The key is: To be a light Not a judge
A model Not a critic
A programmer Not a programmed
Feed opportunities Starve problems
Keep promises No excuses


HABIT 2: BEGIN WITH THE END IN MIND

 Habit of personal leadership, begin the day with a clear
understanding of your direction and destination.
 Effective people realize things are created mentally
before they are created physically.
 They write mission - frame of reference in making
decisions
- clarify values
- set priorities
- select goals.
 Ineffective people - have old habits
- allow other people and
environment to affect them
 If design is good the construction will be good


HABIT 3: PUT FIRST THING FIRST
Habit of personal management involves
organizing and managing time & events
according to priorities identified in Habit
2.

Organize it into categories of:
a) Urgent – Important
b) Not urgent – Important
c) Urgent – Not Important
d) Not urgent-Not Important


HABIT 4: THINK WIN-WIN
1. Win-win is the habit of inter-personal
leadership
2. Cooperative efforts of two or more people
3. Seek mutual benefit
4. Explores all options
5. Win win performance agreement based on
the following;
 Desired results
 Guidelines
 Resources
 Accountability
 Consequence


HABIT 5: SEEK FIRST TO UNDERSTAND,
THEN TO BE UNDERSTOOD

 The habit of communication is a master
skill in life to building win - win
relationship
 Our perceptions come from our
experience
 Most creditability problems begin with
differences – try to understand the other
person’s view.
 Listening is important, it lowers another
person’s defenses

HABIT 6: SYNERGIZE
 Synergize is a habit of creative
cooperation or teamwork.
 Difference in relationships can
produce synergy
 Bring ideas together with mutual
respect.
 It is also a human relations
approach of solving problems


HABIT 7: SHARPEN THE SAW

 It is the habit of self renewal
 Sharpening the saw is also a maintenance job
 Habit of sharpening the saw is self renewal in four areas
of our life's:
– Physical
– Mental
– Emotional-social
– Spiritual

 Without this discipline;
– Body becomes weak
– Mind becomes mechanical
– Emotions – raw
– Spirit – insensitive
– Person – selfish


“IT’S THE LAW OF THE HARVEST, WE
REAP AS WE SOW. WE WILL ENJOY
SUCCESSFUL HARVEST IF WE
CULTIVATE THE 7 HABITS AND LIVE
IN ACCOPRDANCE WITH THE
UNDERLYING PRINCIPLES”.


Management

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