2_3602_intro_management_UPM.ppt

EMM 3602 Industrial ManagementDr. Faieza Abdul Aziz

INTRODUCTION TO MANAGEMENT


Learning Outcomes• Explain the functions of management• Explain the events that lead to the present

management concepts.


MANAGEMENT..some definitions

• Management is the art of getting things done through people – M.P.Follet

• Process of planning, organising, leading and controlling the activities of employees in combination with other organisations’s sources to accomplish stated organisational objectives (Steers, 1985)


• Henri Fayol (1916) – “To manage is to forecast and plan, to organise, to command, to coordinate and to control”

• What are the keywords for the term MANAGEMENT?

POLeC


The Management Process


• Management is the process of planning, organizing, leading and controlling the effort of organization members and of using all other organizational resources to achieve stated organizational goals – Stoner & Wanked

• Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources


The Functions of Management

• Management is the process of working with people and resources to accomplish organizational goals

• Good managers are both effective and efficient in this process

• Efficient means goals are achieved with minimal resources wasted

• Effective means that the organizational goals are achieved



• What do managers do?–Plan–Organize–Lead–Control



• Planning: Delivering Strategic Value– Systematically

making decisions about the goals and activities that an individual, group, work unit, or organization will pursue in the future

• Organizing: Building a Dynamic Organization– Assembling and

coordinating human, financial, physical, informational, and other resources needed to achieve goals



• Leading: Mobilizing People– Stimulating

people to be high performers; includes motivating and communicating with employees, individually and in groups

• Controlling: Learning and Changing– Monitoring

performance and making needed changes


Management Levels and Skills

• Three levels of management– Top-Level: these managers are responsible for the

overall management and effectiveness of the organization

– Middle-Level: these managers are located in the middle layers of the organizational hierarchy and report to top-level executives

– Frontline: lower-level managers who supervise the operational activities of the organization


Management Levels and Skills (cont)


Managerial Roles


Managerial Roles


Managerial Skills• Technical Skill: Ability to perform a

specialized task involving a particular method or process

• Conceptual and decisional skill: Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members

• Interpersonal and Communication Skills: People skills; the ability to lead, motivate, and communicate effectively with others


Interpersonal

• Figurehead – Performs symbolic duties of a legal or social nature

• Leader – builds relationships with subordinates and communicates with, motivates and coaches them

• Liaison – maintains outside contacts


Informational

• Monitor – seeks internal and external information that can affect organisation

• Disseminator – transmits information internally

• Spokeperson – transmits information about organisation to outsiders


Decisional

• Entrepreneur – Acts as initiator, designer and encourager of change and innovation

• Disturbance handler – takes corrective action when organisation faces difficulty

• Resource allocator – distributes resources of all types (funds, equipment, HR, time)

• Negotiator – Represents organisation in major negotiations


Components of MANAGEMENT:

Common components:1. Objective – goals, aims, expectation 2. Organization – structure, set up, system3. Resources – man, machine, material,

money4. Functions – planning, organizing,

leading, controlling


Industry/Industrial…..• Industry? The large scale production of

goods or of substances (uncountable)• Businesses that produce a particular type

of thing or provide a particular service – car/textile/travel/leisure/catering (countable)

• Industrial? relating to industry or people working in it

(Longman dictionary)


Management Science Evolution

• Industrial revolution : England 1770 to 1800s• Some of the inventions: steam engine (1764),

spinning jenny (1770), chlorine bleaching (1785), screw cutting lathe(1797), Interchangeable production , Eli Whitney (1798) – parts of any assembly could be produced to so close a tolerance that they can be selected at random and assembled into a component


Frederick W. Taylor (1856 – 1917)

• Important “guru” in Management• Worked as an engineer• Wrote a book based on his experience

“Principles of Scientific Management” in 1911.

• “Scientific Management” published in 1947 after his death.


Principles of Scientific Management

• Mental revolution for both workers and management

• Management should accept some special responsibilities for planning, directing, and organising work

• Essential to separate planning of work from its execution so that each person will be able to work to his highest ability.


Four new duties

• Must develop a science for each operation to replace opinion and rule of thumb

• Scientifically select and train, teach and develop the workers

• Cooperate with employees so that work to be done in accordance with the principle of science

• Transfer of responsibility from the workers to the management


Other gurus…

• Henri Fayol’s Principles of Management (14 of them, such as division of work, authority, discipline…) (1841-1925)

• Wrote a book “General and Industrial Management”

• Frank and Lillian Gilbreth – improvement in bricklaying, Motion study, phsychological factors in management.


• Adam Smith – “The Wealth of Nations” in 1776• Henry Gantt – system for scheduling, Gantt

Chart• Henry R Towne – “The Engineer as an

Economist” 1886.• Charles Babbage – “On the Economy of

Machinery and Manufacture” 1832• Charles Bedaux – concept of rating, system of

measurements and incentives to be used for production and cost control

Documents

2_3602_intro_management_UPM.ppt