Management and Productivity

Management and Productivity

• Productivity is the combination of Efficiency and Effectiveness
• Management is a process that involves planning, organizing, leading, and controlling

Planning

• Planning involves creating goals and objectives, as well as strategies to achieve them
• It involves defining the organization's objectives, establishing an overall strategy, and developing a comprehensive hierarchy of plans

Organizing

• Organizing involves arranging resources in an orderly and functional way to achieve goals and objectives

Leading

• Leading involves providing direction and vision

Controlling

• Controlling involves keeping the company on track and ensuring goals are met

Why Management

• Management is necessary to maximize the utilization of scarce resources
• It helps to face increasing competition for inputs and outputs
• It enhances the quality of products and services
• It enables adaptation to changes in the business environment

Levels of Management

• Top-level management
• Middle-level management
• Operational-level management

Who is a Manager?

• A manager is responsible for directing efforts to achieve organizational goals
• There are two types of managers: Line managers and Staff managers
• Line managers are responsible for work activities that directly affect organizational outputs and objectives
• Staff managers use technical expertise to advise and support line managers and workers

Managerial Skills

• Managers need three critical skills: Conceptual skills, Human skills, and Technical skills
• Conceptual skills involve analyzing and diagnosing situations to find cause and effect
• Human skills involve working well with others individually and in groups
• Technical skills involve job-specific knowledge required to perform tasks

Managerial Roles

• Interpersonal roles involve coordinating and interacting with employees and providing direction
• Informational roles involve obtaining and transmitting information for management
• Decisional roles involve planning strategy and utilizing resources to achieve goals

Organizational Theory

• Organizational theory involves approaches to organizational analysis
• Organizations are defined as social units that are structured and managed to meet a need or pursue collective goals
• Theories of organizations include rational system perspective, division of labor, bureaucratic theory, and contingency theory

Scientific Management Approach

• Scientific management is a theory of management that analyzes and synthesizes workflows to improve economic efficiency
• It was developed by Frederick Taylor and is also known as Taylorism
• Key elements of scientific management include Work Study, Standardization of tools and Equipment, Scientific selection, placement and training, Development of functional foremanship, Introducing costing system, and Mental revolution

Organization

• An organization is a group of people who work together in a structured way to achieve a shared purpose
• Organizational environment includes internal and external factors that affect the organization's operations and access to resources
• Internal environment includes elements within the organization's boundaries, such as employees, structure, culture, and technology
• External environment includes elements outside the organization's boundaries, such as competitors, suppliers, and customers

Span of Control

• Span of control refers to the number of subordinates a supervisor has
• Narrow span of control creates a tall hierarchy with many levels, while a wide span of control creates a flat hierarchy with fewer management levels

Authority, Responsibility, and Accountability

• Authority is the power to give orders and make decisions
• Responsibility is the obligation to complete a task assigned
• Accountability is the obligation to report and justify one's actions and performance
• Power is the ability to influence others and control their actions

Controlling Process

• Establishing performance criteria and standards
• Measuring actual performance
• Comparing actual performance against standards
• Evaluating and taking corrective actions

Motivation

• Motivation is having direction and intensity to achieve a goal or satisfy a need
• It can be intrinsic or extrinsic, and can be inspired by others or events
• Leading theories of motivation include Maslow's Hierarchy of Needs, Two-Factor Theory, and XY Theory

Learn about management, a process that involves planning, organizing, leading, and controlling, and how it relates to productivity and efficiency.