Introduction to Food Industrial Management (STKM4612) PDF

INTRODUCTION TO FOOD INDUSTRIAL BASIC PRINCIPLES IN MANAGEMENT MANAGEMENT INVOLVED IN FOOD PRODUCTION IN FOOD INDUSTRIES (STKM4612)  OBJECTIVE 1. Understand the basic principle of management BASIC PRINCIPLES...

INTRODUCTION TO FOOD INDUSTRIAL BASIC PRINCIPLES IN MANAGEMENT MANAGEMENT INVOLVED IN FOOD PRODUCTION IN FOOD INDUSTRIES (STKM4612)  OBJECTIVE 1. Understand the basic principle of management BASIC PRINCIPLES OF MANAGEMENT  A process is formed to obtain cooperation, participation and involvement of members of an organization to achieve the most effective goal. Definition Stability oriented. The process of doing an Management invites activity efficiently and individuals to do something effective through human more effectively  A group The tasks of carried managers out by Involving in an the organizati manager on  Someone who moves the goals of the organization to success using limited human, money, and resources. Someone who ensures Someone who plans the talents, abilities, success of the capabilities, and skills as organization’s future. a leader. Who is a manager? Someone who performs Someone who performs a variety of activities to a task based on achieve the goals of the principles and the order organization that he/she that has been set leads Someone who manages and makes policies  Self- management Planning & Teamwork administrating Characteristics of a manager Communication Strategic action  Resources managed by a manager Cost & Raw Machines & Human budget Method Environment materials equipment planning Vision & Mission of organization  Leading The role of the manager Relationship Symbol of power Organizational spokesperson Resource distribution Disturbance solution Technical expert Consultation Entrepreneurs Dissemination of information Information channel center  Staff Management function Control Leadership Organizing Planning Staff The process of acquiring and retaining manpower in the form of quality and quantity required Control Process of monitoring, recording, comparing results of actual operation with set standards so that corrective action can be taken immediately Leadership The process encouraging staff to thrive Organizational The process of organizing resources and movements to carry out a plan Planning The process of goal setting and actions at all levels of operations.  MANAGEMENT LEVELS Aspects Top management Middle management Subordinate management Long term strategic planning Tactical planning – medium Daily operational planning term short Task Responsible for the whole trip 1. Implementing the police, 1. Implement goals which has organization with set objectives, mission, basics and strategies that been set by management policy and others. has been set by top middle. Responsibility management 2. Supervise and coordinate 2. Supervise and coordinate employment activities. activities subordinate management. Requires skills concept in order to be able Requires skills human beings to Requires skills technical so can to think abstractly & look at the be able to interact, voicing an using expertise, experience & Management skills organization overall for term planning opinion & instructions for equipment to do the work long. management superiors and which is special. subordinates. Chief executive officer Department manager Supervisor Examples of positions APPROACH AND EVOLUTION OF MANAGEMENT  Approach Classical Approach Behavioral Approach Scientific Classical The Behavioral Management Organizational movement movements Theory Theory of human or behaviors relations Frederick W. Max Abraham Taylor Weber Hawthorne Maslow Henry Gantt Henri (Elton Douglas Frank & Lilian Fayol Mayo) McGregor Gilbreth James D. Mary Money Parker Chester I. Follet Barnard Quantitative System Approach Contingency/situational Japanese Approach Approach management theory 1. Classical Approach  Frederick W. Taylor The best method is identified for each task CLASSICAL Select and train appropriate employees APPROACH: Cooperation of employees and managers SCIENTIFIC Fair division of labor between MANAGEMENT employees and managers THEORY Introduce 4 principles to increase employees' efficiency and productivity. Wage-based schemes output. Taylor's philosophy focused on the belief that making people work as hard as they could was not as efficient as optimizing the way the work was done  Henry Gantt CLASSICAL APPROACH: Henry Gantt scientific management is a theory that incorporates benchmarks in SCIENTIFIC a project to complete the project MANAGEMENT efficiently. According to Gantt theory, a Gantt THEORY chart is a bar chart showing the progression of time through the phases of a project.  Frank & Lilian Gilbreth Frank and Lillian Gilbreth valued CLASSICAL efficiency by identifying and replicating one best way to APPROACH: complete a task. SCIENTIFIC believed in regulation and consistency in the workplace. MANAGEMENT The use of scientific methods to THEORY eliminate unnecessary movements and increase employee efficiency Advise managers should pay attention to employees and understand their personalities and needs  CLASSICAL APPROACH: CLASSICAL ORGANIZATIONAL THEORY Max Weber James D. Money Chester L. Barnard -belief that an organization - Military, religious & -acceptance theory of must have a defined industrial organizations authority hierarchical structure and have common equation -believed organizations clear rules, regulations, and need to be both effective lines of authority which and efficient govern it. -the organizational goals will be accomplished, when workers feel satisfied that their individual needs are being met  CLASSICAL Planning Management must plan and schedule every part of industrial processes APPROACH: CLASSICAL Organizing All resources came together at ORGANIZATIONAL THEORY the right time Encourage and direct HENRY FAYOL Commanding personnel activity Personnel work Coordinating together in harmony Evaluate and ensure Controlling personnel follow management’s command 2. Behavioral Approach BEHAVIORAL APPROACH: THE MOVEMENT OF HUMAN RELATIONS Employee efficiency is due to social Hawthorne factors rather than physical factors such as light, temperature and others (Elton The social aspect is like a way managers interact, give personal attention to employees and working Mayo) group recognition at work will improve work performance Employee efficiency can be Mary enhanced through encouragement to workers, power leadership and Parker activity Follett  BEHAVIORAL APPROACH: THE MOVEMENT OF HUMAN RELATIONS Recommend that employees have other needs besides finance - HYERARCHY OF NEEDS MASLOW Abraham Physiology, safety, appreciation, Maslow and self-achievement needs. THEORY X Suggest that the manager will treat employees based on the nature of Douglas the employee McGregor THEORY Y 3. QUANTITATIVE APPROACH  QUANTITATIVE APPROACH 1) Management Science Theory Focus on improving the effectiveness of decision making using mathematical models and scientific methods 2) Operations management theory Assist managers in managing the production and delivery of goods and services offered by the organization through projection methods and inventory analysis 3) Information management system theory Focus on designing and managing information through computers for decision -making purposes 4. SYSTEM APPROACH  Seeing an organization as a full system who cooperate with each other to achieve the objective Divided into systems physical (input, process transformation and output) and abstract system (opinion) Emphasize the need organization to interact with internal elements and external to the organization ensuring the success of the organization 5. CONTINGENCY/SITUATIONAL APPROACH Managerial effectiveness, style, technique and function depend to certain situations because dynamic Problem solving methods are environment different according to certain situations 6. JAPANESE MANAGEMENT THEORY  Lifetime employment Internal labor Discrimination market Employee Recruitment welfare Japanese Management Theory Core and Seniority peripheral wage workers principle Employee Training involvement Enterprise Single status unionism