OM-Week-1.pptx

ORGANIZATION AND MANAGEMENT Learning Outcomes 1. The students will be able to identify the importance of good management and how its functions work. 2. The students will be able to explain the value of studying management. 3. Share real-life experiences related to the management...

ORGANIZATION AND MANAGEMENT Learning Outcomes 1. The students will be able to identify the importance of good management and how its functions work. 2. The students will be able to explain the value of studying management. 3. Share real-life experiences related to the management functions. Whose job is it?  MANAGEMENT It is the process of coordinating and overseeing the work performance of individuals working together in organizations, so that they could efficiently and effectively accomplish their chosen aims or goals. is an art of getting things done through and with the people in formally organized groups. is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals. FUNCTIONS OF P L MANAGEMENT O C S PLANNING LEADING ORGANIZING CONTROLLING STAFFING PLANNIN G This involves determining organizational goals and means for achieving them. It is where you use either the two different types of planning which is the Strategic planning and Tactical planning. LEADING Management function which involves influencing others to engage in the work, behaviors necessary to reach organizational goals. ORGANIZIN G It is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company. It is establishing effective authority relationships among selected work, people, and work places in order for the group to work together efficiently; also process of dividing work into sections and departments. CONTROLLI NG Process of monitoring, comparing, correcting performance and taking action to ensure desired results. It sees to it that the right things happen, in the right ways and at the right time. STAFFING It is recruiting employees by evaluating their skills, knowledge, and offering them specific job roles accordingly Why is it important to learn the functions of management? help managers make structured decisions and take systematic actions, leading to more effective and efficient management. equips individuals with the skills to respond effectively to changes and challenges in the business environment. enhances communication and coordination within an organization. contributes to personal growth and professional development. It helps individuals develop critical thinking, decision-making, and leadership skills, which are valuable in any career and contribute to one's effectiveness as a manager or leader. Application of the Functions of Management to Business Scenarios SAMPLE SCENARIO: PRODUCT LAUNCH DELAY Your company is about to launch a new product next month. However, your main supplier just informed you that a key component will be delayed by two weeks due to unexpected production issues. How do you handle this situation to minimize the impact on the product launch? Application of the Functions of Management to Business Scenarios SAMPLE SCENARIO: PRODUCT LAUNCH DELAY PLANNING: Objective: Minimize the impact of the delay on the product launch. Steps: 1. Communicate with the supplier to understand the exact timeline and explore expedited options. 2. Develop a contingency plan, such as adjusting the launch date or using an alternative supplier. 3. Update the marketing and sales teams with the new timeline and strategy. Application of the Functions of Management to Business Scenarios SAMPLE SCENARIO: PRODUCT LAUNCH DELAY ORGANIZING: Roles: Procurement team to liaise with the supplier. Marketing team to adjust promotional materials and timelines. Sales team to manage customer expectations. Resources: Allocate additional budget for expedited shipping or alternative sourcing. Application of the Functions of Management to Business Scenarios SAMPLE SCENARIO: PRODUCT LAUNCH DELAY LEADING: Approach: Transparent communication with the team and stakeholders. Motivation: Emphasize the importance of a successful launch despite the setback and encourage team collaboration. Application of the Functions of Management to Business Scenarios SAMPLE SCENARIO: PRODUCT LAUNCH DELAY CONTROLLING: KPIs (Key Performance Indicators): Track supplier communication, progress on contingency plans, and customer feedback. Monitoring: Daily meetings to review status and adjust plans as needed. ACTIVITY TIME!!!! PERFORMANCE TASK #1: “The Business Challenge: A Real-Time Simulation” Directions: 1. Each group draws a scenario card at random. 2. Groups must develop a response plan for their scenario, incorporating the four functions of management. Output should be written on a sheet of paper. 3. Each group presents their response plan and role-plays their approach to the scenario.  Needs Criteria Excellent (4) Good(3) Satisfactory(2) Score Improvement (1) PERFORMANCE Comprehensiv e and realistic Clear plan with Basic plan with Vague or defined goals; some goals; unrealistic plan; TASK #1: Planning plan; clear objectives; some details lacks clarityor objectives maybe lacking. detail. unclear. “The Business detailed steps. Well-defined Roles and Poorlydefined roles and Defined roles resources Challenge: A Organizing resources; and resources; defined, but not roles and resources; efficient use of mostlyefficient. well-aligned inefficient use. Real-Time resources. Strong Good with goals. Basic Simulation” Leading leadership approach; leadership approach; leadership approach; Weak leadership approach; lacks effective reasonable motivation motivation motivation motivation strategies strategies. strategies. strategies. unclear. Rubrics: Clear KPIs; KPIs defined; KPIs effective Lacks clear KPIs basic mentioned; Controlling monitoringand or monitoring monitoring monitoringplan adjustment plan. plan. lacks detail. plan. Limited Highlycreative Some creativity creativity; Lacks creativity; Creativity& and innovative and innovation solutions are solutions are very Innovation solutions. present. somewhat conventional. conventional. Solutions are Solutions are somewhat Solutions are feasible, with Solutions are feasible; Feasibility highlyfeasible minor impractical or significant and practical. adjustments unrealistic. adjustments needed. needed. Clear, Clear and Presentation is Presentation is engaging, and organized understandable unclear or well-organized Presentation presentation; ; some disorganized; presentation; most members organization poor all members participate. issues. participation. participate. Scenario 1: Employee Conflict Two of your top employees are having a significant disagreement that is affecting team morale and productivity. One employee feels that their ideas are not being considered, while the other believes that the team is wasting time on discussions. As a manager, how do you resolve this conflict and restore a positive work environment? Scenario 2: Sudden Market Shift Your company specializes in a specific type of technology product. Recently, a competitor launched a new innovation that significantly changes the market landscape. Sales of your product have started to decline. How do you respond to this sudden market shift? Scenario 3: Cybersecurity Breach Your company has experienced a cybersecurity breach, and sensitive customer information may have been compromised. How do you manage the situation, including communicating with customers, addressing the breach, and preventing future incidents? Scenario 4: New Competitor Entry A new competitor has entered the market with aggressive pricing and marketing strategies. Your sales are starting to drop as a result. How do you plan and execute a strategy to retain your market share?  TYPES OF MANAGEMENT AUTOCRATIC LEADERSHIP - The autocratic leadership style is defined by complete authoritarian control over all the decisions made within an organization and for the organization. Leaders following this leadership style do not seek any help, input, or opinion from the other members of the group or the organization. DEMOCRATIC LEADERSHIP - A leadership style that encourages and promotes freedom in participation, sharing ideas, and exchanging visions can be seen as a democratic leadership style. For example, any work environment that encourages the employees to influence decision-making through active participation is a workplace promoting this type of leadership style. LAISSEZ FAIRE LEADERSHIP - The involvement of the employers mostly characterizes this leadership style. Employees have the employers’ trust; the power to make decisions is also crucial nature of this leadership style. THEORIES OF MANAGMENT SCIENTIFIC MANAGEMENT THEORY Frederick Taylor - Father of Scientific Management Taylor’s philosophy emphasized the fact that forcing people to work hard wasn’t the best way to optimize results. Instead, Taylor recommended simplifying tasks so as to increase productivity. He believes that there is a scientific way to solve problems According to him, money was the key incentive for working, which is why he developed the “fair day’s wages for a fair day’s work” concept.;  FORDISM This concept is founded by Henry Ford, owner of Ford Motor Company. The system focuses on mass production and task specialization. A system of mass production and consumption that originated with Henry Ford, and led to stabilization of wage relations, guarding against overproduction or underconsumption through state entitlements, regulation of trade agreements, and a culture of mass consumption. HAWTHORNE STUDIES Hawthorne studies occurred in the 1920s in Illinois and were designed to explore avenues to increase worker productivity. This examines the different aspects of the work environment. The productivity of the person is based on the environment of the workplace. When the subject of an experimental study change of improve their behavior because it being evaluated or studied. SYSTEMS MANAGEMENT Organization can be seen as either an open system and closed system. Open System – where it interacts with it’s external environment like shareholders/stakeholders Closed system - This is a system that doesn't interact with the environment at all, which means the system doesn't communicate from (no inputs) or to (no outputs) its environment. POPULAR MANAGEMENT THEORIES CONTINGENCY MANAGEMENT THEORY Fred Fiedler is the theorist behind the contingency management theory. Fiedler proposed that the traits of a leader were directly related to how effectively he led. According to Fiedler’s theory, there’s a set of leadership traits handy for every kind of situation. It means that a leader must be flexible enough to adapt to the changing environment. The contingency management theory can be summed up as follows: There is no one specific technique for managing an organization. A leader should be quick to identify the particular management style suitable for a particular situation. The primary component of Fiedler’s contingency theory THEORY X AND THEORY Y Douglas McGregor is the theorist credited with developing these two contrasting concepts. More specifically, these theories refer to two management styles: one of which is negative, called as Theory X and the other is positive, so called as Theory Y. Theory X, holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. Theory Y, on the other hand, holds an optimistic opinion of employees. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. THEORY X AND THEORY Y THAN K