AMTE 313 Aircraft Maintenance Organization and Management PDF

AMTE 313 AIRCRAFT MAINTENANCE ORGANIZATION AND MANAGEMENT ENGR. JABES A. ISOLI INSTRUCTOR  LESSON 1 INTRODUCTION TO MANAGEMENT (PART 2)  OBJECTIVES ➔ To recognize the following: 1.3. Requirements of Manag...

AMTE 313 AIRCRAFT MAINTENANCE ORGANIZATION AND MANAGEMENT ENGR. JABES A. ISOLI INSTRUCTOR  LESSON 1 INTRODUCTION TO MANAGEMENT (PART 2)  OBJECTIVES ➔ To recognize the following: 1.3. Requirements of Management 1.4. Functions of Management 1.5. Managerial Levels and Skills  1.3. REQUIREMENTS OF MANAGEMENT ➔ Management is getting things through others, Management needs: A. OBJECTIVE - is something that you aim to do or achieve. B. RESOURCES - a source of supply, support, or aid. C. METHODS - procedure for accomplishing or approaching something, especially a systematic or established one. D. ORGANIZATION SETTING - hierarchy of people with their corresponding decision making influence in attaining the management objective. E. PEOPLE - human beings making up a group or assembly or linked by a common interest. 1.3. REQUIREMENTS OF MANAGEMENT  1.3. REQUIREMENTS OF MANAGEMENT ➔ Other Management Aspects are: ❖ PRODUCTIVITY, EFFECTIVENESS, AND EFFICIENCY PRODUCTIVITY is an index that measures OUTPUT (goods and services) relative to INPUT (labor, material, energy, and other resources) used to produce them. EFFECTIVENESS means the capability of producing an effect. (doing the “right” things) EFFICIENCY is a measure of how well a certain aspects is performing. (doing the things “right”)  1.4. FUNCTIONS OF MANAGEMENT ➔ Management Function consists of the following: PLANNING (DECISION MAKING) ORGANIZING CONTROLLING (STAFFING) DIRECTING (LEADING)  1.4. FUNCTIONS OF MANAGEMENT ➔ PLANNING (DECISION - MAKING) ❏ Involves SELECTING GOALS AND OBJECTIVES, as well as the ACTIONS to achieve them. ❏ It requires DECISION MAKING, that is choosing the “BEST” from among the alternatives. ❏ Deciding what/when/how/who ❖ WHAT is to be DONE, ❖ WHEN is to be DONE, ❖ HOW it is to be DONE, ❖ WHO is to do it  1.4. FUNCTIONS OF MANAGEMENT ➔ ORGANIZING (STAFFING) ❏ GATHERING and ALLOCATING resources. ❏ COORDINATING the work of the organization. ❏ Deliberate creation a configuration that defines the following: ❖ HOW authority is structured, ❖ HOW communication flows, ❖ HOW tasks are accomplished  1.4. FUNCTIONS OF MANAGEMENT ➔ DIRECTING (LEADING) ❏ REDIRECTING human behavior to ACHIEVE objectives. ❏ MOTIVATING others to produce. ❏ INFLUENCING subordinates. ➔ CONTROLLING ❏ KEEPING things on track, ❏ STEERING performance towards desired goal, ❏ Coordinating, Monitoring, and Adjusting performance  1.5. MANAGERIAL LEVELS AND SKILLS MANAGEMENT LEVELS LEVEL TYPE OF JOB Directly supervise non - managers. Carry out the plans and objectives of higher management using the personnel and other resources assigned to them. FIRST - LINE MANAGERS Short - range operating plans governing what will be done tomorrow or next week, assign tasks to their workers, supervise the work that is done, and evaluate the performance of individual worker.  1.5. MANAGERIAL LEVELS AND SKILLS MANAGEMENT LEVELS LEVEL TYPE OF JOB Manage through other managers. Make plans of intermediate range to achieve the long range goal set by the management, establish departmental policies and performance subordinate work units and MIDDLE MANAGEMENT their manager. Provide and integrating and coordinating function so that the short range decisions and activities of first - line supervisory be orchestrated toward achievement of the long range enterprise.  1.5. MANAGERIAL LEVELS AND SKILLS MANAGEMENT LEVELS LEVEL TYPE OF JOB Responsible for defining the character, mission, and objectives of the enterprise. Establish criteria for and review long-range plans. TOP MANAGEMENT Evaluate the performance of major departments, and they evaluate reading management personnel to gauge their readiness for key executive positions.  1.5. MANAGERIAL LEVELS AND SKILLS MANAGEMENT LEVELS LEVEL HIERARCHY DESIGNATIONS / TITLES CEO, President, Executive Vice STRATEGIC MANAGERS President, Executive Director, TOP MANAGEMENT - who are ultimately responsible Senior Vice President, Vice for the entire organization. President TACTICAL MANAGERS - located beneath the top levels Manager, Director of, Chief, MIDDLE MANAGEMENT who are directly responsible for Department Head, Division the work of managers at lower Head levels. OPERATIONAL MANAGERS - They are directly responsible FIRST LINE MANAGERS Supervisor for the operating (non-managerial) employees. 1.5. MANAGERIAL LEVELS AND SKILLS  1.5. MANAGERIAL LEVELS AND SKILLS MANAGERIAL SKILLS The cognitive ability to see the CONCEPTUAL SKILL organization as a whole and the relationships among its parts. The ability to work with and through HUMAN SKILL other people and to work effectively as a group member. The understanding of and proficiency TECHNICAL SKILL in the performance of specific tasks.  1.5. MANAGERIAL LEVELS AND SKILLS THE RELATION BETWEEN LEVELS AND SKILLS NEEDED TOP MANAGEMENT CONCEPTUAL SKILL MIDDLE MANAGEMENT HUMAN RELATIONS SKILLS SUPERVISORY MANAGEMENT TECHNICAL SKILLS  WHAT MANAGERS DO ➔ UNRELENTING PACE - Managers began working the moment they arrive at the office in the morning and kept working until they left at night. e.g. Rather than taking coffee breaks they usually drank coffee while they attended meetings , lunches were almost eaten in the course of formal and informal meetings. ➔ VARIETY AND FRAGMENTATION - Managers handled a wide variety of issues throughout the day. e.g. Awarding a retirement plaque to discussing the bidding on a multi-million dollar contract.  WHAT MANAGERS DO ➔ VERBAL CONTACTS AND NETWORKS - Managers showed a strong preference for verbal communication and relied heavily on networks. - A NETWORK is a set of cooperative relationships with individual whose help is needed in order for a manager to function effectively. End topic