AMTE 313 Aircraft Maintenance Organization & Management Lesson 2 PDF

AMTE 313 AIRCRAFT MAINTENANCE ORGANIZATION AND MANAGEMENT ENGR. JABES A. ISOLI INSTRUCTOR  LESSON 2 MANAGEMENT APPROACH  OBJECTIVES ➔ To recognize the following: 2.1. Managerial Role Approach 2.2. Specific Managerial...

AMTE 313 AIRCRAFT MAINTENANCE ORGANIZATION AND MANAGEMENT ENGR. JABES A. ISOLI INSTRUCTOR  LESSON 2 MANAGEMENT APPROACH  OBJECTIVES ➔ To recognize the following: 2.1. Managerial Role Approach 2.2. Specific Managerial Approach 2.3. Management Styles 2.4. Specific Managerial Roles  2.1. MANAGERIAL ROLES ➔ APPROACHES TO MANAGEMENT: A. EMPIRICAL OR CASE APPROACH - Studies experience through cases. - Identifies successes and failures. B. CONTINGENCY OR SITUATIONAL APPROACH - Managerial practice depends on circumstances (i.e., a contingency or a situation). - Contingency theory recognizes the influence of given solutions on organizational behaviour patterns. B. MATHEMATICAL OR “MANAGEMENT SCIENCE” APPROACH - Sees managing as mathematical processes, concepts, symbols, and models. - Looks at management as a purely logical process, expressed in mathematical symbols and relationships.  2.1. MANAGERIAL ROLES ➔ APPROACHES TO MANAGEMENT: D. DECISION THEORY APPROACH - Focuses on the making of decisions, persons or groups making decisions, and the decision - making process. - Some theorists use decision making as a springboard to study all enterprise activities. The boundaries are no longer clearly defined. E. RE - ENGINEERING APPROACH - Concerned with fundamental re-thinking, process analysis, radical redesign, and dramatic results. E. SYSTEMS APPROACH - Systems have boundaries, but they also interact with the external environment; that means organization are open systems. Recognizes the importance of studying interrelatedness of planning, organizing, and controlling in an organization as well as in the many subsystems.  2.1. MANAGERIAL ROLES ➔ APPROACHES TO MANAGEMENT: G. SOCIO - TECHNICAL APPROACH - Technical system has a great effect on the social system (personal attitudes, group behavior). - Focuses on production, office operations, and other areas with close relationships between the technical system and people. H. GROUP BEHAVIOR APPROACH - Emphasizes behavior of people in groups. - Based on sociology and social behavior psychology. - Primary studies group behavior patterns. - The study of large groups is often called organizational behavior.  2.1. MANAGERIAL ROLES ➔ APPROACHES TO MANAGEMENT: I. INTERPERSONAL BEHAVIOR APPROACH - Focuses on interpersonal behavior, human relations, leadership, and motivation. - Based on individual psychology. J. COOPERATIVE SOCIAL SYSTEMS APPROACH - Concerned with both interpersonal and group behavioral aspects leading to a system of cooperation. - Expanded concept includes any cooperative group with a clear purpose. J. MCKINSEY”S 7-S FRAMEWORK - The seven S’s are (1) Strategy, (2) Structures, (3) Systems, (4) Style, (5) Staff, (6) Shared values, and (7) Skills.  2.1. MANAGERIAL ROLES ➔ APPROACHES TO MANAGEMENT: L. TOTAL QUALITY MANAGEMENT (TQM) APPROACH - Focuses on providing dependable, satisfying products and services (DEMING) or product or services that are fit to use (JURAN), as well as conforming to its quality requirements (CROSBY). M. MANAGEMENT PROCESS OR OPERATIONAL APPROACH - Draws together concepts, principles, techniques, and knowledge from other fields and managerial approaches. M. MANAGERIAL ROLES APPROACH - Original study consisted of observation of five (5) chief executives. - On the basis of this study, ten (10) managerial roles were identified and grouped into INTERPERSONAL, INFORMATIONAL, and DECISION ROLES.  2.1. SPECIFIC MANAGERIAL ROLES ➔ MANAGERIAL ROLES 1. INTERPERSONAL ROLES - Grow directly out of the authority of a manager’s position and involve developing and maintaining positive relationships with significant others. 2. INFORMATIONAL ROLES - Pertain to receiving and transmitting information so that manager can serve as the nerve centres of their organizational units.  2.2. SPECIFIC MANAGERIAL ROLES ➔ MANAGERIAL ROLES 3. DECISIONAL ROLES - Involve making significant decisions that affect the organization.  2.2. SPECIFIC MANAGERIAL ROLES INTERPERSONAL ROLES ROLE DESCRIPTION FIGUREHEAD Performs symbolic duties of a legal or social nature. LEADER Builds relationships with subordinates and communicates with help and information. LIAISON Maintains networks of contacts outside work unit who provide help and information.  2.2. SPECIFIC MANAGERIAL ROLES INFORMATIONAL ROLES ROLE DESCRIPTION MONITOR Seeks internal and external informational about issues that can affect organization. DISSEMINATOR Transmits information internally that is obtained from either internal or external sources. SPOKESPERSON Transmits information about the organization to outsiders.  2.2. SPECIFIC MANAGERIAL ROLES DECISIONAL ROLES ROLE DESCRIPTION ENTREPRENEUR Acts as initiator, designer, and encourage of change and innovation. DISTURBANCE HANDLER Takes corrective action when organization faces important, unexpected difficulties. RESOURCE ALLOCATOR Distributes resources of all types including time, funding, equipment, and human resources. NEGOTIATOR Represents the organization in major negotiations affecting the manager’s areas of responsibility.  2.3. MANAGEMENT STYLES ➔ ADMINISTRATORS ❖ Administrators look to company rules and regulations for solving all problems. ❖ They live by the book and are usually very good employees. ❖ They show total loyalty to the organization and have probably been with the company for many years. ❖ Administrators are usually not very good communicators. ❖ Uses the official company channels for all communications which are often limited to one level upwards and downwards. ❖ They are not good in resolving conflicts, looking to company rules for resolving these in spite of their rather mechanistic approach. ❖ They are generally respected by their staff, and by peers, for their organizational loyalty and knowledge.  2.3. MANAGEMENT STYLES ➔ TIME SERVERS ❖ These are generally older managers who have lost interest in their job and environment, and are marking time until retirement or moving to another job. ❖ They take all necessary action to avoid stress, and maintain a low profile within the company. ❖ Although these manager are not generally lazy, their low motivation means that they do the minimum amount of work needed to hold down a job. ❖ Decisions are avoided since they could lead to mistakes. ❖ Personal status is very important to them. ❖ Time servers usually have good management experience, and if motivated can become a very valuable asset to the organization. ❖ They often consider themselves to be “Father or Mother Figures.” ❖ They understand people and can build an effective team if they try. ❖ They recognize achievements in others and are ready to acknowledge them.  2.3. MANAGEMENT STYLES ➔ CLIMBERS ❖ These manager are driven by extreme personal ambition and will sacrifice everything, including self and family, to get to the top of the corporate ladder. ❖ They want to achieve and to be seen to have achieved, especially by those in a superior position. ❖ Climbers will pursue personal advancement by fair means or foul. However, they become demotivated if this does not show quick results, and this can eventually lead to stress. ❖ Self interest come before those of the organization, and peers will be fought in order to gain an advantage and to build an empire. ❖ Status is important but only a sign of seniority.  2.3. MANAGEMENT STYLES ➔ GENERALS ❖ This is usually a younger person who exhibits lots of energy. ❖ The general likes to rule and manipulate power, but is achievement oriented: power is used to get tasks done. ❖ Generals work extremely hard, driving themselves and those around them. ❖ Generals are sociable and mix well at all levels. They usually get their way with peers by overwhelming, although peers can resent this if it is done too often. ❖ Status is important to generals, but for the luxury associated with it, not as a symbol of seniority. ❖ They are strong - willed individuals, often with the same characteristics as a self - made entrepreneurs. ❖ Usually they are optimistic about the future, sometimes wrongly.  2.3. MANAGEMENT STYLES ➔ SUPPORTERS ❖ Supporters maintain a balanced view about the world, the organization, subordinates, and themselves. ❖ They are usually experience managers who are knowledgeable in management techniques and apply them where they can. ❖ Supporters work through people achieving their aims. ❖ They are good at delegation and develop their subordinates by giving them responsibility. ❖ The people working under them are highly motivated. ❖ Supporters’ personal technical knowledge is usually lacking, but this compensated for by the support they themselves received from the specialists within their department. ❖ Supporters are good facilitators and are very good in managing change. ❖ They recognize achievement and reward it. ❖ THey tend to be loners and do not mix well with peers. ❖ This means that they can often miss out on information from the grapevine, so that they are not always well - briefed on organizational matters.  2.3. MANAGEMENT STYLES ➔ NICE GUYS ❖ These managers are usually weak - willed and are more interested in being liked, by peers and subordinates, than achieving targets. ❖ They do not criticize their subordinates, even when they are poor performers, and may in fact support too much, so unconsciously retarding their development.  2.3. MANAGEMENT STYLES ➔ BOSSES ❖ Bosses are inflexible and are often mistaken for strong - minded people. ❖ Usually, they are only strong talkers, and hide behind abusive language. ❖ They try to terrorize subordinates and peers, creating conflict to emphasize their own power. ❖ In the short - term, they can show results, but in long - term they are very destructive, causing more harm than good. ❖ They are insecure in themselves and get security by humiliating others in public. ❖ They advance by pointing out the mistakes of others, and not by their own achievements.  2.3. MANAGEMENT STYLES ➔ Difference Between a BOSS and a LEADER BOSS LEADER Drives employees... Coaches them Depends on authority... On goodwill Inspires fear... Generates enthusiasm Says, “I”... Says, “We” Places blame for the breakdown... Fixes the breakdown Knows how it is done... Shows how it is done Uses people... Develops people Takes credit... Gives credit Commands... Asks Says, “GO”... Says, “LET’S GO” End topic