Lecture slides2; Basic Management principles
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Transcript of Lecture slides2; Basic Management principles
EXTENDED MANAGEMENT:CIVIL I
MODULE TWO: THEORY OF MANAGEMENT 2
LECTURER: JB NARTEY
2
PLANNING_ACTIVITIES
Forecasting/Goal Setting Establish Objectives Establish Programs/Actions
Scheduling /Timing of programs/actions for achieving the programs/actions
Budgeting of programs/actions; Establish cost commitments for the programs/actions
Developing policies/procedures to guide the program/actions
3
PLANNING_PRINCIPLES
Progressive Elaboration The further we project a plan into the future, the more unstable and
undependable it becomes; Make detailed immediate/short-term plans Make rough medium and long-term plans and update as you progress.
Participation & Communication People has a tendency to resist change; Provide for participation and communication in the planning process. COLLECTIVE EFFORT
Planning Horizon
Provide for both short term and long term plans.
4
PLANNING_COMMON MISTAKES
Vague and unclear objectives Ignoring environmental context Neglecting stakeholder interest One-shot planning Plan misalignment Insufficient time and effort
5
PLANNING_ OBJECTIVE BASED PLANNING FRAMEWORK
Environmental Scan: Problems/Opportunities
Analysis(Problem/opportunities)-Past/Present/Future
Possible Solutions/opportunities
Goals- Why?
Objectives_ What?
Programs/Actions_ How?
Programming _Sequence?
Scheduling_ Time?
Budgeting_ Cost?
Best Solution/opportunities
6
PLANNING_GOAL (WHY? VISION?)
Broad Vision Big Picture Course of Action Aim
7
GOAL_EXAMPLES
Pass the Exams Live a life of luxury Win the lottery Buy a lottery ticket Drive to East London Delight our customers Become the top provider in the market Increase corporate profits Foster a climate of innovation Be the global leader in tertiary education
8
PLANNING_ FORECASTING/GOAL SETTING (WHY? VISION?)
Environmental Scan: Investigative/diagnostic study of past and present problems/opportunities in your industry. “THINK OUTSIDE THE BOX”
Analytical Forecast ; Predict the future of these problems/opportunities analytically
Types of analytical forecasts: planning analysis, psychological analysis, and statistical analysis.
Possible Solutions/opportunities Possible solutions to overcome these forecasted problems/opportunities Possible opportunities to take advantage of in these forecasted
problems/opportunities Best/Effective Solution/Opportunity Evaluate all the possible solutions/opportunities and select the best/most
effective solution(s)/opportunity(ies) Set the Goal Set Goals to achieve this best/effective solution(s)/opportunity(ies)
9
EXAMPLE: GOAL SETTING
Environmental Scan: Eskom Load Shedding for the past 2 months
Analytical Forecast : Eskom indicates that this problem will be with us for the next 3 years
Possible Solutions: Buy a generating plant/Build a solar plant/Wind Farm
Best Solution: Build a Solar Plant GOAL: BUILD A SOLAR PLANT
10
GOAL SETTING_CLASS EXERCISE
1. Environmental Scan: Student lateness to class.
2. Environmental Scan: Obesity amongst students/Low levels of physical fitness
3. Environmental Scan: NSFAS unable to sponsor all students
4.Environmental Scan: Increase in electricity tariffs
5.Environmental Scan: Students are bored
11
PLANNING_OBJECTIVES(WHAT?)
Expected/Intended Outcomes/Deliverables/End Results Objectives must be S.M.A.R.T. S-Specific/Clear, M-Measurable, A-Achievable, R-Resourced, T-Time bound Objectives must be Q.Q.T. Q-Quantity,Q-Quality,T-Time bound
It is a guide for the actions of every manager to whom it applies.
12
EXAMPLES_GOOD OBJECTIVES
Provide portable pipe born water for 1000 households in the Bizana Municipality in 2015
To increase gross profit by 10% for my company in the year 2015 To build 1000m2/400 bed capacity local hospital for Ibika township
in year 2015 To reduce weight by 20 kgs at ibika campus in the year 2015 Reduce woody weed cover to less than 5% in 2,000m² of degraded
vegetation in Blue Mountains Park. Educate 100 local residents in the Blue Mountains region on how to
prevent and restore degraded vegetation in Blue Mountains Park. Increase the awareness of 500 people visiting Blue Mountains Park
on the environmental and cultural significance of the Park. To educate 1,000 households within Butterworth on ways to reduce
energy and water usage by 10%.
13
EXAMPLES_ BAD/POOR OBJECTIVES
Install 1,000 plants Remove weeds Run a workshop Install a sign Create a website that is appealing for all age groups Expansion of partnerships and networks Improved environmental education with tools and
strategies Raise awareness of the issue of climate change Improve awareness of conservation issues
14
EXAMPLES_BAD/POOR OBJECTIVES
15
EXAMPLE; ESTABLISH OBJECTIVES
GOAL: BUILD A SOLAR PLANT OBJECTIVES; TO BUILD A 50 MW SOLAR PLANT FOR
WSU,IBIKA CAMPUS BY THE END OF 2015.
16
CLASS EXERCISE_OBJECTIVES ESTABLISH OBJECTIVES FOR EACH OF THE
GOALS SET EARLIER ON.
18
EXAMPLE_PROGRAMS/ACTIONS
OBJECTIVE:TO BUILD A 50 MW SOLAR PLANT FOR WSU,IBIKA CAMPUS BY THE END OF 2015.
LIST OF ACTIVITIES APPOINT A SOLAR PLANT BUILDER ARRANGE FUNDING CONSTRUCT THE 50MW SOLAR PLANT PLAN THE 50 MW SOLAR PLANT DESIGN THE 50 MW SOLAR PLANT OPERATE & MAINTAIN THE 50MW SOLAR PLANT
19
CLASS EXERCISE_PROGRAM/ACTIONS
LIST ACTIVITIES/ACTIONS TO ACHIEVE THE OBJECTIVES ESTABLISHED
20
PROGRAMS/ACTIONS_PROGRAMMING
PROGRAMMING_ SEQUENCING/PRIORITISATION OF THE
PROGRAMS/ACTIONS
21
EXAMPLE_PROGRAMMING
ACT.NO. ACTIVITIES
1 ARRANGE FUNDING
2 APPOINT A SOLAR PLANT BUILDER
3 PLAN THE 50 MW SOLAR PLANT
4 DESIGN THE 50 MW SOLAR PLANT
5 CONSTRUCT THE 50MW SOLAR PLANT
6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT
22
CLASS EXERCISE_PROGRAMMING
PROGRAM THE LISTED ACTIVITIES/ACTIONS
23
PROGRAMS/ACTIONS_SCHEDULING(WHEN?)
SCHEDULING_ALLOCATING A TIME SCALE/DEADLINES FOR THE PROGRAMS/ACTIONS
24
EXAMPLE_SCHEDULING
ACT.NO. ACTIVITIES TIME(DEADLINES)
1 ARRANGE FUNDING APRIL 2015
2 APPOINT A SOLAR PLANT BUILDER MAY 2015
3 PLAN THE 50 MW SOLAR PLANT JUNE-JULY 2015
4 DESIGN THE 50 MW SOLAR PLANT AUGUST 2015
5 CONSTRUCT THE 50MW SOLAR PLANT
SEPT-NOV.2015
6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT
DEC.2015
25
CLASS EXERCISE_SCHEDULING
SCHEDULE THE PROGRAMMED ACTIVITIES
26
PROGRAMS/ACTIONS_BUDGETTING(HOW MUCH?)
BUDGETTING_ ALLOCATING COST TO THE PROGRAMS/ACTIONS
BUDGETTING is the determination of how much it will cost to carry out our programs and reach our objectives within the limits established by the schedule.
27
EXAMPLE_BUDGETING
ACT.NO. ACTIVITIES TIME(BY THE END)
COST/BUDGET(R
1 ARRANGE FUNDING APRIL 2015 60,000
2 APPOINT A SOLAR PLANT BUILDER MAY 2015 50,000
3 PLAN THE 50 MW SOLAR PLANT JUNE-JULY 2015 120,000
4 DESIGN THE 50 MW SOLAR PLANT AUGUST 2015 400,000
5 CONSTRUCT THE 50MW SOLAR PLANT
SEPT-NOV.2015 1,500,000
6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT
DEC.2015 200,000
TOTALS 2,330,000
28
PLAN
1. GOAL: BUILD A SOLAR PLANT
2. OBJECTIVES; TO BUILD A 50 MW SOLAR PLANT
FOR WSU,IBIKA CAMPUS BY THE END OF 2015.
29
3.PROGRAM/ACTION PLAN
ACT.NO.
ACTIVITIES TIME(BY THE END)
COST/BUDGET(R)
RESPONSIBLE PERSON
1 ARRANGE FUNDING APRIL 2015 60,000 CEO
2 APPOINT A SOLAR PLANT BUILDER
MAY 2015 50,000 PROCUREMENTMANAGER
3 PLAN THE 50 MW SOLAR PLANT
JUNE-JULY 2015 120,000 SOLAR BUILDER
4 DESIGN THE 50 MW SOLAR PLANT
AUGUST 2015 400,000 SOLAR BUILDER
5 CONSTRUCT THE 50MW SOLAR PLANT
SEPT-NOV.2015 1,500,000 SOLAR BUILDER
6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT
DEC.2015 200,000 SOLAR BUILDER
TOTALS 2,330,000
PLAN
30
CLASS EXERCISE_BUDGETING
ESTABLISH BUDGETS FOR ALL THE PROGRAMMED/SCHEDULED ACTIVITIES
31
PROGRAM/ACTIONS_ REVIEW/RECONCILE
As a final step, all programs/actions, schedules, budgets should be reviewed and reconciled to ensure that they are integrated and unified.
32
POLICIES(GUIDELINES)
It is a command from top management to perform in a specified manner.
It establishes definite limits of authority. Develop and apply uniform and flexible
guidelines to control peoples behaviour during the execution of the programs/actions.
33
EXAMPLE_POLICY
Eg. ACTIVITY: CONSTRUCT A SOLAR PLANT
MANAGEMENT POLICY/GUIDELINE? “THE SOLAR PLANT BUILDER SHALL USE
STUDENTS TO BUILD THE PLANT”
34
PROGRAMS/ACTIONS_PROCEDURES(STANDARD METHODS/METHODOLOGY)
To develop and apply standardised(STEP BY STEP) methods of performing each of the listed activities
EXAMPLE; ACTIVITY NO; 2 ACTIVITY: APPOINT A SOLAR PLANT BUILDER STANDARD PROCEDURE/METHODOLOGY; 1.INVITE PROPOSALS FROM SOLAR PLANT BUILDERS 2.EVALUATE PROPOSALS 3.SELECT THE BEST PROPOSAL 4.APPOINT SOLAR PLANT BUILDER
35
ORGANISING_ACTIVITIES
Organisational Structure Acquisition Delegating Relationships/Teamwork
36
DEVELOPING AN ORGANISATIONAL STRUCTURE
OBJECTIVES ; what should be done
ROLES/RESPONSIBILITIES; who should do it.
37
ORGANISATION_STRUCTURE/ORGANOGRAM
The structure within which the activities/tasks and resources are organised.
The structure is dependent on the organisational goal. Different organisational goals will require different
structures. Eg. The structure in a bakery producing bread will be
different to that of a hairdressing salon. Producing bread is a standard procedure and is
repeated over and over. Hair stylists never cut and perm hair of each customer
in the same style over and over. A certain style may, however, be in fashion for a period of time.
ORGANOGRAM_WSU
IMC; VC Chairperson
C.Rector;EL Campus
C.Rector;Mthatha Campus
C.Rector;Ibika Campus
C.Rector;Queenstown Campus
WSU COUNCIL
Dean; FSET
CFORegistrar Exec.Directors
Dean;Faculty
Dean; Faculty
Dean;Faculty
HOD;Civil Dept.
HOD;Mech.Dept.
HOD;Elect.Dept.
Directors
HOD;CM&QS
39
A Project Organisational structure; A classroom block, R5million contract
H/O
C.M.
P.M.Store boy/Time clerk Estimator/Buyer
Site Agent-Building Works Site Agent-Civil Works Site Agent-Access Road
Foremen Foremen Foremen
Artisans
Labourers
Artisans
Labourers
Artisans
Labourers
40
ORGANISATIONAL STRUCTURE_FEATURES
DESIGNATIONS(POSTS) ROLES/RESPONSIBILITIES/DUTIES INTERRELATIONSHIPS(AUTHORITY
LINES) COMMUNICATION LINES
41
ACQUISITION
TO ACQUIRE/PROCURE MATERIAL,PLANT & EQUIP & LABOUR ETC 12 STEPS;
ESTABLISH QUANTITIES(HOW MANY?) ESTABLISH SCHEDULES( WHEN NEEDED?) PRICE ENQUIRIES/SOLICIT QUOTATIONS(SUPPLIERS/SUB-
CONTRACTORS) EVALUATE QUOTATIONS SELECT THE BEST QUOTATION(BEST SUPPLIER) NEGOTIATE WITH BEST SUPPLIER(PRICE DISCOUNT) PLACE ORDER LOADING/HANDLING (MATERIAL TYPE & PACKAGING) TRANSPORTATION/HANDLING (MATERIAL TYPE & PACKAGING) OFF-LOADING/HANDLING (MATERIAL TYPE & PACKAGING) STORAGE (MATERIAL TYPE & PACKAGING) PAYMENT
42
DELEGATING
The manager can do everything himself and make most of the decisions or
He can assign as much as possible to his people/team members.
43
DELEGATING
Delegating is the work a manager performs to entrust/assign to others; Responsibility; The work/decisions assigned to a
position. Authority; is the sum of the powers or rights necessary to do
the work. Centralised; Authority reserved at top levels of
the organisation. Decentralised; Delegation of authority to the
levels where the work is performed. Accountability; The obligation to perform responsibly
and exercise authority in terms of established performance standards. (Results)
44
DELEGATING_DELEGATED RESPONSIBILITY/AUTHORITY
MANAGER(Responsibility/Authority)
SUBORDINATES(Responsibility/Authority)
COLLEAGUES(Responsibility/Authority)
Responsibility/Authority
Accountability
Responsibility/Authority Accountability
AccountabilityResponsibility/Authority
BOSS/CEO(Responsibility/Authority)
45
DELEGATING
Responsibility and authority must be delegated clearly and simultaneously
A manager's accountability can never safely be delegated.
The Manager should reserve for himself only those responsibilities which others cannot do effectively for him.
46
DELEGATING_EFFECTIVE CONTROLS
Establish performance standards
Divisionalisation The process of breaking large functional organisation units into divisions grouped in
terms of product, geography, or some other basis.
Dispersion: The physical separation of people, equipment and facilities.
Consolidation: The bringing together at one physical location of people, equipment and facilities.
Single reporting relationships/Single line of Command The more people who reports to a manager or to whom a manager reports, the less
accountable the person or the manager tends to become.
Individual accountability
47
DELEGATING_CHALLENGES/BARRIERS
Organisational barriers: Organisational policies and methodologies
Psychological barriers; Failure of the manager to understand
what type and volume of work he should delegate.
Management Style; Micro-managing
48
TUTORIAL2;RESEARCH
DISCUSS THE PHRASE “RESPONSIBILITY WITHOUT AUTHORITY”
LIST THE DIFFERENCES BETWEEN DELEGATING AND MICRO-MANAGING
WHICH ASPECT OF A MANAGER’S RESPONSIBILITIES/DUTIES CAN BE DELEGATED SAFELY TO OTHERS.
49
DEBATE
DELEGATION IS BETTER THAN MICRO-MANAGEMENT
50
RELATIONSHIPS/TEAMWORK_PURPOSE
Establishing relationships/teamwork is the work a manager performs to create the conditions necessary for effective mutually co-operative/group efforts of people.
”REMEMBER THE FOOTBALL TEAM”
51
RELATIONSHIPS/TEAMWORK_TEAM COMPOSITION
TEAM(KEY) Manager, (Team leader) subordinates, Boss Peers/Colleagues.
SUPPORT TEAM Customers/Client Suppliers/Service providers Professional Advisors Community Regulators: DOL etc
52
RELATIONSHIPS/TEAMWORK_INTERNAL TEAM_ RELATIONSHIPS
Staff relationship(Cordial Relationships) Relation amongst individuals who provide
advice and service in the accomplishment of objectives.
Line relationship(Command relationship). Relationship amongst those persons who are
accountable for final results and therefore have authority to make decisions with respect to those results.
53
RELATIONSHIPS/TEAMWORK_BUILDING
ESTABLISH & COMMUNICATE CLEAR TEAMWORK GOALS/OBJECTIVES
ESTABLISH RULES TO PROMOTE TEAMWORK ESTABLISH TRUST AMONGST TEAM MEMBERS.
(TAKES TIME) REGULAR TEAM MEETINGS/SOCIAL
GATHERINGS/TEAM EXERCISES/ACTIVITIES REGULAR COMMUNICATION/INFORMATION
SHARING AMONGST TEAM MEMBERS ENCOURAGE TEAM PROBLEM SOLVING
54
LEADING_ACTIVITIES
Decision Making Communicating Motivating Selecting people Developing people
55
MANAGEMENT LEADERSHIP
Leading is the energising function that makes planning, control and organising possible.
Leading is the work the manager performs to get people to take required action.
Leading is quite synonymous to driving
56
57
MANAGEMENT LEADERSHIP_TYPES
AUTHORISATION LEADERSHIP DEMOCRATIC LEADERSHIP The proper blend of authorisation
and democratic leadership knowingly applied is the best.
58
TUTORIAL2_RESEARCH
NAME AND DESCRIBE THE DIFFERENT TYPES OF MANAGEMENT LEADERSHIP
WHAT IS THE DIFFERENCE BETWEEN A MANAGER AND A LEADER?
59
DECISION MAKING_WHAT DO WE DO?
Decision-making is the work a manager performs to arrive at conclusions and judgements.
The steps taken to determine a particular course of action
The kind of decisions a manager makes and how he makes them has everything to do with the results he can accomplish.
A SMART DECISION MAKING/DECISION MUST LEAD TO THE ACHIEVEMENT OF THE DESIRABLE RESULTS
“THE END JUSTIFIES THE MEANS”
DECISION MAKING
DESIRED RESULTS
DECISIONPOINT
60
DECISION MAKING_ ORIGIN?
NEEDS PROBLEMS/CHALLENGES/SITUATION OPPORTUNITIES CHANGES; NEW
LAWS/REGULATIONS/TECHNOLOGY
61
DECISION MAKING_POOR DECISION MAKING STYLES
Spontaneous/knee jerk/Hasty Impulsive(5 senses based) Emotional(mood/hormones(adrenalin)
Old school/Outmoded/ Inapplicable
62
DECISION MAKING_GOOD/SOUND DECISION MAKING STYLE
A decision making based on logical thinking
63
DECISION MAKING-6 LOGICAL THINKING STEPS
Apparent problem? Fact finding/Investigation? Real problem? Possible solutions? Best solution? Plan?
64
DECISION MAKING_APPARENT PROBLEM?
OBSERVABLE SYMPTOMS/FRINGES OF THE PROBLEM
SUPERFICIAL VIEW TENTATIVE EXAMPLES
HEADACHE STOMACHE STUDENTS ON STRIKE FIRE OUTBREAK ACCIDENT
65
DECISION MAKING _FACT FINDING/INVESTIGATIONS
FACTS?- WHAT?,HOW?,WHO?,WHERE?,WHEN?,WHY?
INTERPRETATION? INFERENCES/CONCLUSIONS? TAKES TIME AND EFFORT TO SAVE TIME; Determine in advance what
information we really need, and in what priority we require it.
THIS IS WHAT ESTABLISHES THE BASIS/PRECEDENT OF THE DECISION MAKING
66
DECISION MAKING_FACTS?_ Situation factors
What happened? how did it happen?
Describe the situation Obtain first hand evidence(not
here says/gossips) via; visual observations of the situation,
interviews of several witnesses with different/varied viewpoints
67
DECISION MAKING_FACTS?_ Causative Factors
Why did the problem occur? Causative factors? Causes/Root Causes?
Causes/Root Causes; Significance/importance to the situation?
(Does it matter?) Constant or change in the future?
Obtain first hand evidence(not here says/gossips) via; visual observations of the situation, interviews of several witnesses with
different/varied viewpoints
68
DECISION MAKING_FACTS?_ People Factors
Who is involved? Behaviour of the people involved?;
Significance/importance to the situation?
Constant or change in the future? Obtain first hand evidence(not here
says/gossips) via; visual observations of the situation, interviews of several witnesses with
different/varied viewpoints
69
DECISION MAKING_FACTS?_ Place Factors
Where did the problem occur? Location /environment of the problem?
( The Culture) Significance /Importance to the situation? Constant or change in the future? Obtain first hand evidence(not here
says/gossips) via; visual observations of the situation, interviews of several witnesses with
different/varied viewpoints
70
DECISION MAKING_FACTS?_ Time Factors
When did the situation occur? Time factor and accompanied values etc;
Significance/Importance to the situation?
Obtain first hand evidence(not here says/gossips) via; visual observations of the situation, interviews of several witnesses with
different/varied viewpoints
71
DECISION MAKING_What is the real problem? Problem Statement? Nature of the problem?
DEFINE THE KEY PROBLEM/UNDERLYING PROBLEM( CLEAR,CONCISE,STRAIGHT FORWARD AND EASY TO UNDERSTAND)
BASIC FACTS( WHAT,HOW,WHO,WHERE,WHEN,WHY?) EXTENT & SERIOUSNESS( WHY IT MATTERS?) WHY IS IT SUCH A BIG DEAL? SUPPORT WITH HARD EVIDENCE
HOW DOES IT RELATE/AFFECT THE FF? Team (Key/Support) Customers/Clients Environment; Regulators/Competitors/Physical Environment Public Image Cost/Profit
ROOT CAUSES OF THE PROBLEM TIMING : TEMPORAL/SHORT-TERM/LONG-TERM RELATED/ASSOCIATED PROBLEMS PROPOSE A POSSIBLE SOLUTION BENEFITS OF THE SOLUTION
“A PROBLEM WELL-STATED IS A PROBLEM HALF-SOLVED” CHARLES KETTERING
72
EXAMPLE; PROBLEM STATEMENT There is serious congestion of students in
the University’s hostels in recent years. The university decided to house only first year students in the schools hostel so as to reduce congestion in the hostels. We know, however, that only a year later, some first year students do choose to share their rooms with continuing students leading to congestion in the hostels. The University must therefore rethink its student housing policy.
73
CLASS EXERCISEPROBLEM STATEMENT: NSFAS?
WRITE A COMPLETE PROBLEM STATEMENT ABOUT NSFAS INABILITY TO SUPPORT THE EDUCATION OF ALL QUALIFIED STUDENTS
74
EXAMPLE: CASE STUDY_ PROBLEM NOT INVESTIGATED AND DEFINED
APPARENT PROBLEM A Metalworking Company found its accident rate creeping up. costs for
lost time, machine stoppage and hospital care increasing. QUICK DECISION Company instituted a company-wide safety campaign; SAFETY POSTERS &
SAFETY TRAINING RESULTS Accidents still continued. INVESTIGATION Causes of the accidents; 29% of the accidents were occurring in one department using high speed
machine tools, 45% of the machine operators were "moonlighting". Taking temporary
job offers from competing metal working firms nearby offering a higher pay.
75
DECISION MAKING_POSSIBLE SOLUTIONS
HOW? BRAINSTORMING_TEAM/PEOPLE INVOLVED SUB-CONSCIOUS MIND_THINKING
OUTPUT LIST OF POSSIBLE SOLUTIONS ALWAYS ADD “DO-NOTHING” ALTERNATIVE TO
THE LIST
76
DECISION MAKING_BEST SOLUTION/DECISION POINT?
DECISION POINT; DECISION ON THE BEST SOLUTION. DECIDER: MANAGER OR THE TEAM HOW TO DECIDE: SOLE OR COLLECTIVE TOOL: JUDGEMENT/OBJECTIVITY HOW: PROS & CONS OF EACH CHOICE CHOOSE THE SOLUTION THAT WILL YIELD THE BEST RESULTS WITH
MIN.NEGATIVE IMPACTS/EFFECTS BEST SOLUTION; PILOT TEST & CHECK THE RESULTS
IF RESULTS ARE POSITIVE; FULL SCALE IMPLEMENTATION IF RESULTS ARE NEGATIVE; RECONSIDER/FURTHER SEARCH
FOR ANOTHER SOLUTION
77
DECISION MAKING_PLAN
DEVELOP A PLAN TO IMPLEMENT THE BEST SOLUTION
Goal Objectives Programs/Actions
Scheduling /Timing of programs/actions Budgeting of programs/actions Policies/procedures
78
GROUP TUTORIAL2_DECISION MAKING
As the contracts manager/Site Agent you arrive on site after receiving a message on the two-way radio in your car that the foreman has an extremely urgent problem. You find the following situation after your arrival:
The four conveyor belts to transport the concrete to the first floor slab to be poured are all non-operational due to a labourer pouring diesel instead of petrol into their tanks.
Two "Ready Mix Concrete" trucks waiting to offload their 6m3 load of 30MPa concrete.
You have to make a quick decision. Keeping the steps of decision-
making in mind, summarise all the factors that you will have to consider in order to make a decision and select then the decision you will most probably make.
79
MOTIVATING
Motivation The work a manager performs to inspire,
encourage and impel people to take required action
Motivation is the energiser for all the management functions and activities
Motivating Skills The ability to get people to perform or
take a required action
80
MOTIVATION_INSPIRE
Inspire - to infuse a spirit of willingness consciously or unconsciously into people to perform most effectively.
Achieved thru the ff: Leader personality, Leadership style,
81
MOTIVATION_ENCOURAGE
Encourage To stimulate people to do what has to
be done Achieved thru;
Praise, Approval Appreciation Help.
82
MOTIVATION_IMPEL
Impel To force or incite action by any
means necessary. Achieved thru:
Compulsion, Coercion Fear.
83
MOTIVATION_MOTIVATORS
The actions you take to establish and maintain a feeling of personal recognition and importance amongst the people/workers.
Manager People/Workers
Motivators (Actions)
MotivationFeeling of personal
recognition & importance
84
Motivators the opportunity for personal
development achievement recognition promotion levels of responsibility. etc
85
MOTIVATION_DEMOTIVATORS
The actions you take to establish and maintain a feeling of rejection and unimportance amongst the people
Manager People/Workers
DeMotivators (Actions)
De-MotivationFeeling of rejection
& unimportance
86
De-motivators
company policy may frustrate some employees and be viewed to some as a hindrance
bureaucracy or needless paperwork may be considered to be a barrier to getting a job completed
Poor working conditions may be poor salary staff feeling they are not valued nor consulted.
87
MOTIVATION_MASLOW’S THEORY_HUMAN NEEDS_ASSUMPTIONS
Human action is aimed at satisfying our needs at a given point in time. HUMAN ACTIONS
Human needs are somewhat predictably hierarchical in terms of priority. HIERARCHICAL NEEDS
Human beings have needs that are never completely satisfied. CYCLICAL SATISFACTION
88
MOTIVATION
Human Needs
NeedsSatisfaction Motivation
Hierarchical Cyclical
Actions
89
MOTIVATION_MASLOW’S THEORY OF NEEDS_HIERARCHICAL
SELF-ACTUALISATION NEEDS
Fulfil needs of otherspersonal growth,
ESTEEM NEEDSPrestige,Status,recognition,reward, self-respect ,independence
etc
BELONGINGNESS /SOCIAL NEEDSWork group, friends, family acceptance,
comradeship,love,friendship,affection etc
SAFETY AND SECURITY NEEDSSecurity,police, law, Insurance,pension,medical aid etc
PHYSIOLOGICAL NEEDSFood, water,clothing, shelter,exercise,air,sleep,sex etc
Maslow’s hierarchy of needs Motivational Needs
Higher level growth needs
Lower level basic needs
Priority
90
CLASS EXERCISE
STUDENTS TO IDENTIFY THEIR LEVEL OF NEEDS IN THE HIERARCHY
IS A CELL PHONE A NEED OR A WANT?
IF IT IS A NEED WHERE WILL YOU PLACE IT IN THE MASLOW’S HIERARCHY.
91
MOTIVATION_ MANAGEMENT LESSONS
Workers actions is aimed at satisfying their needs at a given point in time.
Workers needs can never be completely satisfied. When one need is fulfilled a person seeks to fulfil the next one and so on.
Workers needs are hierarchical in terms of priority.(Needs profile)
92
MOTIVATION_ MANAGEMENT LESSONS
OUR NEEDS CHANGE OR EVOLVE WITH TIME IN TERMS OF IMPORTANCE.
SO OUR NEEDS ARE STATED FOR A PARTICULAR TIME
93
MOTIVATION_ MANAGEMENT RESPONSE
Workers can be motivated to take the required action once their needs are satisfied.
Assess and categorise the needs profile of your workers
Satisfy the needs according to the needs profile category
Satisfy first the bottom needs of your workers before you move to the top needs
94
MOTIVATION_ MANAGEMENT RESPONSE
One must satisfy the lower level basic needs before progressing to meet higher level growth needs
Once these two levels are reasonably satisfied one may be able to reach the highest level of self-actualisation.
95
MOTIVATION_ HUMAN NEEDS_SATISFACTION
1.NEED DEPRIVATION/UNSATISFIED
2. DRIVETENSIONS AND
DRIVES TO FULFILL NEED
3. ACTIONS GOAL DIRECTED
BEHAVIOUR
4. SATISFACTION REDUCTION OF DRIVE
FOR THAT NEED
CYCLICAL
96
MOTIVATION_ HUMAN NEEDS_SATISFACTION
The deficiency/unmet basic needs are said to drive people to fulfil that need. Also the drive to fulfil such needs will become stronger the longer the duration they are denied eg. The longer a person goes without food the more hungry they will become.
In the drive to fulfil this unmet basic need he takes actions that are focused on fulfilling this basic need and in so doing the need is satisfied and the drive to fulfil that need is lowered.
Once that need is fulfilled a person seeks to fulfil the next one in the hierarchy and so on.
97
MOTIVATION_ MANAGEMENT RESPONSE
The drive to fulfil basic needs are stronger with people who have been denied these basic needs for a long time eg.poverty-stricken people,prisoners,slaves, unemployed,youth,women,disabled etc.
Assess and categorise the drive of your workers
Channel those with the stronger drive into goal-oriented actions that will fulfil these needs.
98
MOTIVATION_FACTORS
Participation(Problem Solving, decision making) Communication(Work progress/achievements) Recognition( Outstanding/exceptional work) Promotion Appreciation/Reward( Incentive schemes, Bonus schemes etc) Welfare( Life Insurance,pension,medical aid,PF) Personal growth (standard of living) Work Achievements(Assessment/feedback) Flexibility(Work-Life balance) Empowerment (Own decision-making/Innovativeness/Creativity) Financial perks and benefits( free lunch, subsidise school fees etc)
99
MOTIVATION_HOW TO IMPROVE IT IN YOUR ORGANISATION
5 STEPS
100
1. Knowing your people
Identify special needs,motivational needs
Method: observation, study,interviews,personal relationships etc
Caution: Information obtained is confidential and must be treated as such. No Gossip!
Downside: False information
101
2. Developing a feeling of proprietorship/Ownership,
Create opportunities/environment for the ff:
Participation. Communication(work progress/achievements)
Empowerment(Own decision-making/Innovativeness)
Develop needed knowledge and skills.
102
3. Encouraging Teamwork/Team feeling,
Work groups,task forces,committees etc
Frequent discussions on the job, meetings, counselling and coaching to improve skills and other job-related activities
Group Assignments & Tutorials
103
4.Developing a friendly competition_Subordinates
Create a competitive situation Competition to be fair and equitable. Competitors create their own ground
rules. Reward & appreciate more
winners(prize money, promotion, recognition, praise, etc.)
Organise another competition for the losers
104
5. Motivate Down, Up and Across
Boss Method: participation and communication,recognition &
appreciation Line Managers Method: participation and communication,recognition &
appreciation Subordinates Method: participation and communication,recognition
& appreciation
105
5. Motivate Down, Up and Across
Manager
Boss
Colleagues
Subordinates
Colleagues
106
CLASS EXERCISE
SHARE ARTICLE ON MOTIVATION
107
COMMUNICATION_MULTI-DIRECTIONAL
Manager
Boss
Colleagues
Subordinates
Colleagues
Customers
CustomersCustomers
Customers
108
COMMUNICATION_IMPORTANCE
IS USED TO CONVEY OUR IDEAS,THOUGHTS TO ANOTHER PARTY FOR THE NECESSARY ACTION TO BE TAKEN.
109
COMMUNICATION_PROCESS
Sender
Ideas/Thoughts M
essage
Encoding
Message
TransmissionMessageDecoding
Message
Receiver
Action
Feedback
Context
EACH STAGE OFFERS A POTENTIAL BARRIER
TO COMM.
IN ALL THE STAGES THE GOAL OF
SHARED UNDERSTANDING
MUST BE ACHIEVED AND IT
INVOLVES PHYSICAL/MENTAL
EFFORT
110
COMMUNICATION _PROCESS
Sender_ Communicator Comm.Message( Ideas, Thoughts) Encoding(Delivery)_ spoken word,
written,signs,language,symbols,pictures,body language etc
Transmission(Channel) _ Verbal; f2f conversation,phone calls,
presentations, meetings, videoconferencing,skype etc
Non Verbal; written comm(emails,whatsapp, facebook,twitter,letters,memos,reports)
111
Encoding_ body
112
Encoding_Body
113
Encoding_ Spoken word,signs,body
114
Encoding_Signs,Symbols
115
Transmission channels_ Verbal
116
Transmission Channels_ Non-Verbal
117
COMMUNICATION _PROCESS
Decoding_ Receive,Read/Understand,Interpretation,active listening,clarification questions asked etc
Receiver; Recipient of the message,Audience
Feedback/Response: To check whether there is real understanding of the message
Context(Situation); Time, place,environment, circumstances,culture,relationship with the receiver etc
118
COMMUNICATION_COMM. MESSAGE
COMMUNICATION MESSAGE (CARRY OUR IDEAS,THOUGHTS)
EXAMPLE; A : GIVE ME YOUR SHOES B: WHY SHOULD I GIVE U MY SHOES? WHAT DO YOU NEED IT FOR?
119
COMMUNICATION MESSAGE INTENTIONS
INTENTIONS(WHY?,WHAT?) INTENTIONS IS THE “REAL MESSAGE” IN
THE COMMUNICATION MESSAGE THE COMM MESSAGE & THE
INTENTIONS ARE CARRIED THROUGH THE COMM.PROCESS.
Comm. Message
INTENTIONS
120
COMMUNICATION_GOAL/PURPOSE
TO SEEK TO ACHIEVE A SHARED/COMMON UNDERSTANDING OF THE INTENTIONS
“GET THE REAL MESSAGE ACROSS” “BEING ON THE SAME PAGE” GET THE EMOTIONAL/LOGICAL MEANING BEHIND THE
WORDS,SIGNS AND SYMBOLS HEAD/HEART MUST UNDERSTAND THE MESSAGE THE MEETING OF THE MINDS
EFFECTIVE COMMUNICATION
121
COMMUNICATION_DEFINED
The work the Sender/Receiver performs to create shared/Common understanding of the message INTENTIONS.
WHAT I SAID & WHAT I MEANT WHAT I MEANT IS THE MESSAGE
INTENTIONS
122
COMMUNICATION_HOW TO ACHIEVE IT_2-WAY
First understand what the other person RESPONSES/INTENTIONS ARE and then seek to obtain from that person an understanding of your INTENTIONS.
INVOLVES FRANTIC MENTAL/PHYSICAL EFFORT
SENDERI N T E N T I O N S
I N T E N T I O N SRECEIVER
123
COMMUNICATION_HOW TO ACHIEVE IT_2-WAY
124
EFFECTIVE COMMUNICATION_BENEFITS
BRINGS WORK HARMONY MOTIVATIONAL ACTIONS ALIGNED TO INTENTIONS
125
EFFECTIVE COMMUNICATION_EXAMPLE
A : GIVE ME YOUR SHOES B: WHY SHOULD I GIVE U MY
SHOES? WHAT DO YOU NEED IT FOR? A’s MESSAGE INTENTIONS WAS NOT
CLEAR B IS SEEKING TO UNDERSTAND THE
MESSAGE INTENTIONS
126
EFFECTIVE COMMUNICATION_EXAMPLES
SENDER: “GET ME SOME WATER TO DRINK”
RECEIVER; OK SIR
THE INTENTIONS ARE CLEAR
127
COMMUNICATION _INEFFECTIVE
MISCOMMUNICATION INTENTIONS MISUNDERSTOOD BY BOTH PARTIES
COMM.FAILURE/BREAKDOWN INTENTIONS MISUNDERSTOOD BY BOTH
PARTIES THIS IS CAUSED BY COMM.BARRIERS
128
INEFFECTIVECOMMUNICATION_RESULTS
Misunderstanding/Confusion De-motivational Actions misaligned with intentions Friction and frustration Errors Personal relationships deteriorate Apathy and disinterest.
129
INEFFECTIVE COMM./_MISCOMMUNICATION
130
INEFFECTIVE COMMUNICATION _SPOKEN WORD_EXAMPLES
LECTURER;CHECK THE TIME EVERY 30 MINS.
CLASS PRESIDENT; YES SIR DOES THE CLASS PRESIDENT
UNDERSTAND THE INTENTIONS OF THE MESSAGE?
WAS THIS INTENTION CLEAR IN THE MESSAGE TRANSMITTED?
CLASS PRESIDENT MUST SEEK TO UNDERSTAND THE MESSAGE INTENTIONS
131
INEFFECTIVE COMMUNICATION _SIGNS/ACTIONS_EXAMPLES
A STUDENT BOY BUYS A MOBILE PHONE AND SENDS IT TO A LADY FRIEND IN CLASS
STUDENT BOY’S INTENTIONS: FRIENDSHIP,LOVING RELATIONSHIP,HELPFUL ?
DOES THIS LADY KNOW WHAT HIS INTENTIONS ARE?
WAS HIS INTENTIONS CLEAR?
132
INEFFECTIVE COMMUNICATION _WRITTEN_EXAMPLE YOU: “GET ME SOME WATER” FRIEND; OK
ARE YOUR INTENTIONS CLEAR IN THIS COMM. MESSAGE?
DID THE FRIEND SEEK TO UNDERSTAND THE MESSAGE INTENTIONS?
133
INEFFECTIVE COMMUNICATION _SIGNS_EXAMPLE
AN ENGLISH CUSTOMER IN A GERMAN RESTAURANT
CUSTOMER INTENTIONS: WANTS A MUSHROOM AND CANNOT SPEAK GERMAN
CUSTOMER; DREW A MUSHROOM ON A PIECE OF PAPER AND GAVE IT TO THE WAITRESS
WAITRESS; RETURNED WITH AN UMBRELLA
134
COMM.EFFECTIVENESS_COMM BARRIERS?
COMM BARRIERS
COMM.MESSAGE
SENDER RECEIVERI N T E N T I O N S
I N T E N T I O N S
135
COMM.BARRIERS
CAUSES OF INEFFECTIVE/POOR COMMUNICATION OR MISCOMMUNICATION
136
COMM. BARRIERS
SENDER SELFISH UNDERSTANDING(COMMANDING) BAD FEELINGS/MOOD/COURTESY PREJUDICES( Mind made up) UNFAVOURABLE STEREOTYPES COMPLEXES( Superiority) EMOTIONAL ATTACHMENTS MISTRUST FEARS AND BELIEFS WRONG ASSUMPTIONS(COMM.HAS TAKEN PLACE)
137
COMM. BARRIERS
COMM.MESSAGE INTENTIONS NOT CLEAR(WHY?,WHAT?)
ENCODING LANGUAGE GRAMMAR VOICE TONE SIGNS
138
WHY POOR COMM? COMM. BARRIERS
TRANSMISSION LOST MESSAGES, TECHNOLOGY CHALLENGES(Phone network
failure) HACKED MESSAGES MESSAGE DISTORTIONS
DECODING MISUNDERSTANDING( LANGUAGE,GRAMMAR) MISINTERPRETATION(LANGUAGE,GRAMMAR)
139
COMM. BARRIERS RECEIVER
SELFISH UNDERSTANDING LISTENING SKILLS( PARTIAL/INACTIVE LISTENING) BAD FEELINGS/MOOD/COURTESY PREJUDICES( Mind made up) UNFAVOURABLE STEREOTYPES COMPLEXES( Superiority) EMOTIONAL ATTACHMENTS MISTRUST FEARS AND BELIEFS RELATIONSHIP(COLLEAGUES,BOSS,SUBORDINATES,CUSTOMERS) DIFFERENT LANGUAGE WRONG ASSUMPTIONS(COMM.HAS TAKEN PLACE)
FEEDBACK/RESPONSE• MESSAGE DISTORTIONS/ADJUSTMENTS
140
Selfish Understanding
141
COMM.SKILLS
TOOL USED TO OVERCOME THESE COMM.BARRIERS AND ACHIEVE EFFECTIVE COMM.
142
COMM SKILLS_COMMUNICATION IMPROVEMENT
Avoid assumptions about the communication process
143
COMM SKILLS_COMMUNICATION IMPROVEMENT
Getting real understanding Get an agreement by stating the bare facts
Communicate in small bits,step by step
144
COMM.SKILLS_COMMUNICATION IMPROVEMENT
Get a feedback/Response Finding out what people
understand Get a full response Conduct follow-up
questions/tests what, where, when, who, why, or how?
145
COMM.SKILLS_COMMUNICATION IMPROVEMENT
Helping people to remember what they understand
Repetition of the comm.message in different ways
Get people associated with the ideas in the comm.message
146
SELECTING PEOPLE
The selection of people for; Vacant positions Promotion
in the organisation.
147
SELECTING PEOPLE_THE PROCESS
Planning personnel/staff needs over the long term. Job organisation; place of work,accomodation,car,office,tools,protective
clothing etc A qualification specification; characteristics of the person desired.
Qualifications/Experience Job Candidate Search; Advert,Direct contacts, Recruiting Agencies,
Professional Associations,Social Network etc. Solicite applications from job candidates; cvs and cover letters,certificates
etc Review job applications; candidate suitability
investigate previous job history, qualifications, physical examination, check references etc
Interviews; administer psychological tests, conduct preliminary interviews, final interviews
Job Candidate Selection & Appointment Job follow-up so that the person selected will fit properly and will be
assured of a satisfying place on his new team.
148
DEVELOPING PEOPLE
Developing people is the work a manager performs to help people improve their; Knowledge: cognisance of facts, truths
and other information. Attitude: reaction to things, people,
situation and information. Skill: the ability to put knowledge into
practice.
149
DEVELOPING PEOPLE_METHODS
PERSONAL COACHING PERSONAL MENTORSHIP FORMAL/INFORMAL TRAINING
150
DEVELOPING PEOPLE_PRE-REQUISITES
Top management support Sound basic organisation. Incentive/Compensation
151
DEVELOPING PEOPLE_PROCESS
Staff performance appraisal, Evaluation of current performance and potential for
advancement. Purpose; Identify Strengths and Weaknesses Method; A group basis/an appraisal form
Counselling; Recognise their strengths and weaknesses
Plan & Implement personal improvement. Coaching/Mentorship on the job, Job rotation, Attendance of courses and seminars, Committee/team participation.
152
CONTROLLING
Consists of seeing to it that performance is happening according to; the PLAN that has been adopted, the ORDERS/PROCEDURES which
have been given, The PRINCIPLES/POLICIES/
GUIDELINES which have been given/ laid down.
153
CONTROLLING_GOAL
ACTUAL PERFORMANCE =/> THE PLAN,PROCEDURES/POLICIES
154
CONTROLLING_OBJECTIVE
Identify deviations/Variances/Shortfalls from the plan,procedures and policies
Correct the deviations/Variances/Shortfalls
Prevent deviations/Variances/Shortfalls from re-occurring.
155
EXAMPLES COST BUDGET; R1 MILLION ACTUAL EXPENDITURE; R1.2 MILLION BUDGET DEVIATION/VARIANCE;
(R200,000)
QUALITY CRITERIA; 100 +/- 10mm slump QUALITY TEST(SLUMP TEST RESULTS):
70mm QUALITY DEVIATION/VARIANCE; (30mm)
THIS HAS TO BE CORRECTED AND PREVENTED
156
CONTROLLING_ACTIVITIES
Performance Standards/Targets: Establishing standards of performance
Performance Measurement; Measuring current performance
Performance Evaluation; Comparing/Evaluate current performance with the established standard of performance
Performance Correction; Taking corrective action if a deviation in performance is detected.
157
SET PERFORMANCE STANDARDS_AREAS
SET PERFORMANCE STANDARDS FOR THE FF; TIME COST QUALITY QUANTITY
158
SETTING PERFORMANCE STANDARD_GOAL
SET PERFORMANCE STANDARDS TO IDENTIFY GOOD/POOR/FAILED
PERFORMANCE TO CORRECT/IMPROVE POOR
PERFORMANCE TO REWARD GOOD PERFORMANCE
NOT FOR PUNISHMENT/SCAPE GOATS
159
PERFORMANCE STANDARDS
The performance standard tells a manager where he should be.
Performance Targets
160
PERFORMANCE STANDARDS_EXAMPLES
EGS.OF PERFORMANCE STANDARD. 40% PASS MARK FOR DP 40% PASS MARK FOR EXAMS
SANS 241- QUALITY PERFORMANCE STANDARD FOR DRINKING WATER
161
SETTING PERFORMANCE STANDARDS_ 2 CHALLENGES
Psychological challenge; Understood and accepted by those to be affected. Opportunity to contribute their ideas
Technical challenge; Realistic/Achievable as far as the time,cost, quantity
and quality is concerned Test the adequacy of the method/process being used in
the work
162
PERFORMANCE STANDARDS_ADVANTAGES
SELF-CONTROL/SELF-CORRECTION/SELF-DEVELOPMENT
BASIS FOR REPORTING IDENTIFY WEAK PERFORMANCE
AREAS AND IMPROVE THEM.
163
PERFORMANCE STANDARDS_3 KEY PRINCIPLES
Psychology. The acceptance of standards Correct performance failures/reward good
performance( Individual/Group)
Total Standards Standards are necessary for both methods/process
and products/results
Realistic/Achievable
ProcessConcrete Mixing
ProductMixed Concrete
164
PERFORMANCE MEASUREMENT
Recording and Reporting of past and current performance about work in progress and work completed.
165
PERFORMANCE MEASUREMENT-REPORTING_PURPOSE
Measure and report actual performance against established performance standards
The reports tell us where we are in performance.
PM Methods: Tests and Inspections
166
COST REPORT_EXAMPLE
Activity COST BUDGET
ACTUAL EXP.
VARIANCE REMARKS
EXCAVATION 500,000 400,000 100,000 GOOD COST PERFORMANCE
167
PERFORMANCE MEASUREMENT-REPORTING REQUIREMENTS
Provide the specific information a manager needs
Report on the ff: COST TIME QUALITY QUANTITY
168
PERFORMANCE MEASUREMENT-REPORTING_EFFECTIVENESS
Initial PLAN validity/effectiveness Accountability/Stewardship Meaningful/Specific information.
(Short) Timely/frequent
169
PERFORMANCE EVALUATING
Compare the actual performance to the performance standard
VS 40% DP 45% FAIL/PASS EXCELLENT,GOOD,MODERATE,PO
OR
Performance Standard
Actual Performance
170
PERFORMANCE EVALUATING_COST PERFORMANCE_EXAMPLE
Activity COST BUDGET
ACTUAL EXP.
VARIANCE REMARKS
EXCAVATION 500,000 400,000 100,000 GOOD COST PERFORMANCE
171
PERFORMANCE EVALUATING_REQUIREMENTS
Checks and Balances/Fairness; seek independent viewpoint of the person on
higher level or outside the organisation. EXAM MODERATOR
YOU CAN EVALUATE YOUR OWN WORK AND CORRECT YOURSELF. BUT SELF-CONTROL IS A CHALLENGE IN PERFORMANCE EVALUATION; LIES, ERRORS,CHEATING ETC.
172
PERFORMANCE EVALUATING_PRINCIPLES
Major Exceptions/Variations Not Routine Variations.
Determine allowable limits of tolerance/ deviation. Eg. +/-10mm
Measure against standards and not by tolerances.
173
PERFORMANCE CORRECTING
The final step in control is to take corrective action.
Performance correcting is the work a manager performs to improve and regulate methods and results.
174
PERFORMANCE CORRECTING_MANAGERIAL REQUIREMENTS
Understand and accept responsibility.
Accept and agree to performance as standardised for the task.
Command over the task.
175
PERFORMANCE CORRECTING_PROBLEMS
Avoid self-criticism. Provide for self-correction. Correct first thing first. focus
on critical activities first in the corrective action.
Overcome emotional resistance. participation and communication.
176
DEBATE
WOMEN ARE BETTER MANAGERS THAN MEN