LECTURE 3

Routine Operations

The heartbeat of the enterprise that represents continuous business as usual.

Project

An organized effort with a clearly defined start and end point, executed to satisfy the current needs of the organization.

Validated Projects

A unique task addressing a specific need within a defined set of constraints.

Management

The active function of getting things done through the effort of others, directing and facilitating the work of people organized for common purposes.

Phase I: Planning

The management cycle phase for evaluation and roadmap, involving goal setting, project definition, temporal scheduling, team organization, resource mapping, and activity sequencing.

Phase II: Organizing

The management cycle phase for orderly assignment, utilizing a Work Breakdown Structure (WBS) across team roles, physical materials, equipment, spatial management, and plan maintenance.

Phase III: Controlling

The management cycle phase for trajectory maintenance that actively utilizes limited resources and shifts personnel or equipment to meet demands, serving as the mechanism to prevent project drift or total failure.

Phase IV: Measuring

The management cycle phase for objective attainment analysis, evaluating planned output versus actual reality.

Accomplishment Measurement

Assessing completed work within the measuring phase.

Projection Measurement

Evaluating resources and costs required for remaining work within the measuring phase.

Slippage Analysis

Calculating losses due to delays and investigating root causes to determine final savings and profit.

The Organization

A lower structure comprising a group of individuals cooperating willingly and effectively toward a common goal.

Grouping of Functions

The horizontal skeleton of task relationships in the architecture of accountability.

Authority Relationships

The vertical nervous system in the architecture of accountability defining who has the authority to act.

Policies

Established rules and guidelines governing organizational behavior.

Communication & Decision Processes

Processes dictating the authorship of formal decisions within an organizational structure.

Men

Organizational resources encompassing all members, from executive leadership down to the last workman.

Machine

Tools and technology necessary to produce output.

Methods

Specific procedures and ways of acting.

Money

Financial resources that sustain the enterprise.

Job Analysis

Studying and dissecting an individual's operational role.

Administrative Delegation

Delegating technical details to scale leadership across specialized skills.

Credit Sharing

The willingness of leadership to share success with followers.

Personnel Development

Preparing workers for delegated tasks.

Managerial Efficacy

A manager's ability to plan and control their own time.

Performance Oversight

Instituting controls for monitoring performance.

Verbal Orders

Oral directives suitable for simple, audible messages, private communications, intelligent/reliable followers, or live demonstrations.

Written Orders

Directives in writing used for precise figures, complex details, passing orders through intermediaries, workers who are forgetful or slow, exact sequences, board postings, quoting higher authority, or permanent recordkeeping.

Suggestion & Request

Usage: Older or 'touchy' personnel, those seeking advancement, developing initiative.

Asking for Volunteers

Usage: Dangerous or disagreeable jobs, or requiring skilled workers for unskilled tasks.

Direct Order

Usage: Mandatory in extreme urgency, danger, when haste is paramount, for objectors/careless workers, or when all other methods fail. Clear, authoritative command.