CONS METH LEC - MIDTERMS TERMS

The structure, framework, and relationships within a company

Best describes the primary focus of Organization as differentiated from Management.

Organize

Command

Control

Coordinate

Plan

According to Henri Fayol’s definition, they are the core functions of management.

Span of Control

What organizational element specifically refers to ‘how many employees each manager is give to oversee?’

Middle management to have significant input on company goals and vision

In the context of organizational structure, what does ‘Decentralization’ primarily allow?

Management is the practice of enabling diverse groups to work together toward a common goal

Based on the definition provided, which statement best captures the essence of Management according to Peter Drucker

Directive Orders

Type of order that is characterized by clear and specific commands that require immediate action.

To provide detailed, step-by-step instructions for routine tasks ensuring consistency.

Primary purpose of using Standard Operating Procedures (SOPs) when giving orders.

To help employees feel like they are part of the team and understand the context

According to the guidelines for giving orders effectively, why is it recommended to let employees know the reason behind an order?

You are authorized to approve purchase orders up to $10 000

Example of an Authorization Order.

Put the request in writing and reinforce it verbally

When giving orders effectively, what is the recommended approach if the instruction is complex?

The static, blueprint

Best describes the nature of Organization as differentiated from the Management.

The process, activities, and decision-making

Best describes the primary focus of Management as differentiated from the Organization.

The dynamic, ongoing process

Best describes the nature of Management as differentiated from the Organization.

The guides and direct activities

Best describes the function of Management as differentiated from the Organization.

Setting goals, allocating resources and motivation

Best describes the examples of Management as differentiated from the Organization.

Defines goals and responsibilities

Best describes the function of Organization as differentiated from the Management.

Organogram, departmental structure

Best describes the examples of Organization as differentiated from the Management.

Specialization

Gives employees specific duties and roles they are expected to perform within the company.

Specialization

Factoring in their qualifications and skills.

Span of Control

Managers who are positioned higher up in the chain of command will typically oversee less staff members, as they will be directly responsible for middle managers and supervisors.

Chain of Command

Purpose of organizational chart will tell who the employee should be reporting to.

Departmentalisation/Departmentalization

Breaks down the functions and teams needed to run the company and carry out the essential tasks.

Departmentalisation/Departmentalization

Made up of staff members who perform similar tasks in the same work area.

Departmentalisation/Departmentalization

Could also be grouped by project, location.

Peter Drucker

“Management is a multi-purpose organ that manages business and manages managers and manages workers and work.” Who said this?

Centralization

Middle management does not have a significant input to company decisions, and these are left to top level management only.

Centralization

This is typical of a larger organization.

Decentralization

Allows all level of management to share their input on the goals and visions of the wider company, which will then help to improve their indiv teams.

Formalization

Procedures and rules. A smaller organization might have less formal standards because staff undertake multiples roles and duties, but a larger organization would need to set more defined elements to enable clarity for staff.

Planning

Organizing

Leading

Controlling

The process of achieving organizational goals by engaging in 4 major functions of _.

F.W. Taylor

“Management is the art of knowing what you want to do and then seeing that it is done in the best possible and cheapest way.” Who said this?

Peter Drucker

“The practice of enabling groups of people with different knowledge, skills, and backgrounds to work together toward a common goal.” Who said this?

Planning

Set goals, objectives, identify ways and means to achieve goals.

Organizing

Job design, role, structure, and system to achieve goal.

Directing

Leading and motivating people for achieving the goal.

Control

Monitoring and evaluating the levels of attainment of goals.

1. Directing people on job

2. Types of orders

3. Categories of orders

4. Phrase order effectively

5. How to give effective order

Delegating Activities

Directive Orders (CLEAR)

Definition: Clear and specific commands that require immediate action.

Directive Orders (5PM)

Example: Submit the quarterly report by 5 pm today.

Directive Orders

Use Case: When immediate or urgent action is needed.

Request Orders

Definition: Polite requests or suggestions that may not be as urgent or mandatory.

Request Orders

Example: Could you please review this document by tomorrow.

Request Orders

Use Case: When the task is important but not urgent, often used to maintain a collaborative tone.

Delegation Orders

Definition: Assigning tasks or responsibilities to another person usually with some level of authority.

Delegation Orders

Example: Please take over the client presentation next week.

Delegation Orders

Use Case: When distributing work among team members, often for efficiency or development purposes.

Standard Operating Procedures (SOPs)

Definition: Detailed, step by step instructions for routine tasks.

Standard Operating Procedures (SOPs)

Example: Follow the SOP for onboarding new clients.

Standard Operating Procedures (SOPs)

Use Case: Ensuring consistency and compliance in routine operations.

Advisory Orders

Definition: Recommendations or guidelines that leave room for discretion.

Advisory Orders

Example: It’s advisable to use the new template for all reports.

Advisory Orders

Use Case: When offering best practices or suggestions without mandating them.

Routine Orders

Definition: Regularly issued instructions that are part of daily or periodic operations.

Routine Orders

Example: Send the daily sales report by 10 am.

Routine Orders

Use Case: To ensure consistency in ongoing tasks.

Informal Instructions

Definition: Casual, often verbal instructions that are less formal and usually less urgent.

Informal Instructions

Example: When you get a chance, check in with the marketing team.

Informal Instructions

Use Case: For non-critical tasks or in a more casual work environment.

Emergency Orders

Definition: Urgent commands issued in response to an unexpected situation.

Emergency Orders

Example: Evacuate the building immediately.

Emergency Orders

Use Case: During crises or urgent situations requiring immediate action.

Performance Orders

Definition: Instructions related to the improvement or assessment of employee performance.

Performance Orders

Example: Please focus on improving your customer service response time.

Performance Orders

Use Case: Used during evaluations or performance improvement discussions.

Authorization Orders

Definition: Commands that grant permission to carry out a certain action.

Authorization Orders (example)

Example: You are authorized to approve purchase orders up to $ 10 000

Authorization Orders

Use Case: To delegate authority or empower employees to make decisions.

Strategic Orders

Definition: High-level instructions aligned with the company’s long term goals.

Strategic Orders

Example: Focus your efforts on expanding our marker share in Asia.

Strategic Orders

Use Case: When guiding departments or teams toward strategic objectives.

Stewart Liff

“Manage by walking around.” This sends the message to employees that you want them to succeed. Who said this?

Use a firm, confident tone of voice when giving orders to employees.

If you give a directive, yet use a tone that is questioning or wavering, your directions may not be deemed important.

The Project Life Cycle

1. Initiating a Project

2. Project Organizational Structure

3. Construction Management

The Project Life Cycle

The series of phases a project goes through from its beginning to its completion. It provides a structured framework for managing projects, breaking them down into manageable stages to ensure efficient execution and successful outcomes. 

Flow of Information

1. Initiating Processes

2. Planning Processes

3. Controlling Processes

4. Executing Processes

5. Closing Processes

Key Framework Elements

• Initiation

• Planning

• Execution

• Control/Monitoring

• Closing

Examine the market

• involves a critical analysis of the competitive landscape for a product or service

• study should paint a realistic picture of the likelihood that sufficient customers will be satisfied to sustain the project

Review Technical Requirements

• internal can handle

• outside partner will handle

Explore the business model

• uses scenario planning to ensure long term success

• will know if business model actually offers enough profit potential to make the initiative worthwhile

• examine whether the new product or service under consideration requires such a significant change as to make it untenable within a business

Look for escape route

• investors like to know that they will make a profit, and they want to have a strong idea about when they can cash the check

Selecting a Project

• Development

• Specification

• Project Management

• Success / Failure Criteria