IOM

Interpersonal Roles

perform duties that are ceremonial and symbolic in nature.

Figurehead

Is symbolic head; required to perform a number of routine duties of a legal or social nature.

Leader

Is responsible for the motivation and direction of subordinates.

Liaison

Maintains a network of outside contacts who provide favors and information.

Information Roles

managers collect information from organization and institutions outside their own.

Monitor

Receives wide variety of information; serves as nerve center of internal and external information of the organization.

Disseminator

Transmits information received from outsiders or from other subordinates to members of the organization.

Spokesperson

Transmits information to outsiders on organization’s plans, policies, actions, and results; serves as expert on organization’s industry.

Decisional Roles 

Entrepreneur
Disturbance handler

Resource Allocator

Entrepreneur

Searches organization and its environment for opportunities and initiate projects to bring about change.

Disturbance handler

Is responsible for corrective action when organization faces important, unexpected disturbances.

Resource Allocator

Makes or approves significant organizational decisions.

Management skills:

1.Technical Skills

2.Human Skills
3.Conceptual Skills

Technical Skills

encompasses the ability to apply specialized knowledge or expertise. Special knowledge and practices of their field were learned through extensive formal education.

professionals– engineers, surgeons

Human Skills

the ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual Skills

managers have the mental ability to analyze and diagnose complex situations.

Four managerial activities:

1.Traditional Management

2.Communication

3.Human resource management

4.Networking

Traditional Management

decision making, planning, and controlling.

Communication

Exchanging routine information and processing paperwork.

Human resource management

– motivating, disciplining, managing conflict, staffing, and training.

Networking

– Socializing, politicking, and interacting with outsiders.

Manager

– is someone responsible for the work performance of one or more other persons in an organization.

Levels of Management

1.Top Managers

2.Middle managers
3.First line (Frontline) Managers

Top Managers

– ensure that major performance objectives are set and accomplished in accord with the organization’s purpose.

-Should pay special attention to the external environment.

Middle managers

– report to top managers and oversee the work of large departments or divisions.

Should be able to develop and implement action plans consistent with higher level objectives.

First line (Frontline) Managers

– report to the middle managers and directly supervise non managerial workers.

In charge of single work units and are expected to meet short term performance objectives consistent with the plans of middle and top-level management.

Types of Managers:

1.Line Managers

2.Staff Managers

3.Functional Managers

4.General Managers

5.Administrators – are managers who work in a public or nonprofit organization.

Line Managers

– are responsible for activities making direct contributions to the production of the organization's basic goods or services.

Staff Managers

– use special technical expertise to advise and support the efforts of line workers.

Functional Managers

– are responsible for one area of activity such as finance, marketing, production, personnel, accounting or sales.

.General Managers

– are responsible for complex organizational units that include many areas of functional activity.

Administrators

– are managers who work in a public or nonprofit organization.

Interpersonal Roles:

1.Figurehead
2.Leader
3.Liaison

Information Roles:

1.Monitor
2.Disseminator
3.Spokesperson

 

Management Process

is defined as the process, composed of interrelated social and technical functions and activities (including roles), occurring in a formal organizational setting for the purpose of accomplishing predetermined objectives through the utilization of human and other resources.

Functions of Management:

1.PLANNING
2.ORGANIZING
3.STAFFING
4.DIRECTING
5.CONTROLLING

Planning

• it is a process of deciding the business objectives and charting out the plan/ method for achieving the same. This includes determination of what is to done, who will do it and how results are to be evaluated.

• it is a systematic thinking about ways and means for accomplishment of pre-determined goals

Organizing

-refers to the structured which results from identifying and grouping the work, defining and delegating responsibility and authority and establishing relationships.

- it is the process of bringing together  physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals.

- to organize a business is to provide it with everything useful or its functioning i.e. raw materials, tools, capital and personnel.

Staffing

— it is a function of managing the organization structure and keeping it manned.

- the main purpose of staffing is to put right man on the right job

- managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal, and development of personnel to fill the role designed on the structure

Staffing involves;

1.Manpower planning

2.Recruitment, selection and placement

3.Training and development

4.Remuneration

5.Performance appraisal

6.Promotion and transfer

Directing

— it is part of the managerial functions which actuates the organizational methods to work efficiently for achievement of organizational purposes.

- it is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work.

Elements of Directing

1.Supervision

2.Motivation

3.Leadership

4.Communications

1.Supervision

– implies overseeing the work of subordinates by their superiors. It is the act of watching and directing work and workers.

2.Motivation

– means inspiring, stimulating or encouraging the subordinates with zeal to work.

3.Leadership

– may be defined as a process by which manager guides and influence the work of subordinates in desired direction

4.Communications

– the process of passing information, experience, opinions from one person to another. It is a bridge of understanding.

Controlling

- it implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals.

-the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation

Steps in controlling:

1.Establishment of standard performance

2.Measurement of actual performance

3.Comparison of actual performance with the standards and finding out deviation if any.

4.Corrective action.

MANAGEMENT

ENSURE THE SUCCESS OF THE ORGANIZATION BY FOCUSING ON THE PERFORMANCE OF PEOPLE WHO FILL MANAGEMENT POSITIONS, RATHER THAN RELYING SOLELY ON ORGANIZATIONAL DESIGN.

MANAGER

SOMEONE WHO HELPS AN ORGANIZATION SUCCEED BY MAKING DECISIONS AND SOLVING PROBLEMS.

MANAGERS ARE RESPONSIBLE FOR:

1.THE USE OF TOOLS FOR DECISION MAKING AND INFORMATION PROCESSING 

2.THE BALANCE USE OF TECHNOLOGY WITH HUMAN RESOURCES

3.SUPPORTING THE DISTRIBUTION OF POWER

COORDINATION

refers to organizing or working together to achieve a common goal effectively.

MANAGERIAL CONTROLS HELP FIND PROBLEMS THAT NEED FIXING.

LIKE TOO MANY PRODUCT REJECTIONS, HIGH WORKER TURNOVER, HIGH LABOR COSTS, OR EQUIPMENT FAILURES, SO THAT THE NECESSARY CHANGES CAN BE MADE.

CONTROLS ALSO REVEAL AREAS OF STRENGTH THAT SHOULD BE FURTHER LEVERAGED

LIKE GROWING PRODUCT POPULARITY, MORE ORDERS, OR NEW SOURCES OF MATERIALS. THIS HELPS MANAGEMENT TAKE ADVANTAGE OF THESE OPPORTUNITIES TO GROW THE BUSINESS.

GOOD CONTROLS HELP MANAGERS TAKE ACTION BY POINTING OUT BOTH PROBLEMS AND OPPORTUNITIES.

— THEY SHOW WHEN CHANGES ARE NEEDED TO FIX ISSUES OR IMPROVE HOW THINGS ARE DONE, HELPING THE COMPANY ADAPT WHEN NECESSARY.

MANAGEMENT BY PREDETERMINED POLICIES

MANAGEMENT BY ACTION ON THE EXCEPTION PRINCIPLE

MANAGEMENT SCIENCE

— APPLICATION OF SCIENTIFIC METHODS TO SOLVE BUSINESS PROBLEMS, PROVIDING AN INTEGRATED PERSPECTIVE ON OPERATIONS AND DECISION-MAKING.

HISTORICAL CONTEXT

THE CONCEPT OF MANAGEMENT SCIENCE EMERGED AS INDUSTRIES TRANSITIONED FROM RULE-OF-THUMB METHODS TO SCIENTIFIC TECHNIQUES DRIVEN BY THE NEED FOR PRECISION AND EFFICIENCY IN MANAGING COMPLEX OPERATIONS.

FREDERICK W. TAYLOR

THE 'FATHER OF SCIENTIFIC MANAGEMENT,' INTRODUCED PRINCIPLES LIKE RESEARCH, STANDARDIZATION, CONTROL AND COOPERATION STARTING IN 1880 AT MIDVALE STEEL.

HENRY L. GANTT

DEVELOPED THE GANTT CHART FOR SCHEDULING AND RECOGNIZED THE IMPORTANCE OF WORKER PSYCHOLOGY CREATOR OF BONUS PLANS

CARL G. BARTH

INTEGRATED MATHEMATICS INTO MACHINE TOOL OPERATIONS

MANAGEMENT SCIENCE TO INDUSTRIAL ENGINEERING

• ENGINEERING BECAME CLOSELY TIED TO ENTERPRISE MANAGEMENT.

• THE TERM "INDUSTRIAL ENGINEERING" EMERGED TO DESCRIBE WORK INVOLVING:

• INCENTIVE STANDARDS

• METHODS ANALYSIS

• QUALITY CONTROL

• PRODUCTION CONTROL

• COST CONTROL

• MATERIALS HANDLING

EXPANSION OF INDUSTRIAL ENGINEERING

INDUSTRIAL ENGINEERING WAS EXTENDED TO AREAS LIKE:

• ORGANIZATION

• SALES

• FINANCE

• OFFICE OPERATIONS

• INVENTORY AND TOOL CONTROL

1.OBTAIN THE FACTS PERTAINING TO THE SITUATION. THESE FACTS MUST BE CHECKED, REFINED, AND CLARIFIED FOR ACCURACY.

2. IDENTIFY THE PROBLEM INVOLVED IN THE SITUATION.

3. ENUMERATE THE PRINCIPLES OR LAWS APPLICABLE TO THE PROBLEM AND SELECT THOSE WHICH APPEAR TO PREDOMINATE.

4. FORMULATE ALTERNATIVE SOLUTIONS.

5. SELECT THE SOLUTION OR COMBINATION OF SOLUTIONS MOST APPROPRIATE.

6.TEST THE SOLUTION FOR POSSIBLE RESULTS.

7. APPLY THE SOLUTION TO THE SPECIFIC PROBLEM SITUATION.

SCIENTIFIC METHOD APPLIED TO MANAGEMENT

-OPERATIONS RESEARCH (OR) APPLIES SCIENTIFIC METHODS TO SOLVE OPERATIONAL PROBLEMS IN BUSINESS, GOVERNMENT, AND THE MILITARY.

• ITS GOAL IS TO PROVIDE A QUANTITATIVE UNDERSTANDING OF OPERATIONS, HELPING MANAGEMENT MAKE BETTER DECISIONS.

• OPERATIONS RESEARCH (OR) EMERGED AFTER WORLD WAR II WHEN SCIENTISTS APPLIED SCIENTIFIC MANAGEMENT PRINCIPLES TO WARTIME NEEDS, LEADING TO THE DEVELOPMENT OF TECHNIQUES LIKE STATISTICAL QUALITY CONTROL AND ELECTRONIC CALCULATORS.

OPERATIONS RESEARCH
(JOHN F. MAGEE)

TECHNICAL CONTROLS

ARE THE HARDWARE AND SOFTWARE COMPONENTS THAT PROTECT A SYSTEM AGAINST CYBERATTACKS. MANAGEMENT INVOLVES SETTING PRE-PLANNED ACTIONS TO HANDLE TASKS, OFTEN WITH THE HELP OF MACHINES OR WORKERS.

COMMUNICATION

REFERS TO THE PROCESS OF EFFECTIVELY SHARING DATA, INSIGHTS, AND RECOMMENDATIONS TO DECISION-MAKING AND IMPROVE OPERATIONAL EFFICIENCY.

DR. RICHARD PETERSON RECOMMENDS THAT MANAGERS CLASSIFY INFORMATION INTO FIVE CATEGORIES TO IDENTIFY WHAT’S TRULY USEFUL:

1. DECISIVE INFORMATION
2. IMPLEMENTATION INFORMATION

3. REQUIRED INFORMATION

4. RESTRICTED INFORMATION

5. PERSUASIVE INFORMATION

1. DECISIVE INFORMATION

- DATA THAT HAS A POSITIVE VALUE FOR IMPROVING DECISIONS.

2. IMPLEMENTATION INFORMATION

- ROUTINE DATA THAT ARE NEEDED TO INCREASE THE EFFICIENCY OF OPERATIONS.

3. REQUIRED INFORMATION

- DATA GENERATED BY A COMPANY TO MEET REGULATIONS AND TO SATISFY EXPLICIT OR IMPLICIT COMMITMENTS

4. RESTRICTED INFORMATION

- CONFIDENTIAL DATA THAT WOULD BE POTENTIALLY HARMFUL TO THE ORGANIZATION IF THEY BECAME GENERALLY KNOWN.

5. PERSUASIVE INFORMATION

- FILTERED INFORMATION UTILIZED TO IMPROVE A COMPANY’S PUBLIC IMAGE OR TO INFLUENCE A DECISION

ELECTRONIC DATA PROCESSING

- ELECTRONICS HAS GREATLY IMPROVED MANAGEMENT'S ABILITY TO COLLECT, ANALYZE, AND ACCESS INFORMATION QUICKLY AND ACCURATELY.

PERSONNEL

- INDIVIDUALS WHO LEVERAGE THEIR PROCESS KNOWLEDGE AND EXPERIENCE TO ENHANCE PRODUCTIVITY AND IMPLEMENT PROCESS IMPROVEMENTS.

CONSULTANTS

- A PROFESSIONAL WHO SPECIALIZES IN EXAMINING AND IMPROVING A COMPANY'S BUSINESS OPERATIONS BY ANALYZING THEIR PROCESSES, SYSTEMS, AND STRATEGIES, IDENTIFYING INEFFICIENCIES, AND RECOMMENDING SOLUTIONS TO OPTIMIZE PERFORMANCE AND ACHIEVE GREATER EFFICIENCY, OFTEN USING DATA-DRIVEN METHODOLOGIES LIKE PROCESS MAPPING AND PERFORMANCE METRICS.

MANAGEMENT INFORMATION SYSTEM

IS A STRUCTURED FRAMEWORK DESIGNED TO HELP ORGANIZATIONS MANAGE THEIR OPERATIONS AND MAKE INFORMED DECISIONS AT ALL LEVELS OF MANAGEMENT.

IT HELPS ORGANIZATIONS MANAGE THEIR DATA EFFICIENTLY, IT.

-COLLECTS

- PROCESSES

- STORES

- DISSEMINATE INFORMATION TO THE RIGHT PEOPLE AT THE RIGHT TIME.

OBJECTIVES OF MIS

1. SYSTEMATIC AND STRUCTURED

2. INTEGRATED

3. ACCURATE AND RELEVANT

4. TIMELY

5. FLEXIBLE

6. DECISION ORIENTED

ROLES OF MIS IN MANAGEMENT

1. DECISION MAKING

2. PLANNING

3. CONTROL

4. COORDINATION

5. PERFORMANCE MONITORING

6. REAL TIME MONITORING AND REPORTS

PROCESS OF MIS

1. DATA COLLECTION
•Internal operations

•External reports

2. Data processing

3. Data storage

4. Data distribution

5. Feedback and analysis

Collection>Process>Storage>

Distribution>Feedback

DEVELOPMENT OF MIS

These systems were isolated, focusing on individual tasks with no connection between different data files. Over time, organizations realized the need to combine isolated data files into a centralized database.

BENEFITS OF MIS

1. Improved Productivity

2. Real-Time Control of Operations

3. Enhanced Decision-Making

What is operations analysis?

It is the study of processes and systems to improve efficiency and performance using data, models, and decision-making techniques.

What is future operations analysis?

Future Operations Analyses examines how advancing technology, especially in computing, will improve operations management by optimizing processes like production, inventory, and transportation through faster systems, better problem-solving, and efficient management solutions.

The book highlights the future of operations management and how advancements in computer systems, problem-solving techniques, and management science are transforming how businesses operate.

1. COMPUTERS WILL BECOME MORE POWERFUL
2. GROWTH OF SMALL-SCALE COMPUTER SYSTEMS (Minicomputers)

3. ADVANCES IN MANAGEMENT SCIENCE
4. TOWARDS A FULLY INTERCONNECTED MANAGEMENT SYSTEM

What Are Minicomputers?

Smaller, more affordable computers that are less powerful than large-scale systems (mainframes) but still capable of handling complex tasks.

What is Management Science?

The study of how to solve problems and make decisions in organizations using scientific methods.

a. Solving Complex Problems

b. More Realistic Simulations

4. TOWARDS A FULLY INTERCONNECTED MANAGEMENT SYSTEM

The goal is to create a total management system where all business functions are connected. This includes Behavioral Systems, Data-Processing Systems, Production and Processing Systems, Information Systems, and Transportation Systems.

5. WHY THIS INTERCONNECTION MATTERS

As business operations grow more complex, a fully

interconnected system is necessary for three major reasons:

a. To Handle large volumes of data.

b. To Improve efficiency and reduce errors.

c. To Enable real-time decision-making across all parts of the organization.

Organization

a plan for bringing assets into the position of greatest effectiveness or productivity

consists of grouping of operations to achieve the advantages of specialization, the designation of those who are to supervise each of these groups of operations and those who are to serve these operations.

Management Structure

the primary purpose is to facilitate the coordination and control over the activities of the company.

Major Functions (Groups) of the Industrial Enterprise:

Policy Group
Administrative Group

Policy Group

responsible for the establishment of policies for all segments of the enterprise, has direct operating responsibility for relations with stockholders, external investments, public relations exclusive of customer and vendor relations and legal relations both internal and external.

Administrative Group

includes all other functions, primarily internal in nature, which operates under broad instruction or policies established by the top management or policy group

Administrative Functions:

Product Development
Purchasing
Industrial relations

Manufacturing

Marketing
Internal Finance and other Office Services

Organizational Structure

It defines how jobs and tasks are formally divided, grouped and coordinated.

Purchasing

all activities connected to procurement from outside vendors of materials, parts, supplies, equipment, and tooling. (procurement, Material investigation, subcontracting)

Industrial relations

employment, training and communications, health and safety, employee service and benefits, labor relations, wage and salary administration