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68 Cards in this Set
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It is an art and science of planning, organizinf, staffing, directing and controlling work activities to attain amd achieve common goals and objectives |
Engineering management |
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It principally deals with the efficient and effective use of the five human resources namely; manpower, money, materials, machines and time as the proper, efficient and effective utilization of these resources with minimal cost and short period of time |
Engineering management |
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Cost is more and the time is long in doing the work activities |
Mismanagement |
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Five basic management functions |
1. Planning 2. Organizing 3. Staffing 4. Directing 5. Controlling |
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Is deciding in advance what to do and how the work will be done |
Planning |
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Is the grouping of work activities necessary to attain goals and objectives |
Organizing |
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Is providing of personnel with appropriate qualifications and eligibility in an organization |
Staffing |
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Is commanding and telling people what to do and how it should be done |
Directing |
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Is comparing work accomplishments with planned target and making corrective action if the accomplishments differ from the plan |
Controlling |
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4 M's of Management |
Manpower Money Materials Machine |
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Basic elements of project management cycle |
1. Predevelopment and screening 2. Development and design 3. Appraisal, negotiation and approval 4. Implementation 5. Evaluation and recycling |
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-Father of scientific management -He introduced the scientific approach and systematic procedures in doing work activities |
Frederick Taylor |
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Father of modern management |
Henri Fayol |
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Emphasized the importance of time and cost in planning and monitoring activities |
Henry Gantt |
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Emphasized the importance and value of human relations to the basic principles of organization |
Mary Parkey Follet |
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Fayol's 14 principles of management |
1. Division of labor 2. Authority and responsibility 3. Unity of direction 4. Unity of command 5. Esprit de corps 6. Order 7. Stability of tenure 8. Span of control 9. Equity 10. Initiative 11. Discipline 12. Centralization 13. Standardization of individual interest to the common gooda 14. Scalar principle |
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Grouping similar activities Assigning individual who will be then be specialists and performs the jobs more effectively and efficiently |
Division of labor |
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A chain of command is essential |
Authority and responsibility |
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Source of power instruction delegation or direction to subordinates or peers |
Authority |
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Means authority to accomplish activity Obligation |
Responsibility |
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Each group of activity having the same objective shoul havebone head |
Unity of direction |
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Each person in an organization should take orders from and report to only one person |
Unity of command |
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Teamwork and cooperation among people in the organization |
Esprit de corps |
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Anything should be done in proper sequence |
Order (seiri) |
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The number of people a manager can effectively control and manage |
Span of control |
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2 types of span control |
1. Executive control (president) 2. Operative control (supervisors, mangers etc) |
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Evolution of Management theories |
1. The Classical or Traditional School 2. The Human Relations School 3. The Management Science or Quantitative School 4. The Modern Management |
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This is built on principles as those presented by Mooney, Reiley, Gullick, Fayol, Emerson and Taylor. |
The Classical or Traditional School |
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The Classical or Traditional School |
-Fayol's 14 principles -Scientific management by Frederick Taylor -The Gilbreths and Motion Study |
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-The Father of time study -Wrote the book—Principles of Scientific Management |
Frederick Taylor |
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Emphasized the ideal motions required to perform a job in an optional fashion They developed the therblig |
Frank and Lilian Gilbreth |
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Elemental hand and arm motion |
Therblig |
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Emphasizes the human element |
Human relations theory |
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His study can truck the beginnings of human relations school |
Elton Mayo |
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Contributors in Human relations school |
Agyris Barnard March Simon Likert McGregor |
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An employee must be treated as a human being and not as a mere factor of production |
Human relations theory |
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-Stresses the use of quatitative techniques and methods in decision making -Advocates local sequence of problem formulation |
Management science approach |
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Quantitative tools commonly used |
Queueing Linear programming Program evaluation review technique (PERT) Critical Path Method (CPM) Monte Carlo Method Decision theory Stimulation theory Probability theory |
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The use of quantitative techniques in decision making |
Operations management |
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-This theory is still in the process of evolving -Contributors come from behavioral sciences, OR, MS |
Modern Management |
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Contends that the development of modern management theory has led to a destructive jungle warfare and the management theory looks like jungle. |
Harold Kontz |
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Is logical and systematic approach of formulating objectives, programs, policies, procedures, budgets, rules and regulations and other types of plans |
Planning |
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Four major factors |
1. Contribution to purpose and objectives 2. Planning as the first basic function 3. Planning as a function of all managers 4. Planning for efficient organization |
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Importance of planning |
1. To offset uncertainty and change 2. To focus attention to planned targets 3. To gain economical and efficient operation 4. To facilitate control |
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Plans should be SMART |
Simple Measurable Attainable Realistic Time bounded |
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Kinds of objectives |
Organizational Managerial Individual |
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Deal with the general direction and purposes of an organization |
Organizational |
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Identify the goals of particular department or organizational segment |
Managerial |
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Personalized objectives which outline what individuals in the grouo are trying to accomplish |
Individual |
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Characteristics of objectives |
Must be specific Must be practical Must be qualified |
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Types of setting objectives |
Profitability Customer care Employee—manager needs and well being |
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Is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workers as well as the local community and society at large |
Corporate Social Responsibility |
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Vision or guiding philosophy |
Purpose Mission Core Values and beliefs |
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Types of plans—levels of management |
-Strategic planning—Top level management -Tactical planning—middle level -Primary operational planning—first level management |
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Concerned with the entire operation. It reflects the broad overall concepts of an enterprise operation. |
Strategic planning |
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Is the method of shaping a company's future and involves determining the long-run directiom of the organization |
Strategy |
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It outlines the basic steps and management intends to do to achieve its objectives |
Strategy |
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Some activities in strategic planning |
1. Choosing company planned targets 2. Planning the organization 3. Setting personel policies 4. Setting financial policies 5. Setting marketing policies |
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The means to achieve a strategy, to activate it and make it works |
Tactical plans |
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Some activities in tactical planning |
1. Formulating budgets 2. Planning the staff line 3. Formulating personel practices 4. Working capital expenditures |
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Is one that manager uses to accomplish his job responsibilities. Single plan or ongoing plan |
Operating plan |
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Type of operating plan |
1. Single use plan (ex. Program, budget) 2. Ongoing plan (ex. Policy, procedures, rules) |
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Actual course of action designed to carried put the established objectives |
Program |
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Plan started in financial terms "Numbered program" |
Budget |
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Basic guidelines for action Broad general guide for actions |
Policy |
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Set of step by step directions in which activities are to be carried out |
Procedures |
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Specific plans for controllinh human behavior |
Rules |
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Types of planning according to range of plans |
1. Short range plans (6months to 1 year) 2. Long range plans (5-20 years) |
