Transcript Slide 1
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Management, Leadership, and Empowerment
7 Nickels McHugh McHugh * *
McGraw-Hill/Irwin Understanding Business, 8e
1-1
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
New Management Roles
• • • • • Skilled communicator Team player and a planner Coordinator Organizer Supervisor
Managing for the Future
1.
2.
3.
Prepare for the unexpected Faster reaction times Flatter structure 4.
5.
6.
Build teams Grow globally Develop cultural sensitivity 7.
8.
9.
Invest in technology Develop a family work atmosphere Create vision 10.
Enhance competencies
Management Functions
• Planning • Organizing • Leading • Controlling
Planning: Create Vision
• • Set Vision, Goals, Objectives Vision and Mission – Why • • Organization Exists, Purpose of Organization Objectives – Specific, Short-Term Continuous Process (SWOT) • Goals – Broad, Long Term
Questions of Planning
1.
• What is the situation now?
Where do we want to go?
2.
• • • • How can we get there from here?
Strategic Planning Tactical Planning Operational Planning Contingency Planning
SWOT Analysis
Potential Internal STRENGTHS Potential Internal WEAKNESSES Potential External OPPORTUNITIES Potential External THREATS
Planning Functions
Decision Making: Steps
1. Define 7. Determine 2. Describe 6. Do 5. Decide Decision Making 4. Develop Agreements 3. Develop Alternatives
Organizing
• Skills/Tasks • Stakeholders • Staffing
Management Pyramid
Division Heads, Plant Mgrs.
Top Management Middle Management
Employees
Supervisory (First-Line)
President, Vice Pres.
Foreman, Dept Heads
Non-supervisory
Required Management Skills
• Technical Skills • Human Relations Skills • Conceptual Skills
Successful Leadership
• Communicate a Vision • Establish Corporate Values • Promote Corporate Ethics • Embrace Change
Leadership Styles
• Autocratic • Participative (Democratic) • Free-rein
Four Leadership Types
• Rationalists • Politicists • Humanists • Culturists Source: CIO Nov 2003
Autocratic Leadership
Making managerial decisions without consulting others
Participative Leadership
• Democratic • Managers and employees working together to make decisions
Free-rein Leadership
• • Managers set objectives Employees are relatively free to do whatever it takes to accomplish those objectives
Empowering Employees
• Empowerment: Giving employees the authority and responsibility to make decisions.
• Enabling: Giving workers the education tools needed to make decisions.
Manager’s Empowerment Checklist
• TARGET • TOOLS • TRAINING • TIME • TRUTH • TRACKING • TOUCH • TRUST Source: Empowerment Checklist, Cathcart Institute, 2004, www.cathcart.com.
Knowledge Management
• Do you want to know more about your customers?
• What do I still not know?
• What about competition?
• What information would make the company more effective in the marketplace?
• Whom should I be asking?
Feedback
Controlling
Are standards realistic?
1.
Establish clear standards 5. If needed, take corrective action 4. Communicate results 2. Monitor and record performance 3. Compare results against standards
Are You a Micromanager?
• Do you have strategic initiatives that you have not addressed?
• Do you often check on your employees for quality control?
• Do you often check on your subordinates throughout the day?
• • Do you seldom take a vacation?
Is there a lot of turnover?
Did you answer YES to any question?
Source: CFO May 2005
Most Critical Trends, Management Concerns
• • • • • Globalization Improving Knowledge Management Cost and Cycle Time Reduction Improving Global Supply Chains Manufacturing at Multiple Locations and in Many Countries • Managing More Part-time, Temporary and Contract Workers Source: Quality Digest 2004
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Adapting Organizations to Today’s Markets
8 Nickels McHugh McHugh * *
McGraw-Hill/Irwin Understanding Business, 8e
1-25
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
Structuring an Organization Comprises:
• Division of Labor • Accountability • Team Tasks • Allocating Resources • Assigning Responsibility/ Authority • Establishing Procedures
Fayol’s Principles of Organization
• • • • • Unity of Command Hierarchy of Authority Division of Labor Subordination of Individual Interest to the General Interest • • Authority • • • Degree of Centralization Clear Communication Channels Order Equity Esprit de Corps
Weber’s Organizational Principles
• Job Descriptions • Written Rules • Procedures, Regulations, Policies • Staffing/Promotions Based on Qualifications
Centralization (No Delegation)
Advantages • • • • Greater Top Management Control More Efficiency Simpler Distribution System Stronger Brand/Corporate Image Disadvantages – Less Responsiveness to Customers – Less Empowerment – Interorganizational Conflict – Lower Morale Away from Headquarters
Decentralization (Delegate Authority)
Advantages – Better Adaptation to Customer Wants – More Empowerment of Workers – Faster Decision Making – Higher Morale Disadvantages • • • • Less Efficiency Complex Distribution System Less Top-Management Control Weakened Corporate Image
Organizational Structures
• • • Tall Organizations Many Layers of Management High Cost of Management Narrow Span of Control Flat Organizations • • • Current Trend Creation of Teams Broad Span of Control
Span of Control - Narrow
Advantages • • • • More Control by Top Management More Chances for Advancement Greater Specialization Closer Supervision Disadvantages • • • • Less Empowerment Higher Costs Delayed Decision Making Less Responsiveness to Customers
Span of Control - Broad
Advantages • • • • Reduced Costs More Responsiveness to Customers Faster Decision Making More Empowerment Disadvantages • • • • Fewer Chances for Advancement Overworked Managers Loss of Control Less Management Expertise
Departmentalization by Function
• • • Advantages Skill Development Economies of Scale Good Coordination Disadvantages – Lack of Communication – Employees Identify with Department – Slow Response to External Demands – Narrow Specialists – Groupthink
Departmentalization
• By Product • • By Function By Customer Group • By Geographic Location • By Process
Line Organizations
Advantages – Clear Authority & Responsibility – Easy to Understand – One Supervisor Per Employee Disadvantages – Inflexible – Few Specialists for Advice – Long Line of Communication – Difficult to Handle Complex Decisions
Line/Staff Organizations
Line Personnel – Formal Authority – Make Policy Decisions Staff Personnel – Advise Line Personnel – Assist Line Personnel
Matrix Organizations
Advantages – Flexibility – Cooperation & Teamwork – Creativity – More Efficient Use of Resources Disadvantages – Costly/Complex – Confusion in Loyalty – Requires Good Interpersonal Skills & Cooperation – Not Permanent
Important Conditions for Small Teams
1.
Clear Purpose 2.
Clear Goals 3.
Correct Skills 4.
Mutual Accountability 5.
Shift Roles When Appropriate Source: CIO Dec 2003
Networking
– Real Time – Transparency – Virtual Corporations
A Virtual Corporation
Accounting Firm Legal Firm Production Firm Core Firm Design Firm Distribution Firm Advertising Agency
Adapting to Change
• Restructuring for Empowerment • Focusing on the Customer • Creating a Change-Oriented Organizational Culture • The Informal Organization
Layers of Authority Traditional
• Top Managers- Decision Makers •
Middle Managers- Develops Rules & Procedures
•
Workers and Supervisors
Inverted Organization Structure Empowered front line workers Support Personnel Top Mgmt.
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Producing World-Class Goods and Services
* 9 Nickels McHugh McHugh * *
McGraw-Hill/Irwin Understanding Business, 8e
1-45
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
How Manufacturers Have Become More Effective
• • • • • • • Focus on customers Maintain close relationships Continuous improvement Focus on quality Save costs Rely on the Internet New production techniques
From Production to Operations Management
• Production • Production Management • Operations Management (OM)
Production Processes
• Form Utility • Process Manufacturing • Assembly Process • Continuous Process • Intermittent Process
Three Requirements For Production
1.
Build and deliver products in response to the demands of the customer at a scheduled delivery time 2.
Provide an acceptable quality level 3.
Provide everything at the lowest possible cost
11% 12% What Is Increasing Productivity?
8% Innovation 42% Capital Improvement Staff Downsizing Outsourcing Other 14%
Source: 2005 National Innovation Survey, Council on Competitiveness
Production Techniques
• Flexible Manufacturing • Lean Manufacturing • Mass Customization
Operations Management Planning
• Facility Location • Facility Layout • Materials Requirement Planning • Purchasing • J-I-T Inventory Control • Quality Control
Quality Control
• • • • • • Six Sigma Quality Statistical Quality Control (SQC) Statistical Process Control (SPC) The Baldrige Award ISO 9000 ISO 14000
Baldrige Award Recipients
• Sunny Fresh Foods, Inc., Monticello, MN (Manufacturing) • DynMcDermott Petroleum Operations, Orleans, LA (Service) • Park Place Lexus, Plano, TX (Small Business) • Richland College, Dallas, TX (Education) • Jenks Public Schools, Jenks, OK (Education) • Bronson Methodist Hospital, Kalamazoo, MI, (Health care) Source: NIST News Release, November 22, 2005 New
ISO
• • ISO was founded in 1947 At the end of 2004, the worldwide total of certificates: – ISO 9000 – 670,000 in 154 countries – ISO 14000 – 90,000 in 127 countries Source: Business Week Online, March 17, 2006
Control Procedures
• Program Evaluation & Review Techniques (PERT) • Gantt Chart
PERT Steps
1.
2.
3.
4.
Analyzing and sequencing tasks that need to be done Estimating the time needed to complete each task Drawing a PERT network illustrating the information from steps 1 and 2 Identifying the critical path
Gantt Chart
• Named for its developer, Henry Gantt • A bar graph that clearly shows what projects are being worked on and how much has been completed at any given time
Learning from Failure
• • • • • • Formalize forums for analyzing failure Move the goalposts Share personal stories Bring in outsiders Prove yourself wrong, not right Celebrate smart failures Source: Business Week Online, July 10, 2006
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Human Resource Management: Finding and Keeping the Best Employees
11 Nickels McHugh McHugh * *
McGraw-Hill/Irwin Understanding Business, 8e
1-60
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
HR Challenges
• • • • • • Shortages Unskilled Workers Undereducated Workers Shift in Workforce Composition Laws & Regulations Single-Parent & Two Income Families • • • • • • Attitudes Toward Work Continued Downsizing Overseas Labor Pools Customized Benefits Employees With New Concerns Decreased Loyalty
Determining HR Needs
1.
Prepare HR Inventory 2.
Prepare Job Analysis • Job Description • Job Specification 3.
Assess HR Demand 4.
Assess HR Supply 5.
Establish Strategic Plan
Hiring Process
• • Recruit Select • • • • • • Application Form Interview Test Investigate Examine Probation • Train/Develop • • • • • • • Orientation OJT Apprenticeship Off-The-Job Training Online Training Vestibule Training Job Simulation
Applicants’ Mistakes
2% 14% 6% 7% 9% 9% 32% 21% Interview Resume Cover Letter Reference Checks Interview Follow-up Screening Call Other Do Not Know
Source: USA Today
Interviewing Mistakes
18% 5% 3% Little/No Knowledge of Company Unprepared to Discuss Career Plans Limited Enthusiasm 25% No Eye Contact 49% Unprepared to Discuss Skills/Experience
Source: USA Today
Number Interviewed to Find Quality Hire One 2 to 3 4 to 6 7 to 10 More than 10 0%
Source: USA Today, January 24, 2005
10% 20% 30% 40% 50%
Important Factors When Phrasing Interview Questions
• Language • Relevance • Information Level • Complexity • Information Accessibility Source: University of Central Arkansas
Training & Development
•
Assess Needs
•
Design Training
•
Evaluate Effectiveness
Training Methods
1.
2.
3.
4.
5.
6.
7.
Employee Orientation On-The-Job Apprenticeship Off-The-Job Online Vestibule Job Simulation
Management Development
• On-The-Job Coaching • Understudy • Job Rotation • Off-The-Job Courses & Training
Performance Appraisal
1.
2.
3.
4.
5.
Establish Standards Communicate Standards Evaluate Performance Discuss Results Take Corrective Action 6.
Use Results to Make Decisions
Employee Retention
• Compensation • Individual • Team • Fringe Benefits • Job-Sharing • Flextime • • Core Time Compressed Workweek • Home-Based & Mobile Work
Compensation & Benefits Program Objectives
• Attract the right people • Employee incentives • Retain valued employees • Maintain competitiveness • Financial security for employees
Pay Systems
• Salary • Hourly wage and daywork • Piecework system • Commission plans • Bonus plans • Profit-sharing plans • Gain-sharing plans • Stock options
Scheduling To Meet Employee Needs
• Flextime Plans • Home-Based & Other Mobile Work • Job-Sharing Plans
Benefits of Job-Sharing
• Opportunities for wanting to work only part time • High level of enthusiasm and productivity • Reduced absenteeism and tardiness • Ability to schedule in peak demand period • Retention of experienced workers
How Employers Are Becoming Flexible Go Out Of Their Way to Accommodate Child-care Issues Offer Flexible Work Schedule Permit Time Off To Deal With Personal Issues Employees Schedule Their Own Vacation 0% 20% 40% 60% 80% 100% Source: insala.com, April 2005
Benefits of Providing Flexibility Higher Employee Retention Higher Employee Job Satisfaction Better Relations With Workers 0%
Source: Insala.com, April 2005
20% 40% 60% 80% 100%
Why is Retention Important?
• Employee turnover could cost up to 40% of a company’s annual profits • The average company loses $1 million with the loss of every ten managerial employees • Turnover costs are 50%-100% of the ex employees’ annual salary Source: insala,com, April 2005
Top 10 Reasons Employees Stay On Their Job
1.
Credit Union Membership 2.
Health Benefits 3.
Salary 4.
Good Coworkers 5.
Office Hours 6.
Childcare 7.
Vacation Time 8.
Sick Leave 9.
Distance from Home 10.
Popular Company
Source:
Creditunionrate.com, accessed July 13, 2006
Employee Movement
• Promotion/Reassignment • Termination • Retirement • Resignation
Companies’ Aid to Disabled Employees Renovate Workplace Job Reassignments Change of Hours Change of Responsibilities 0%
Source: USA Today
10% 20% 30% 40% 50%