Transcript MANAGEMENT 1

MANAGEMENT 1
COURSE REQUIREMENTS
• Class schedule 40 hours
• Final Exam (50 questions)
• Class project
– Using an incident that has happened to
you, write or type a two page paper
describing the incident and the outcome.
Due Thursday.
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OSFM REQUIREMENTS
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Management I
Management II
Tactics & Strategy I
Instructor I
Fire Principles I
Firefighter III and minimum of one year
of job performance experience.
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Company Officer
Qualifications
– Education: degree or certificates
– Communication Skills: oral and written
– Experience: exposure to line and staff
functions
– Human Relation Skills: dealing with people
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Today’s New Requirement
Most organizations are requiring FO I or II
before taking the promotional exam.
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Company Officer
Daily Responsibilities
– Attendance Control
– Accident prevention
– Maintaining Moral
– Adjusting complaints & grievances
– Improving discipline
– Keeping records & reports
– Improving quality of work
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Company Officer
Daily Responsibilities (Cont...,)
– Planning & scheduling work
– Training personnel
– Coordinating resources
– Inspection & care of tools
– Work assignments
– Checking work assignments
– Explaining rules & regulations
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Company Officer
Major Responsibilities
– Delegate responsibilities
– Supervise for positive results
– Safety of personnel
– Moral
– Training
– Records & Reports
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Company Officer
Common problems with today’s
supervisor
– Making promises
– Autocratic Skills
– Playing favorites
– Careless remarks
– Failure to delegate
– Not accepting responsibilities
– Temper control
– Special
privileges
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Company Officer Roles
Community relations
– Visible & proactive
Family Structure
Race, ethnic and age factors
Religion
Economic conditions
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Introduction to Management
Management: The process of planning,
organizing, leading, and controlling the
work of organizational members and of
using all available organizational
resources to reach stated organizational
goals. OR, The art of getting things
done through people..
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Today’s Fire Service
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Reactive type of work
Society demands a qualified firefighter
Increased complexity of Departments
Chief Officers are separated from work
force
• Team building are essential
• Clear Goals and Objectives are needed
to survive
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Public Sector Vs. Private
Sector
• Customer / Citizen
• Selling a product / Providing a product
• Choice to buy / Must pay taxes
It don't matter what sector we are in,
Management is needed and demanded.
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HISTORY & THEORY OF
MANAGEMENT
Theory: Part of an art or science that
attempts to explain the relationships
between and among its underlying
principles.
Theory gives us a reason for doing things
one way rather than another.
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SCHOOLS OF MANAGEMENT THEORY
Quality Management School
Contingency School
Systems School
Quantitative Management School
Behavioral Management School
Scientific Management School
Classical Management School
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CLASSICAL MANAGEMENT
A theory that focused on finding the “one
best way” to perform and manage tasks.
• England's Industrial Revolution (1700’s)
• Steam instead of running water
• Constant flow of labor and materials
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CLASSICAL MANAGEMENT
Charles Babbage 1792-1871
• He defined principles of management
– Division of Labor
Isolate each skill and train the worker to that
one particular skill. How is that applied in
the fire service?
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CLASSICAL MANAGEMENT
Robert Own 1771-1858
• Working & living conditions were poor
• Child workers of 5 and 6 yr.. of age
• 13 hour work days
Improved conditions to a 10 hour day.
Hired no children under ten. Opened a
company store so workers could
purchase goods cheaper. Invested in
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workers not the machines.
SCIENTIFIC MANAGEMENT
Frederick Taylor 1856-1915
• Low productivity
• Non-skilled labor
To find the “one best way” to perform the
job. To find a scientifically correct way,
time and motion studies, to do the job.
Break the job down into components
and design the quickest and most
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efficient
method
each
part
of the job.18
SCIENTIFIC MANAGEMENT
Middle Steel, Simonds Rolling Machine, Bethlehem Steel
• Improved productivity with rest periods
• Improved moral
• Improved wages due to increased
profits (piece work).
• Improved relations between
management & labor
$1.15 per day for 12.5 tons to $1.85 per day for 47.5 tons
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SCIENTIFIC MANAGEMENT
Henry L. Gant 1861-1919
• Workers needed more incentives to
produce.
• Supervisors would earn a bonus if
worker did.
Workers and Supervisors would both earn daily
bonuses if quotas were met. Work productivity was
recorded daily on charts. The objective was to
publicly show if you fell above or below the standard.
Gant Charts
stillCopy
used
today.
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SCIENTIFIC MANAGEMENT
1912 Resistance (American Revolution)
– Working harder and faster created layoffs
– Profits were not being shared with workers
Labor feared large layoffs due to no work or
low productivity.
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SCIENTIFIC MANAGEMENT
Frank B. and Lillian Gilbreth 1878-1972
Brick layer study Hospital operating rooms
– Promoted welfare of the workers
– Remove unnecessary movements that
cause fatigue.
The three position plan for promotion. Does
Job - Prepare for promotion - Train
successor. Every worker would be a doer,
learner, and teacher.
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CLASSICAL
ADMINISTRATIVE SCHOOL
Henry Fayol 1841-1925
Henry studied management behavior rather than the workers
behavior.
– Defined functions of management (still used
today)
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Planning
Organizing
Commanding
Coordinating
Controlling
– Management could be taught (not born)
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CLASSICAL
ADMINISTRATIVE SCHOOL
(cont...)
• Implemented Organizational charts
• Focused on the total organization
• Defined 14 principles of management
Unity of Command
Span of Control
Division of Labor *
Discipline
Chain of Command
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CLASSICAL/SCIENTIFIC
MANAGEMENT
Limitations: Management adopted the
technology but not the philosophy.
Layoffs did occur do to high productivity
and changes in piece rates left workers
producing more for less income. The
schools failed to tap the employees
beliefs, values and thoughts to
improving productivity. Leadership was
autocratic. Economic and physical
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needs popular, not social.
CLASSICAL MANAGEMENT
Chester Benard 1886-1961
New Jersey Bell. Benard believed people
came together in formal organizations to
achieve things they could not achieve
working alone. To survive and operate
efficiently, both the organization and
individuals goals and objectives are to
be kept in balance.
Labor & Management……Informal & Formal.26
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CHESTER BENARD MODEL
Organizational Goals
INDIVIDUAL GOALS
A
Organizational Goals
B
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BEHAVIORAL
MANAGEMENT
Proponents of behavioral management
recognized employees as individuals
with concrete human needs, as parts of
work groups. Enlightened managers
were to view their subordinates as
assets to be developed, not as
nameless robots expected to follow
orders.
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BEHAVIORAL
MANAGEMENT
Mary Parker Follett,
She believed that there was a partnership
with labor and management. She
believed that leadership should not
come from power and formal authority
as tradition, but from knowledge and
expertise. The manager should be the
person best equipped to head the
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BEHAVIORAL
MANAGEMENT
“Human Relations Movement”
Hawthorn Experiments, Elton Mayo
Studies performed at Western Electric 1924-33
A small group of workers were chosen. As they worked,
environmental conditions were altered. The end result
showed that productivity went up no matter what or how the
environmental and working conditions changed.
The answer: Employees work harder management was
concerned for their welfare and supervisors paid attention to
them.
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BEHAVIORAL
MANAGEMENT
To Mayo, the concept of the “social man”
motivated by social needs, wanting
rewarding on-the-job relationships, and
responding more to work-group
pressures than to management controlhad to replace the old concept of
“rational man” motivated by economical
needs (Evolution of Management, 1995)
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BEHAVIORAL
MANAGEMENT
Other Behavior Management pioneers
– Abraham Maslow: Hierarchy of needs
– Douglas McGregor: How manager
operated
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QUANTITATIVE
MANAGEMENT SCHOOL
World War II was the beginning of
quantitative management. Dealing with
large complex problems, operation
research teams (OR) made up of
specialist, were brought together to
solve management problems. By
pooling these individuals, significant
technology breakthroughs occurred.
Computer software is used today.
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SYSTEMS SCHOOL OF
MANAGEMENT
A system approach encourages
managers to view the organization
holistically. The functional areas (subsystems) are marketing, finance, and
human resource management. Each
sub-system interacts with the other and
if one fails, usually the failure will affect
the entire system i.e. the airline industry.
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CONTINGENCY
MANAGEMENT SCHOOL
The contingency school is based upon the
premise that manager’s preferred actions or
approaches depend on the variables of the
situations faced. The true contingency
approach uses behavioral science, classical
scientific tools, and management science to
solve daily problems or issues. This school
uses past experiences and flexibility in
choosing a course of action.
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QUALITY MANAGEMENT
SCHOOL
Beginning in the 1940’s, the essence of the
quality of any output is its ability to meet the
needs of the person or group. Quality
depends on everyone’s commitment to meet
and exceed customers’ expectations. Kaizen
ia a Japanese term used in business to mean
incremental, continuous improvement for
people, products, and processes.
“Quality Pays for Itself”…Total Quality Management
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MASLOW’S HIERARCHY
Self
Actualization
Secondary Needs
Esteem
Social
Safety
Primary Needs
Physical
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McCLELLAND STUDIES
Challenging
Satisfying
SUCCESS
Stimulating
Complex
Variety
Stability
LOW ACHIEVERS
Security
Predictability
FAILURE
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