Organisational Management, Development and Excellence (OM, OD, OE)

OUTLINES

Management in Business and Organisations

https://en.wikipedia.org/wiki/Management

1. What is it?
   1. A Function that coordinates the efforts of people
   2. To accomplish goals and Objectives
   3. By Using available resources efficiently and effectively
   4. How about Excellently?
   5. Satisfaction of stakeholders
      1. Shareholders: Making profits
      2. Customers: Creating valued products at reasonable cost
      3. Employees: Great employment experience and opportunities
      4. Donors: Keeping faith and trust
2. Management Functions and Process
   1. Awareness/ Forecasting: Knowing what's going on, keeping up to date and paint a reliable picture of the business's future environment
   2. Planning:
      1. Deciding what is to happen in the future and generating plans for action (in advance)
      2. Give mid and lower-level managers a good idea of the future plans for each department in an organization.
      3. A framework is created whereby plans and decisions are made.
      4. Mid and lower-level management may add their own plans to the business's strategies.
   3. Organizing/ Coordinating/ Staffing:
      1. Creating a structure which an organisation's goals can be accomplished
      2. Making sure human and non-human resources are put into place
   4. Leading/Commanding/ Directing/ Controlling:
      1. Determining what must be done in a situation and getting people to do it
      2. Steer organisation to accomplish goal/target
      3. Check progress against plans
   5. Resourcing
      1. Deployment and manipulation of human resources
      2. Financial resources
      3. Technological resources
      4. Natural Recourses
   6. Implementing Organisational Policies, Strategies and Values
      1. All policies and strategies must be discussed with all managerial personnel and staff
      2. Managers must understand where and how they can implement their policies and strategies.
      3. A plan of action must be devised for each department.
      4. Policies and strategies must be reviewed regularly.
      5. Contingency plans must be devised in case the environment changes.
      6. Top-level managers should carry out regular progress assessments.
      7. The business requires team spirit and a good environment.
      8. The missions, objectives, strengths and weaknesses of each department must be
      9. analyzed to determine their roles in achieving the business's mission.
      10. A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives.
3. Basic Roles
   1. Interpersonal: Roles that involve coordination and interaction with employees
   2. Informational: Roles that involve handling, sharing and analysing information
   3. Decision: Roles that require decision-making
4. Management Skills
   1. Political: Used to build power base and to establish connections
   2. Conceptual: used to analyse complex situations
   3. Interpersonal: Used to communicate, motivate, mentor and delegate
   4. Diagnostic: Ability to visualise appropriate responses to a situation
   5. Leadership: Ability to lead and to provide guidance to specific group
   6. Technical: expertise in one's particular functional area
5. Levels of Management
   1. TOP Management
      1. Who are they?
         1. Board of Directors
            1. Executive directors
               1. Accomplish Day to Day details
               2. Instructions for preparation of department budgets, procedures, schedules
               3. Appointment of middle level executives such as department managers
               4. Coordination of departments
               5. Media and Government relations
               6. Shareholder Communication
            2. Non-executive directors: Fiduciary duty to shareholders and not closely involved in day-to-day activities. Liable for breaches of duty and insured under directors and officers liability insurance
            3. Function of the Board
               1. Set corporate strategy
               2. Make major decisions such as major acquisitions
               3. Hires, evaluates and fires the top-level manager e.g. CEO
               4. May have certain employees e.g. internal auditors report to them or directly hire independent contractors
         2. President and Vice President
         3. CEOS and other C-level Executives
            1. Function of the CEO
               1. Implementing and determining (within board's framework) the broad policies of the organisation
      2. What do they do?
         1. Set the tone at the top
         2. Develop strategic plans
         3. Company policies
         4. make decisions on the direction of the business
         5. Play significant role of mobilizations of outside resources
         6. Accountable to shareholders and general public
      3. Skills Required by the Top Management
         1. Broad understanding of Competition
         2. World Economics
         3. Politics
   2. MIDDLE
      1. Who are they?
         1. General Managers
         2. Branch Managers
         3. Department Managers
         4. Operational Manager
      2. What do they do?
         1. Accountable to TOP management for department's function
         2. Devote time to organisational and directional functions
         3. Execute organizational plans in conformance with company's policies and objectives of top management
         4. Define and discuss information and policies from TOP management to lower management
         5. Inspire and provide guidance to lower level managers toward better performance
         6. Design and Implement Effective Group and Inter-group work and Information Systems
         7. Define and monitor group-level performance indicators
         8. Diagnose and resolve problems within and among work groups
         9. Design and implement reward systems that support cooperative behaviors
         10. Make decision and share ideas with top managers
   3. LOWER
      1. Who are they?
         1. Supervisors
         2. Section Leaders
         3. Formen
      2. What do they do?
         1. Focus on controlling and directing
         2. Assigning employees tasks
         3. Guiding and supervising employees on day-to-day activities
         4. ensure quality and quantity production
         5. Making recommendations and Suggestions and up-Channeling employee problems to higher management
         6. Role Models for employees
         7. Provide to Employees
            1. Motivation
            2. Career Planning
            3. Performance Feedback

Outline of Business Management

(Wiki)

• Self-management skills
  • Personal information management
  • Personal knowledge management
  • Stress management
  • Time management
• General organization management skills
  • Administration
  • Agile management
  • Change management
  • Conflict management
  • Conflict resolution
  • Constraint management
  • Theory of Constraints
  • Focused improvement
  • Donella Meadows' twelve leverage points to intervene in a system
  • Cost management
  • Crisis management
  • Critical management studies (CMS)
  • Customer relationship management
  • Design management
  • Earned value management
  • Human interaction management
  • Integration management
  • Interim Management
  • Knowledge management
  • Logistics management
  • Operations management
  • Organization development
  • Perception management
  • Planning
  • Process management
  • Program management
  • Project management
  • Quality management
  • Requirements management
  • Resource management
  • Risk management
  • Skills management
  • Spend management
  • Strategic management
  • Strategic planning
  • Systems management
• Department management
  • Accounting management
  • Communication management
  • Engineering management
  • Enterprise content management
  • Financial management
  • Human resource management
  • Information technology management
  • Marketing management
  • Procurement
  • Product management
  • Records Management
  • Supply chain management
• Field- or organization-specific management
  • Association management
  • Educational management
  • Facility management
  • Investment management
  • Land management
  • Public administration
  • Public management
  • Talent management

General management concepts

• Analysis paralysis
• Balanced scorecard
• Benchmarking
• Business
  • Business operations
  • Business process
• Business intelligence
• Industry or market research
• Industrial espionage
• Environmental scanning
• Marketing research
• Competitor analysis
• Reverse engineering
• Business plan
• Centralisation
• Corporate image
• Corporate governance
  • Corporation
  • Board of directors
  • Middle management
  • Senior management
  • Corporate titles
  • Cross ownership
  • Community management
• Critical path method
• Critical success factor
• Cultural intelligence
• Decentralisation
• Financial statement
• Futures studies
• Innovation
• Leadership
• Management by objectives
• Manufacturing
• Non-profit organization
• Operations research
• Organization
• PERT
• Poison pill
• Profit
• Shareholder value
• Strategy
• Structure
• Sustainable competitive advantage
• System

GUIDES

PERSPECTIVES