Management

APO - TES BangladeshAPO - TES Bangladesh Furniture ManufacturingFurniture Manufacturing 11

AREAS OF MANAGEMENTAREAS OF MANAGEMENT

Managers work in different departments of an Managers work in different departments of an organization.organization.

Most departments specialize in activities relating Most departments specialize in activities relating to finance, operations, marketing, human to finance, operations, marketing, human resource, administration, public relations and resource, administration, public relations and others.others.


Finance ManagersFinance Managers They deal with managing financial resources. They deal with managing financial resources. Activities - cash management, investment, Activities - cash management, investment,

budgeting and to some extent, accounting. budgeting and to some extent, accounting.

Operations ManagersOperations Managers Managers who perform these functions are Managers who perform these functions are

concerned with managing processes in the concerned with managing processes in the production of the organization's products and production of the organization's products and services. services.

Responsibilities - production control, inventory Responsibilities - production control, inventory control, quality control, plant layout, machine control, quality control, plant layout, machine identification and setting out safety measures.identification and setting out safety measures.


Marketing ManagersMarketing Managers Concerned with the organization's marketing and Concerned with the organization's marketing and

sales.sales. Also involved in product design, its promotion and Also involved in product design, its promotion and

distribution.distribution. Human Resource ManagersHuman Resource Managers Responsible for hiring, training and developing Responsible for hiring, training and developing

people. people. Advise the company on industrial relations. Advise the company on industrial relations. Responsibilities - plan human resource needs, Responsibilities - plan human resource needs,

select and recruit employees, orientate them, select and recruit employees, orientate them, prepare for their training and development needs, prepare for their training and development needs, help design compensation and benefit packages, help design compensation and benefit packages, and formulate appraisal systems. and formulate appraisal systems.


Administrative ManagersAdministrative Managers These managers do administrative work. They These managers do administrative work. They

normally possess a sound knowledge of the normally possess a sound knowledge of the business but are not experts in the field. business but are not experts in the field.

Public Relations ManagersPublic Relations Managers Managers deal with public relations and the Managers deal with public relations and the

media -from both the electronic and print sectors. media -from both the electronic and print sectors. Write speeches, answer questions pertaining to Write speeches, answer questions pertaining to

the company. the company. Duty is to make the organization visible to the Duty is to make the organization visible to the

public.public.


CAUSES OF PROBLEMSCAUSES OF PROBLEMS

1.1. Delays caused by errors and mistakesDelays caused by errors and mistakes

2.2. Work returned because of faulty Work returned because of faulty workmanship.workmanship.

3.3. Difficulties caused by changes in Difficulties caused by changes in methods or proceduremethods or procedure

4.4. Excessive wear and tear on equipment.Excessive wear and tear on equipment.

5.5. Difficulties in mastering new equipment.Difficulties in mastering new equipment.

6.6. Untidiness of work area.Untidiness of work area.



7.Too much waste or work to rectify.7.Too much waste or work to rectify.

8. Specifications not followed.8. Specifications not followed.

9. Quality-standards not met. 9. Quality-standards not met.

10. Errors caused by careless measuring.10. Errors caused by careless measuring.

11. Risks of the job not known.11. Risks of the job not known.

12. Careless of personal safety.12. Careless of personal safety.



13. Safety devices not properly used.13. Safety devices not properly used.

14. Materials not stacked properly. 14. Materials not stacked properly.

15. Ignorance of safety rules.15. Ignorance of safety rules.

16. No interest in the work.16. No interest in the work.



17. Importance of minor jobs not realized.17. Importance of minor jobs not realized.

18. Dissatisfaction because work cannot be 18. Dissatisfaction because work cannot be mastered.mastered.

19. No available substitute for absentees 19. No available substitute for absentees who holdkey positions.who holdkey positions.

20. Too much time taken to reach accepted 20. Too much time taken to reach accepted standards.standards.


Ten characteristics of a leaderTen characteristics of a leader

1.1. Communicates and is also a willing listenerCommunicates and is also a willing listener2.2. Is interested and appreciativeIs interested and appreciative3.3. Is honest Is honest 4.4. Is objective, open-minded and fairIs objective, open-minded and fair5.5. Delegates and trusts subordinates Delegates and trusts subordinates 6.6. Motivates and is a team-builder Motivates and is a team-builder 7.7. Is knowledgeable, experienced and has good Is knowledgeable, experienced and has good

judgment judgment 8.8. Is approachable Is approachable 9.9. Is enthusiastic and positive Is enthusiastic and positive 10.10. Is decisive courageous and committedIs decisive courageous and committed


Responsibilities of a LeaderResponsibilities of a Leader

CommunicateCommunicateAll leaders must be able to convey their thoughts in a clear All leaders must be able to convey their thoughts in a clear and concise manner.and concise manner.

Team-builderTeam-builderThey must be able to keep together members from a They must be able to keep together members from a variety of backgrounds, interest and opposing viewpoints.variety of backgrounds, interest and opposing viewpoints.

MotivatorMotivatorGet people to do their best!Get people to do their best!

Knowledge-sharingKnowledge-sharingA leader must be more knowledgeable than his A leader must be more knowledgeable than his subordinates. He must also show subordinates. He must also show the the followers this abilityfollowers this ability through advicethrough advice and performance.and performance.



EnquirerEnquirerA leader today practices management by walking aboutA leader today practices management by walking about MBWA) and moves around and observes what is happening MBWA) and moves around and observes what is happening on the shop floor. This enables him to know his followers on the shop floor. This enables him to know his followers well. Management through "remote control" is not the order well. Management through "remote control" is not the order of the day!of the day!

WarmthWarmthA leader loves and cares for his people. His warmth radiates A leader loves and cares for his people. His warmth radiates and his genuine care and concern are felt and seen. "Plastic and his genuine care and concern are felt and seen. "Plastic smiles" will not work! Konosuke Matsushita spoke to his smiles" will not work! Konosuke Matsushita spoke to his people from the heart. His care and warmth have brought people from the heart. His care and warmth have brought forth great sacrifices from his followers.forth great sacrifices from his followers.



IntegrityIntegrityHe can be trusted, especially in difficult circumstances. This He can be trusted, especially in difficult circumstances. This is a very important element in personal relations. Their is a very important element in personal relations. Their dealings with external agencies such as government dealings with external agencies such as government departments, licensing authorities and customers should be departments, licensing authorities and customers should be beyond reproach.beyond reproach.

Following throughFollowing throughA leader must be tough and have the tenacity to complete A leader must be tough and have the tenacity to complete a job. Once a target is set and agreed upon, all efforts must a job. Once a target is set and agreed upon, all efforts must be channeled to achieve them.be channeled to achieve them.


KEY CHARACTERISTICS OF KEY CHARACTERISTICS OF EFFECTIVE MANAGERSEFFECTIVE MANAGERS

H C H C de Bettignies de Bettignies of INSEAD (European Inst. of Business of INSEAD (European Inst. of BusinessAdmin.) opines that senior level executives would need toAdmin.) opines that senior level executives would need tohave the following:have the following:

An international outlook - possess good English An international outlook - possess good English and communication skills.and communication skills.

Ability to manage information -computer Ability to manage information -computer

literate.literate.

A greater sense of corporate responsibility.A greater sense of corporate responsibility.

Skilful in business -government relationship.Skilful in business -government relationship.


KEY CHARACTERISTICS OF EFFECTIVE MANAGERSKEY CHARACTERISTICS OF EFFECTIVE MANAGERS

A long-term view in their decision-making process -operate A long-term view in their decision-making process -operate with a high degree of flexibility and adaptability.with a high degree of flexibility and adaptability.

Ability to design adaptable structures and management Ability to design adaptable structures and management systems.systems.

A good human resource development policy -see people as A good human resource development policy -see people as a strategic resourcea strategic resource

Sensitivity to the organization's culture.Sensitivity to the organization's culture.

Ability to manage change.Ability to manage change.

Willingness to enhance their education through Willingness to enhance their education through continuous learning. continuous learning.


What ten things must I not do?What ten things must I not do?

1.1. I must try not to do everything myself. I I must try not to do everything myself. I must delegatemust delegate

2.2. I must keep looking ahead to anticipate I must keep looking ahead to anticipate and prevent difficulties instead of waiting and prevent difficulties instead of waiting to rectify themto rectify them

3.3. I must make allowances for other people I must make allowances for other people and their faults and meet them half-wayand their faults and meet them half-way

4.4. I must try not to make a judgment before I must try not to make a judgment before I have all the facts. I have all the facts.

5.5. I must have no favorites and must be I must have no favorites and must be seen to be fair and impartialseen to be fair and impartial


What ten things must I not do?What ten things must I not do?

6.6. I must try not to be too critical of management I must try not to be too critical of management and company policy in front of the menand company policy in front of the men

7.7. I must not lose my temper or my dignity and I must not lose my temper or my dignity and must maintain self-controlmust maintain self-control

8.8. I must identify and carry out my real priorities I must identify and carry out my real priorities and must not get sidetracked or go off at a and must not get sidetracked or go off at a tangent to do things I like doingtangent to do things I like doing

9.9. I must discover the things that I do which I must discover the things that I do which irritate other people and correct themirritate other people and correct them

10.10. I must try to keep a sense of humour because in I must try to keep a sense of humour because in times of real crisis it is the only thing which will times of real crisis it is the only thing which will prevent me from going madprevent me from going mad


Peter Drucker's View of Peter Drucker's View of the Manager of Tomorrowthe Manager of Tomorrow

According to Drucker, the manager of tomorrow would According to Drucker, the manager of tomorrow would have to equip himself with seven new tasks:have to equip himself with seven new tasks:

1.1. He must manage to meet objectives.He must manage to meet objectives.2.2. He must take more risks and plan for longer He must take more risks and plan for longer

periods ahead. Decision making is to be made periods ahead. Decision making is to be made at lower levels. He must also calculate risks. at lower levels. He must also calculate risks.

3.3. He must be able to make strategic decisions.He must be able to make strategic decisions.4.4. He must be able to build an integrated team and He must be able to build an integrated team and

be able to measure individual performances.be able to measure individual performances.


Peter Drucker's View of Peter Drucker's View of the Manager of Tomorrowthe Manager of Tomorrow

5.5. He will communicate information speedily and He will communicate information speedily and clearly, and must be able to motivate clearly, and must be able to motivate professionals and specialists.professionals and specialists.

6.6. Mastering just one function would be insufficient Mastering just one function would be insufficient as he must be able to see the business as a whole as he must be able to see the business as a whole and be able to integrate his functions into it.and be able to integrate his functions into it.

7.7. Knowing a few products or one industry would be Knowing a few products or one industry would be insufficient because he must be able to relate his insufficient because he must be able to relate his product and industry to the total environment. He product and industry to the total environment. He will have to look outside his own market and will have to look outside his own market and country.country.


Theories and Thinkers of ManagementTheories and Thinkers of Management

Theory ZTheory Z

William G Ouchi – Univ. of CaliforniaWilliam G Ouchi – Univ. of CaliforniaTheory Z is a collection of successful practices from Japanese and AmericanTheory Z is a collection of successful practices from Japanese and Americancompanies that could be used by modern managers. companies that could be used by modern managers. Main issues are team productivity, worker interests, quality circles andMain issues are team productivity, worker interests, quality circles andquality of work life (QWL). quality of work life (QWL).

Excellence in ManagementExcellence in Management

Tom Peters and Robert Waterman-“In Search of Excellence”Tom Peters and Robert Waterman-“In Search of Excellence”Most excellent companies are good in their basics:Most excellent companies are good in their basics:1.1. They attend to their customer needs- get close to them-unparallel They attend to their customer needs- get close to them-unparallel

serviceservice qualityquality2. 2. Conducive working environment Conducive working environment 3. 3. Management respects workers – productivity through people.Management respects workers – productivity through people.4. 4. Companies has sense of social responsibilities.Companies has sense of social responsibilities.


OrganizationOrganization

Konosuke MatsushitaKonosuke MatsushitaMatsushita practiced many innovative management concepts:Matsushita practiced many innovative management concepts:1.1. Divisional organizational structureDivisional organizational structure2.2. New methods in distributionNew methods in distribution3.3. Effective control systemsEffective control systems

Peter DruckerPeter DruckerHe is a prolific writer that make difficult management concepts simple. He is a prolific writer that make difficult management concepts simple. Managing by objectivesManaging by objectives1.1. Strategic planningStrategic planning2.2. Corporate cultureCorporate culture3.3. Social responsibilitySocial responsibility4.4. He stresses the power of information. He stresses the power of information. 5.5. Replaces term “Span of control” to “Span of communication”.Replaces term “Span of control” to “Span of communication”.

MarketingMarketing

Theodore Lewitt-Marketing MyopiaTheodore Lewitt-Marketing MyopiaTalks about globalization of markets, world markets are becoming smaller, Talks about globalization of markets, world markets are becoming smaller, goods are becoming standardized and economies of scale.goods are becoming standardized and economies of scale.


Production qualityProduction quality

Philip CrosbyPhilip CrosbyHis emphasis is on quality. Quality is conformance to established standards. His emphasis is on quality. Quality is conformance to established standards. When we don’t conform to standards, there is no quality. Quality is free.When we don’t conform to standards, there is no quality. Quality is free.Taichi OhnoTaichi Ohno - - ToyotaToyotaJust in time (JIT) and Total Quality Control in Toyota.Just in time (JIT) and Total Quality Control in Toyota.

Corporate StrategyCorporate Strategy

Kenichi OhmaeKenichi Ohmae - The Mind of the Strategist - The Mind of the StrategistStrategic triangle of 3 Cs. Concern for company, customers and competition.Strategic triangle of 3 Cs. Concern for company, customers and competition.He believes companies must find new ways of doing old thing or invent new He believes companies must find new ways of doing old thing or invent new things.things.

Michael PorterMichael Porter - - Competitive Strategy and Competitive AdvantageCompetitive Strategy and Competitive AdvantageA company should increase its competitiveness in a chosen industry. Company A company should increase its competitiveness in a chosen industry. Company

should maximize whatever that makes it different from other competitors. should maximize whatever that makes it different from other competitors. Aim for long-term profitability.Aim for long-term profitability.

Gaby MendozaGaby Mendoza, , Asian Institute of ManagementAsian Institute of ManagementSelect management style that suits this part of the world (Asia). Essence of Select management style that suits this part of the world (Asia). Essence of Kinship and family-centredness. Look after workers like father looking after Kinship and family-centredness. Look after workers like father looking after their children their children


MANAGEMENT DEVELOPMENTSMANAGEMENT DEVELOPMENTS

Managers must be aware of the latest developments in their Managers must be aware of the latest developments in their profession.profession.

Some of the key concepts are as follows:Some of the key concepts are as follows:

KaizenKaizenJapanese word meaning a gradual, unending improvement -doing Japanese word meaning a gradual, unending improvement -doing "little things" better, and achieving even higher standards in terms "little things" better, and achieving even higher standards in terms of speed, quality and quantity. This is said to be a phenomenon of speed, quality and quantity. This is said to be a phenomenon peculiar to the Japanese life- style, which pays particular attention peculiar to the Japanese life- style, which pays particular attention to continuous refinement and improvement. to continuous refinement and improvement.

KanbanKanbanAnother Japanese word, which means reminder Another Japanese word, which means reminder . . Refers to Refers to production and a stock control system widely known as "just in production and a stock control system widely known as "just in time" (JIT). Toyota Motor Corporation excels in this field.time" (JIT). Toyota Motor Corporation excels in this field.


Business Process Re-engineeringBusiness Process Re-engineering (BPR) (BPR)

Business process re-engineering is a concept that is akin to Business process re-engineering is a concept that is akin to the Japanese the Japanese kaizen kaizen concept, which means that you concept, which means that you continually improve yourself, refocus and strategize. BPR continually improve yourself, refocus and strategize. BPR started in the United States in the early 1980s.started in the United States in the early 1980s.

Some key steps involved in re-engineering are as follows:Some key steps involved in re-engineering are as follows:

1.1. Set aggressive re-engineering performance targetsSet aggressive re-engineering performance targets2.2. Top management commitment Top management commitment 3.3. Review customer needs, market trends, success factors & Review customer needs, market trends, success factors &

costscosts4.4. Assign an additional senior executiveAssign an additional senior executive5.5. Conduct a comprehensive pilot test Conduct a comprehensive pilot test


BenchmarkingBenchmarking

This is a process of measuring and comparing a company'sThis is a process of measuring and comparing a company'soperations, products and services against the topoperations, products and services against the topcompanies (in the same business) within and outside. companies (in the same business) within and outside.

Implementation guidelines are as follows:Implementation guidelines are as follows:

1.1. Identify the function (e.g. sales, accounts) to be Identify the function (e.g. sales, accounts) to be benchmarked.benchmarked.

2.2. Identify the leading company in that function.Identify the leading company in that function.3.3. Identify the variables to measure. Collect data. There could Identify the variables to measure. Collect data. There could

be agreement with the co-operating company.be agreement with the co-operating company.4.4. Analyze and compare the data. Describe the critical Analyze and compare the data. Describe the critical

success factors.success factors.5.5. Project future performance levels of the benchmarked Project future performance levels of the benchmarked

company in order to keep pace with it or surpass it company in order to keep pace with it or surpass it


The Seven Habits of Effective PeopleThe Seven Habits of Effective People

a)a) The Goose and The Golden EggThe Goose and The Golden Egg

1.1. A poor farmer visits the nest of his goose and finds by A poor farmer visits the nest of his goose and finds by her side, a glittering golden egg. Much to his delight, the her side, a glittering golden egg. Much to his delight, the egg is pure gold! egg is pure gold!

2.2. He gathers an egg every morning and soon became He gathers an egg every morning and soon became wealthy. Then, he became greedy. wealthy. Then, he became greedy.

3.3. In an attempt to get all the gold, he kills the goose, opens In an attempt to get all the gold, he kills the goose, opens it and found nothing.it and found nothing.

4.4. It seems we are always concerned with doing things right It seems we are always concerned with doing things right (efficient) rather then doing the right things (efficient) rather then doing the right things (effectiveness).(effectiveness).

5.5. The farmer tried to be efficient by killing the goose, but in The farmer tried to be efficient by killing the goose, but in doing so he was ineffective. doing so he was ineffective.


b)b) RelationshipsRelationships Relationships should be effective.Relationships should be effective. Relationships must be like an emotional bank.Relationships must be like an emotional bank. Deposits must be in the form of courtesies, Deposits must be in the form of courtesies,

respect, kindness, patience, service and respect, kindness, patience, service and honesty.honesty.

Withdrawals are like ego trips, no apologies for Withdrawals are like ego trips, no apologies for mistakes, neglect of human relationships.mistakes, neglect of human relationships.

“ “SEVEN HABITS ARE FOR PEOPLE WHO WANTS TO SEVEN HABITS ARE FOR PEOPLE WHO WANTS TO

ACHIEVE DESIRED RESULTS”ACHIEVE DESIRED RESULTS”


Habits are patterns of behavior that involve three Habits are patterns of behavior that involve three overlapping components:overlapping components:

KNOWLEDGE ATTITUDE SKILLKNOWLEDGE ATTITUDE SKILL

These three components are learned rather than inherited.These three components are learned rather than inherited. Habits of effectiveness can be learned, and habits of Habits of effectiveness can be learned, and habits of

ineffectiveness can be unlearned.ineffectiveness can be unlearned. Successful people practice habits of effectiveness, Successful people practice habits of effectiveness,

internally motivated with a mission.internally motivated with a mission. The seven habits are interrelated, interdependent, and The seven habits are interrelated, interdependent, and

sequential. sequential. The first three are habits of character (dependence to The first three are habits of character (dependence to

independent) while the next three are habits of outward independent) while the next three are habits of outward expression of character (interdependence). expression of character (interdependence).


Habit 1: Be ProactiveHabit 1: Be Proactive Proactive means having a habit of personal vision.Proactive means having a habit of personal vision. Take responsibility for our attitudes and actionsTake responsibility for our attitudes and actions Responsibility = Response + Action . Proactive people Responsibility = Response + Action . Proactive people

develop the ability to choose their response.develop the ability to choose their response. They are a product of their values and decisions, rather They are a product of their values and decisions, rather

than their moods and conditions.than their moods and conditions. The more we exercise our freedom to choose our The more we exercise our freedom to choose our

response, the more proactive we are.response, the more proactive we are.

The key is:The key is:

To be a lightTo be a light Not a judgeNot a judge

A modelA model Not a criticNot a critic

A programmerA programmer Not a programmedNot a programmed

Feed opportunitiesFeed opportunities Starve problemsStarve problems

Keep promisesKeep promises No excusesNo excuses


HABIT 2: BEGIN WITH THE END IN MINDHABIT 2: BEGIN WITH THE END IN MIND

Habit of personal leadership, begin the day with a clear Habit of personal leadership, begin the day with a clear understanding of your direction and destination.understanding of your direction and destination.

Effective people realize things are created mentally Effective people realize things are created mentally before they are created physically. before they are created physically.

They write mission - frame of reference in making They write mission - frame of reference in making decisions decisions

- clarify values- clarify values - set priorities - set priorities

- select goals.- select goals. Ineffective people - have old habitsIneffective people - have old habits

- allow other people and - allow other people and environment to affect them environment to affect them

If design is good the construction will be goodIf design is good the construction will be good


HABIT 3: PUT FIRST THING FIRSTHABIT 3: PUT FIRST THING FIRSTHabit of personal management involves Habit of personal management involves organizing and managing time & events organizing and managing time & events according to priorities identified in Habit according to priorities identified in Habit 2.2.

Organize it into categories of:Organize it into categories of:a) Urgent – Importanta) Urgent – Importantb) Not urgent – Importantb) Not urgent – Importantc) Urgent – Not Importantc) Urgent – Not Importantd) Not urgent-Not Importantd) Not urgent-Not Important


HABIT 4: THINK WIN-WINHABIT 4: THINK WIN-WIN 11.. Win-win is the habit of inter-personal Win-win is the habit of inter-personal

leadership leadership2.2. Cooperative efforts of two or more peopleCooperative efforts of two or more people3.3. Seek mutual benefitSeek mutual benefit4.4. Explores all optionsExplores all options5.5. Win win performance agreement based on Win win performance agreement based on

the following;the following; Desired resultsDesired results GuidelinesGuidelines ResourcesResources AccountabilityAccountability ConsequenceConsequence


HABIT 5: SEEK FIRST TO UNDERSTAND, HABIT 5: SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOODTHEN TO BE UNDERSTOOD

The habit of communication is a master skill The habit of communication is a master skill in life to building win - win relationshipin life to building win - win relationship

Our perceptions come from our experience Our perceptions come from our experience Most creditability problems begin with Most creditability problems begin with

differences – try to understand the other differences – try to understand the other person’s view.person’s view.

Listening is important, it lowers another Listening is important, it lowers another person’s defensesperson’s defenses


HABIT 6: SYNERGIZEHABIT 6: SYNERGIZE Synergize is a habit of creative Synergize is a habit of creative

cooperation or teamwork.cooperation or teamwork. Difference in relationships can Difference in relationships can

produce synergyproduce synergy Bring ideas together with mutual Bring ideas together with mutual

respect.respect. It is also a human relations It is also a human relations

approach of solving problems approach of solving problems


HABIT 7: SHARPEN THE SAWHABIT 7: SHARPEN THE SAW

It is the habit of self renewalIt is the habit of self renewal Sharpening the saw is also a maintenance jobSharpening the saw is also a maintenance job Habit of sharpening the saw is self renewal in four areas Habit of sharpening the saw is self renewal in four areas

of our life's:of our life's:– PhysicalPhysical– MentalMental– Emotional-socialEmotional-social– SpiritualSpiritual

Without this discipline; Without this discipline; – Body becomes weakBody becomes weak– Mind becomes mechanicalMind becomes mechanical– Emotions – rawEmotions – raw– Spirit – insensitiveSpirit – insensitive– Person – selfishPerson – selfish


““IT’S THE LAW OF THE HARVEST, WE IT’S THE LAW OF THE HARVEST, WE REAP AS WE SOW. WE WILL ENJOY REAP AS WE SOW. WE WILL ENJOY

SUCCESSFUL HARVEST IF WE SUCCESSFUL HARVEST IF WE CULTIVATE THE 7 HABITS AND LIVE CULTIVATE THE 7 HABITS AND LIVE

IN ACCOPRDANCE WITH THE IN ACCOPRDANCE WITH THE UNDERLYING PRINCIPLESUNDERLYING PRINCIPLES”. ”.