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CONSTANTA MARITIME UNIVERSITYSHIPPING DEPARTMENT
MARKETING-MANAGEMENT
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CHAPTER 1
MANAGEMENT INTRODUCTION
1.1. Etymology of the term MANAGEMENT MANAGERLinguists say that
time management - manager comes from the Latin
"manus" (hand) from which the terms "maneggiatore" (who dresează
horses) and"maneggiare" (training of horses). French term took on
the form of "Manege" and"maneger" and then as the "menage"
(household) and "menagerie" (a household,manage the economy, with
thoughtfulness money, income, assets) . In 1066when William of
Normandy becomes the first king of England, the English takeFrench
term "menage" to add the particle "to" resulting verb "manage to"
(togovern, administer, manage, to cope, to succeed, to lead ). Time
managementwas first introduced and used in journalism, government,
politics, sport and thearts. In 1882’s first Conference on
Management, conference participation is very
low. At the beginning of sec. XX concept of "manager" to
designate a persondriving a "business" or an institution, the main
administrative leader of acompany. In Romanian retrieve terms in
this respect are the French: "Directeur","direction",
"administration" or "manage". In 1930 the U.S. definition
of "management" is a business management science, a set of
rules governing frompractical observations on the conduct of
business activities, following scrutiny of competition, the
competitive environment surrounding, opportunities
business,profitability, business risk, bankruptcy.
A decisive influence penetration into all areas of
management had JamesBurnham in his book "The Managerial Revolution"
(New York, 1941). It stronglyrequires the notion of "manager" as a
vector of innovation and progress and
management efficiency as growth factor. Burnham defines managers
as a "socialgroup able to organize a business in innovative and
expansive spirit". AllBurnham highlights the essential role,
managers Dynamic performance andmanagerial primacy in economic and
social life of companies, organizations andcompanies. Burnham
launches a new idea, namely that "any company,regardless of their
ideological system, it needs capable managers andmanagement
competitive if it wants its economy to thrive in an innovative
anddynamic rhythm."
1.2. DEFINITION OF MANAGEMENT SCIENCE. OBJECT OFSTUDY
There are over 140 definitions of management. There can be
nouniversally accepted definition of management, it is both science
and art practice.Management Science has crystallized recently,
through the efforts of a number of specialists in response to
urgent needs of social practice. Much of the definitionaccepts that
management is a process. In this respect Americans Reece andO’Grady
says that "management is a process of coordination and combination
of human, financial, and informational materials to meet the
primary goal, namely to
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obtain goods and services required by a particular market
segment." Other definitions accept the science of management
techniques and management of enterprise management.
Romanian literature management is defined as "science which
ensures
management of all processes within economic units in all their
functions, havingfore man’s participation motivated to achieve
objectives". Michael Dumitrescuwhile designing management as "a
tangible form of intellectual activity withdefined goals." Another
definition is that given the A.S.E. Bucharest that"management is
the establishment and achievement of goals by achieving thefive
core functions of leadership in human resources, financial and
materialbelonging to an organization". For the purpose of the
current management has atriple meaning:-managing the
process,-management as a decision maker (an individual or group of
individuals investedwith authority, responsibility and liability
management function in an
organization),-management as a science.
A definition of economic management is that "management is
studying theeconomic and management relations in the economic
organizations in order todiscover legalities and principles that
govern the design of new systems,methods, techniques and
management, which would ensure efficiency. "Specificelements of
science to economic management is the processes andmanagement
relations. They are different economic, have certain
specialcharacteristics which give management a strong specificity.
By studying theseelements are found laws, principles, rules and
other elements that explain thecontent management. Given the
applicability of management has a major role isdesigning new
systems and management techniques. They are tools available
tomanagers to increase efficiency. A specific feature is the
location in the center of investigations of man, as subject
and object of management against theobjectives incumbent
organization under which it is integrated.
1.3. MANAGEMENT SCIENCE, ART WORK ANDPRAGMATIC
Management is science that deals with studying the processes
andmanagement relations in the economic organizations in order to
discover legalities and principles that govern the design of
new systems, methods,
techniques and management, such as to ensure efficiency.
Management is thepractice that the legitimate and practical
business management principles serve.Management Science is the
practical application of scientific management.Scientific
management is a set of processes by which theoretical
andmethodological elements of science are applied in social
practice management.Scientific management is a practical and
concrete. He is working daily operatingmanagers at all hierarchical
levels of economic activity. But what managers do isscientific
management, but only that part which is based on knowledge and
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application of theoretical and methodological elements provided
by ManagementScience, the other representing an empirical
management, managementdeveloped based on experience, intuition,
flair.Management is art because it involves an art of stewardship
talents of others,that art to bring about some things with people,
art of putting others to do the job.
F. Taylor say that management is "the art of knowing exactly
what should bedone better and cheaper, smarter motivating human
resources." Management isthe art of leading people to report
inter-and multi-personal interaction thatappears as an objective
necessity due to its hierarchical structures specificcompany. The
manager must know the next technical characteristics and
specifichuman resources can never be known with precision that can
be known technicaland material resources.The essence of management
lies in the fact that art to shape the actions andbehavior of
people and headed for the decisions. Human resources are
notautomatically subject to strict laws, because one can see human
motivation(interests, aspirations, ideals) that differ in greater
or lesser human behavior and
actions of the objectives pursued. Hence the strong
determination of the contentmanagement of the human factor.
Therefore both the theory and managementpractice becomes a
dimension whose artistic expression depends on experienceand
leadership skills of managers, which makes the management to be one
of the most difficult areas. As a manager must know to
understand human nature,to fail to define and solve problems in
many practical situations involving people.
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CHAPTER 2
MANAGEMENT PROCESSES
2.1. INTRODUCTIONWork processes are carried out in any
socioeconomic system and can be
divided into:a). processes running. Characterized by the fact
that labor acts directly on
objects by means of work work to get products and services,
appropriate workprocesses involved and the nature of the planned
objectives.
b). management processes. Unlike running processes, is
characterized bythe fact that some of the labor force works on most
human resources to increaseefficiency.Management process is a set
of phases, activities, processes which determine
the organization’s objectives are established resources,
establish processesnecessary to achieve the objectives and their
contractors, integrates and controlsthe work of staff using complex
methods and techniques, all leading towards thegoals in terms of
efficiency as possible. In the following management processesare
distinguished main components, which are actually functions
of management:
-forecasting and planning,-organization,-coordination,-training
and motivation,-control and evaluation.
They typically make up the content management process which is
carriedin all socio-economic systems. The typical management
process is structured asmanagement functions are designed and
performed in three main stages:
-Phase is characterized by the predominance forecast
forecasting,focusing on ways to anticipate, the future goals for
this organization at this stagetaking place to develop future
strategic decisions. Phase prediction correspondsmanagement type
that has a forward-looking.
-Phase of operationalization, executive functions are
characterized by thepredominance of organization, coordination and
engagement of staff in achievingplanned daily activities. Current
decisions now, mostly on production activity.This phase corresponds
to the operative management that has a efectoriu.
-The final stage, postoperative stage is commensurate and
interpretationof results, which correspond to the
control-assessment is made againstobjectives set in the first
phase. This phase corresponds with a postoperativemanagement of
ascertaining character. This phase ends a cycle of leadershipand
prepare the conditions for taking the next cycle.
Between the three phases are closely interdependent, they can
not beseparated because the unity and complexity of management. The
raw material
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that is based phases and functions is the information management
process. Thisserves to substantiate management decisions as the
main instrument of exercising leadership and management as
expressing specific process. Thedecision quality management
effectiveness depends essentially organized,regardless of size or
industry in which it lies. Although management processes
have only a small weight in all work processes, which in
content, complexity andtheir implications are of decisive business
effectiveness. Process managementand execution processes are
complementary, both contributing to the objectivesset.
2.2. RELATIONS MANAGEMENTManagement relations are relations
established between components of a
socioeconomic system and between them and other system
components inforecasting processes, organization, coordination,
involvement, control andevaluation of business activity. Analysis
of the factors which determine thecharacteristics of management
relations shows that they have a triple
determination:a). socioeconomic determination. This is the
nature of addictionmanagement relations and ways of life of capital
ownership. This determinationshall ensure the same essential
socio-economic characteristics of firms that relyon the same form
of ownership. For example, state owned enterprises havesimilar key
management caraceristici on:-grounding work on the same principles
of management,-adoption and practice of participatory management
arrangements similar , using similar methods of forecasting,
organization and motivation.
b). Determination of technical and material dependence
relationsmanagement is the provision of means of work, work with
objects that make up
the technical support material of production. This media
determines the branchesand sub-framing business and management
divided into:-Management of industrial enterprises,
Construction-management firms,-Management of agricultural
enterprises
Travel-management companies,-Management of retailers,-Management
consultancy firms, etc..Determination of technical and material
explains the differences that occur
between companies from different management plan branches.c).
human determination is that an appreciable influence on the
relations
of human resources management has competence. Managers
jurisdiction andpersonality, skill level of workers, relations and
relations between them have abearing on how the event management
relations. These factors are a recognitionof the important role
human resources play in any organization.
Human Determination explains the differences manifested in the
relationsbetween company management like the other points of view
(the nature of ownership, business profile, financial and
material resources). Ultimatelyeconomic efficiency differences
between firms reflect differences in the human
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factor and default management relations. To better understand
the relationshipmanagement features, you must specify the main
factors influencing theserelationships management:
-The size and complexity of production,-The technical equipment
and technological process characteristics,
-Dispersion own territorial units,-Continuity of
production,-Degree of automation of information
handling,-Human-potential,-Thinking managers and
employees-Legislation on businesses,-Parameters informal
organization among employees.
2.3. SCIENTIFIC MANAGEMENT PROBLEM IN THE MARKETECONOMY, GROWTH
OF VECTOR
Scientific management helps increase efficiency by 3 ways:1).
Management work contributes to the enhancement of performance
ineach job, reflected in increased productivity due to:
-tools and equipment ensuring with superior technical
parameters, as aresult of management decisions,
-regular supplies of raw materials corresponding to the quality
andquantity of production needs,
-post-enrollment rates of skilled staff,-providing all the
information needed by contractors labor rationalization.2).
Increasing global functionality of the company by:-increasing use
of production capacities,
-judicious stock-size (peime materials, materials, fuel,
etc.),-increasing the speed of rotation of working capital.3).
Integration to a higher level of business activity within the
national
economy according to market requirements by: improving
specialization andcooperation in production, increase production
rationalization, supply and sales.Management contribution to
efficiency is not only economic efficiency,particularly important
being and social efficiency. This refers to directimponderables,
but affecting all those involved in organizational activity of
thecompany and in particular human factors:
-quality internal organizational climate,-content and intensity
of motivation,
-flow hierarchical relations,-intensity of feeling of belonging
to the company,-cooperation between employees and creating a sense
of "us," team spirit.
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CHAPTER 3MANAGEMENT FUNCTIONS
3.1. MANAGEMENT FUNCTIONS - THE ESSENCE OFMANAGEMENT
Management functions is the essence of leadership. Therefore
knowledgeand thorough understanding of their contents is essential
condition for learningscience and practice of management and
effective use of systems, methods andtechniques that own them are.
For the first time management process analysisand identification of
management functions was made by Henry Fayol, whobelieve that there
are 5 functions of management: forecasting, organization,control
(decision), coordination and control.
Other experts have said that management has the following
functions:-planning and decision making,-organization for high
performance,-direction and motivation,-control results.In Romania
Constantin Pintilie believes that management has 7 functions:
forecasting, organization, motivation, coordination, control,
evaluation,maintenance and development of a climate of competition,
incentives andcreativity.
There are basically five essential functions of
management:-forecasting and planning,
-organization,-coordination,-training-motivation,-control-evaluation.The
diversity of these views is the fact that some authors confuse
the
functions of management and enterprise. The controversy is due
to the novelty of management science, tentative views,
innovation. Management is the coremanagement functions as they are,
in fact, typical process managementcomponents, without which
management may take place in any socioeconomicsystem.
3.2. Interdependencies MANAGEMENT FUNCTIONSProcess management is
a cyclical. Begins with forecasting and planning,which define the
objectives and perspectives of company action, shall beactionable
under the organizational and coordination of
organizationalcomponents, train staff to implement activities and
ends with monitoring andevaluation results. The logical way of
management functions in a consistentmanagement process reflects
interdependencies management functions. Inpractice, the management
must be approached as a whole, dealing with
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management functions in their close interdependence. Such an
approach stemsfrom:
-Complementarity of management functions, management
functionsoverlap because organic and ignoring one or more of them
were promptly reflectreduced quality management process as a
whole,
-Determination once the systemic nature of the company to which
itcarries. Any deficiency in the management process is
reflected in decreased
efficiency of one or more activities of that company. Over time
there have beenchanges in the importance and prevalence of
management functions in themanagement of such company:
-50-60 years now, the management companies were organized
andpriority control functions, along with evidence of such methods
cazon(authoritarian, military) in the exercise of these
functions,
-In the contemporary functions of forecasting, organization and
motivationtend to play a more important extent they are
supplemented by participatory
management, forward. Addressing management functions
reveals that besides the obviousinterdependencies between them,
appears to highlight the specificities of eachmanagement function
has many features and functions specific facets.
3.3. DYNAMIC MANAGEMENT FUNCTIONSIn any organization management
process varies on two important
coordinates:-Vertical management system (the hierarchy),-Time,
both overall and component level functions.
3.3.1. LEVELS AND PYRAMID MANAGEMENTRegarding the performance
management process, the question is:"management is the same in all
organizations and all levels of management?".
Answers: "Yes!" Because all managers meet essentially the
same function,regardless of hierarchical level for the position
held and "No" to that extent andmanner of the management process
varies in relation to a position that managersdealing in the
company (vertical). In most organizations management team
isstructured in different levels of management, forming typical
managementpyramid:
a). In the I "Top Management" includes senior managers as:-Board
members,
-Steering Committee members,President, general manager of the
company,-Vice.They are responsible for overall management of the
company, fulfilling the
following roles:-Establish the organization’s
strategies.-Projected overall objectives of the company: production
volume, growth,
profit.
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-Represents the company in dealing with the environment.b). In
the second "Middle Management" includes middle level managers
such as:-Executive director -Director of economic
-Heads of Service,-Sections, etc..They are responsible for the
pursuit of middle and top.c). At level III "Lower Management"
(based management or lower) include:-Supervisors
(supervisors),-Driving-force personnel.They subordinated
contractors performing actions on which planned
objectives. They may be heads of:-Sections,-Workshops,-Team
-Reception-Restaurant,-Store-Firm, etc..
Each category includes managers of different weights and
performancemanagement processes in own work. This scale of the
management grows withthe hierarchical advancement, while the share
of running processes. Normallythe maximum extent of the records
management process at senior managementlevel. At the level of
middle management has been a relative load balancing andperformance
management.
3.3.2. GENERAL PRINCIPLES OF MANAGEMENTManagement exercise based
on a set of processes that have the same
triple determination that management processes and
relationships: socio-economic, material and human. Management
processes are:
a). process of decentralization and increased autonomy of
economicmanagement involves:
-Reducing the presence and role within the state decision and
reduce thepowers of these bodies.
-Simplifying and rationalizing planning methodology activities.
Discardingsocialist central plan with mandatory and is replaced
with a plan to each trader
autonomously establishing indicators indicative of its activity:
turnover, number of employees, productivity, profit size,
profitability, earnings, etc..-Reduce dependence on the central
economic units.-Increase the rights, powers and responsibilities at
the microeconomic
level.In these circumstances, the central management perspective
(ministries)
will handle the direction of the management and development of
the economicand social analyzes, studies, forecasts and recommended
directions, strategies,
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policies to achieve economic and business orientation of
favorable economicresults. Increased decision-making autonomy and
responsibility in each trader allow them to compile their own
way management and strategy, because onlythey know their best
available resources, socio-economic environment in whichthey
operate, market or market segment which addresses the needs and
preferences, opportunities to meet this market.b). principle of
optimizing the relationship between management and thepresent in
perspective. Any manager in charge and solve everyday issues to
thefore so that it can escape to the future objectives. Thus, the
manager needed tolead the company in view at all times,
anticipating change and environmentalperspective. Therefore appears
as an objective necessity for any manager tostudy, to know and
anticipate future trends for development on this basis, toprovide
resources and remedies to cope with competition in terms of
futurerequirements.
c). principle of participatory management involves the
participation of company staff in the exercise of the most
important decisions and management
processes. The need for this participative leadership is
determined by:-Increasing complexity and dynamism of the activity
of the company.-Changes of major components of the environment:
competition,
legislation, inflation, exchange rate, etc..Rapid advances in
scientific-technical, commercial and
organizationalcontemporary.
-The increasingly higher training of most staff within
companies.Exercise is both participatory management in large
enterprises, which is
indispensable, and in small and very small, which is decreasing,
giving greater emphasis unipersonal management.
d). principle of material incentives and moral stimulation is
the main drivingforce to promote quality activities, profit growth
and economic efficiency. Theprinciple that the active factor in the
development of any company, shouldcombine harmoniously 3 groups of
interest:
-The general interests of society, through tax levies,
taxes.-Company interests in the development, modernization,
expansion and
profitability.-Individual interests of entrepreneurs, owners
shareholders, managers,
employees materialized in the amount of income: dividends,
salaries, bonuses,bonuses, etc..Underestimating one of the three
interest groups negatively affects other interests meet.
e). principle of efficiency expresses the need for system
modelingmanagement companies in order to determine the survival and
competitiveness.
Achieving this objective requires the involvement and use
of moderninstrumentation methods, tools, concepts of modern
management, economic andsocial to be applied correctly in
efficiency.
f). principle of correspondence between the company
managementsystem parameters and key features of the environment is
determined by thenecessity of constant correlations, improvements
and adaptations of the
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management of each company to actual situation existing in their
social andeconomic context in evolving.
The origin of this principle results from the dynamism of
economic,technological, scientific, cultural. Following the
management change frequentlyoccurring parameters must adapt to
these changes, taking into account: firm
size, complexity of potential material, financial, human, firm
market position,quality human resources, the technical equipment,
etc..
3.3.3. MANAGEMENT SYSTEMPerformance management is achieved by
the company management
system. Management system are all elements with binding,
organizational,informational, motivational and methodological
exercising the managementprocesses and relationships. Management
system components are:
a). The organization includes:-Organization process of trial
work with the components:
-functions,
-activities,-functions,-tasks.
-Structural organization with the
components:-position,-function.-compartment,-organizational
relationships,-level hierarchical-hierarchical-weight (time
management, control area).
b). Information System is a set of data, information, digital
information,
information flow, procedures and means of treating existing
information in acompany.c). The decision means all decisions taken
and implemented in a
company.d). The methodology is a set of methods, techniques and
procedures used
in managing a company. These methods and techniques are grouped
as follows:-General-management methods and techniques:
-management by objectives,-management by exception,-management
of the budgets,-participatory management,
-management projects.-Methods and techniques of
management:-Work-session or meeting,-delegation,-Scoreboard
driver -diagnosis,-feasibility study, etc..
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3.4. FUNCTION OF FORECAST AND PLANNINGForecasting and planning
aims to ensure possible future connection to the
realities of this company. This feature aims to determine future
businessconditions. The significance of forecasting and planning
function is:
-Foreshadowing future business activity,
-Plan, stating the specific indicators that express the
company’sobjectives,
-Determine the resources allocated to achieve the objectives
under thesupervision and management control.
Foreshadowing planning company, the main objectives and actions
to bedesigned and constructed, requires economic development
strategies for efficientuse of resources.
The importance of forecasting and planning function is embodied
in thefollowing aspects:
-Unifies and correlates the human efforts directed towards one
or moreobjectives set,
-Helps the manager to coordinate the company as a complex system
of objectives, targets, structures, people and
resources-Offers the possibility of developing an economic strategy
rather precise
formula "seeing and doing"-Gives the manager the possibility of
referral business opportunities
generating profit-Help management and managers to define
priorities and on this basis to
focus efforts (financial, material) to the really important
goals,-The possibility of knowledge by managers of environmental
change
factors acting company and to establish viable action plans in
an environmentvery dynamic, fluctuating, turbulent., To identify
favorable or unfavorable
influence on company management,-Helps the manager to view and
activity management structure, to achieveobjectives and delivering
results that push the company to efficiency,competitiveness, good
performance.
One can appreciate that good foresight and planning activity
depends, indefining the existence, survival and growth. Content
forecasting and planningfunction is: forecasting, planning and plan
time, the planning process.
3.5. PROJECTIONS, IMPORTANCE, THE FORECASTMETHODS, VARIABLES
EXPECTED
The forecast is a vital management companies in the context of
specific
competitive market economy. Particular importance is forecast
as:-Appears as a way to exercise management and occurs prior to
all
hierarchical levels within the company, especially in peak
levels,-Cosolidează firm links with its economic and social
environment and
facilitate its accommodation to the environment, the conditions
for the integrationof the company in this environment.
The existence depend forecast:-The pace of business
expansion.
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-The process of renewal.-Changes
needed:-Production,-Marketing-Organization,
-Training of staff -Level profitability.Investigating the
future by forecasting requires the efforts of knowledge
manager of content and pace of change. In this frame prediction
is a necessarytool for determining location manager on the market
where the company anddirecting its development into perspective.
With the forecast manager can gain astrategic vision, foresight and
anticipation with which:
Can accurately known and anticipated appreciation of the near
future andeven more distant.
-Manager is able to appreciate the consequences of
environmentalfeatures elements of nature:
-Technology,-Economy: domestic and
foreign,-Competition,-Price,-Consumer preferences,-Legislative
changes.
Can identify the need to improve assortments and quality
services andproducts market.
Can the organization determine how to adapt to internal and
externalmarkets.
The main methods of forecasting are:-Prediction by comparison,
is expected to obtain the same results
as in the past, taken as a basis for comparison,-Forecasting by
extrapolation, the result of tomorrow will be the day
plus a constant,-Forecast cyclical events will follow after a
reasonably accurate and
stable cycle,-Forecasting by analogy, based on similarities
between two
categories of elements and is used in situations when it is
possible to buildmathematical comparison.Depending on the length
and size of target, the predictions are the
following categories:-Strategic forecasts relate to the complex
problems of companies,
such as manufacturing, sales, refurbishment and long duration of
5-10years
-Medium term forecasts for which the term is 1-5 years,-Short
term forecasts, less than 1 year, which takes the current
goals, short term and operational management carried out by
staff.Forecast variables, ie aspects, factors that predict when we
consider are:
-Economic statistics,
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-Demographic factors (population distribution in relation to
age, sex,degree of training school),
-Economic policy-makers of the state (fiscal, monetary,
fiscal,customs, commercial)
-New attitudes, behaviors and preferences of consumers,
-Recent information, the "hot", which can be purchased on
theactivities, resources, means of action of competitors
(especially immediateand major competitors),
-Time, considered essential variable to forecast.Time generates
simultaneous or sequencial of different stages of process
management. He has one dimension, namely length, with which the
manager considers and co-ordinates activities or temporal
distance. The manager determines the period for purchase most
favorable to the sale, setting out thesteps to achieve goals,
determine the speed of current assets, determine returnon
investment made during the period to achieve the objective.
Appealing tocorrelate activity manager for ensuring consistency
between activities and
objectives, preventing any conflicts that may arise.
3.6. PLANNING AND PLANThere is an axiom in business management
"is well done can not be
achieved without a well-prepared". The plan is considered an
essentialmanagement tool, support of management activity. Planning
is a cornerstone of management process as:
-Identify, outline and determine the action to be
taken.-Future-oriented efforts and business manager. These efforts,
organizing,
are rationally allocated and effectively combined to achieve
managementobjectives and by coordinating efforts to ensure routing
into action the goals set
by manager.-Prepare the ground for action control, which
evaluates the results, how todo tasks and take corrective measures
when necessary.
Planning is an activity that all managers determine what they
want to doand how to get that achievement. Concrete "plan" means
"to prepare today for tomorrow". For this planning must answer
six basic questions for any activityundertaken:
-What? Identify purpose.-When? Set the time or period within
which the target.-Where? Determining where the provisions of the
plan will be fulfilled.-Who? People, employees that will act
directly to achieve the objectives
set. -How? Methods of action, phases, methods used to achieve
the plannedtarget.
-How? Cost, resources allocated to achieve the planned
goal.Managers need planning that can not afford to try to act
randomly, without
an elaborate, high cost of resources wasted on failure. Planning
helps managersto avoid errors and failures due to their loss and
damage accompanyinguncoordinated action. Make efforts to
systematically and consistently directed
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towards a clear, precise. Planning exercise is chronologically
before the other functions of management, because it guides
and influences all other functions of management as
follows:
-The organization shall be so designed as to facilitate and
support theobjective set by planning. Activities, tasks,
responsibilities, departments,
functions, structural links will be set according to the
objectives set by the planand subject to those
objectives.-Coordination of activities will result from guidelines
developed in the plan,
planning to follow directions closely.-Training will shape to
stimulate employees to achieve maximum
efficiency in terms of planned objectives.-Control. Planning
introduces the basic elements: tasks, rules, indicators,
deadlines, which are indispensable elements of control. It will
be held on thebasis set by the plan.
Hence the fact that planning is an orderly and effective action
to reach themanager. The plan is regarded as the most important
management tool that
provides answers to key questions of foresight and planning.
Compared toforecast, plan a step further towards the objectives,
reflecting the manager’sconcrete efforts and focus its objectives.
The construction and configuration tothe state plan than abstract,
theoretical considerations characteristic of foresight.The plan is
based on analysis of material factors, the firm’s financial and
humanand their true valuation. The plan aims to ensure judicious
use of resources andeffective coordination of the firm has
resources in terms of value.
In order to plan the manager reviews critical risks, staff
behavior, trainingand psychological interests of employees, that
plan may be well founded, to berealistic, motivating, achievable
and understandable. A business plan is dividedinto the following
sections of the plan:
-Plan production which provides:-Classification of products and
services,-Quantity,-Quality,-Varieties, using a series of physical
indicators and values as turnover
and output.-Plan production capacity utilization that establish
possibilities for intensive
production capacity.-Research Plan may be:
-Plan of scientific research-Plan for the technical
progress.
-Technical-material supply plan relating to quantitative and
qualitativestructure of the material resources necessary to conduct
rhythmic production.
-Plan and salary employment refers to employment
resourcerequirements:
-Number of employees,-Structure,-Labor productivity,
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-Average earnings,-Payroll.
-Plan production costs or expenses which follow issues related
to:-Cost of production,-Calculation of the product or service
plan.
Understanding of the plan as a management tool makes
necessaryelements "key" used in planning:-Goal or
mission,-Goals,-Strategies,-Policies,-Procedures and
rules,-Programs,-Budgets.The goal or mission defines the purpose or
motive and social value of
work, such an undertaking foreign trade mission is to produce
and export
products. It is sometimes said that the mission and purpose of
any business firmsis to make profit. Profit is essential for
business survival, but it must be obtainedonly by carrying out its
mission in terms of legality. Operate speculation
customer means not meet the ethical goal of the company.
Objectives express the final results that business activity
targets. They areusually assessed through a system of indicators
such as:
-Turnover -Profit-size,-The amount of
dividends,-Profitability,-Level wages.Strategies are general ways
of action and conduct of forces and resources
company, which address the full preset objectives. Establish
strategies:-Strategic
objectives,-Resources,-Remedies,-Deadlines.
Strategy does not respond accurately and in detail the question
"How cana company achieve the objectives?", The answer is in charge
of plans and actionprograms. The strategy appears as a guide to
action and thought the companymanagement. Policies are general
formulation, design guidelines guidingdecisions and actions. They
delimit an area within which a decision can be takenand ensure that
this objective will be linked and contribute to its
realization.Typically there are policies at all hierarchical levels
of an enterprise, they derivedthe general policies of higher levels
of the company. Procedures and rules aredefined as follows:
-The procedures established usual way of making future
activities. Theprocedure details the exact manner in which work
will be performed, giving thechronological sequence of her
performance.
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-Rules are requirements that specify what is allowed and what is
not inaction and human behavior in work. A rule can be or not part
of a procedure, for example smoking is not part of any
management procedure, but usually thatmanagement provisions to be
confirmed and executed exactly as received, shallform part of the
implementation of provisions transmitted managerial chain
of
command.Programs are the steps to achieve, the resources used to
perform tasks.The expression "step plan" and may be:
-Minor, refers to one person,-Major, he developed long-term are
an important issue concerning the
business, such as staff training program for changes to work
equipment, theproducts offered to customers.
Each company is developing a program coordinator and one
major independent minor. Budgets are a numerical expression of
results provided bythe plan and program. Budgets are useful tools
for business management andprovision is numerically expressing the
future of the company in terms of
indicators such as:-Turnover (as income),-Expenses (costs).They
compare their income and resources costs and deliveries. All
managers are involved in the development and implementation of
plansdeveloped planului.Tipologia and dedicated managers during
this activitydepends on the organizational level of the position
held by managers.
a). Strategic Plan (corporate) sets the development company
(corporation)as a whole, for a period of time (3-5 years). Develop
this plan commits managersat all hierarchical levels. This plan is
unified, correlate and harmonize interests of different major
categories of groups inside and outside the company, interestedto
support business activities in a coherent system of economic
indicators,financial and major lines of action clear.
b). tactical plan which contains operational departments of the
companyaimed to achieve, determining how to proceed, you need to
achieve theobjectives and who is responsible for performing the
task. These plans aredeveloped over a period of 1 year and concerns
about specific objectives (of acompartment) and derivatives and
detailed strategic plan objectives anddirectives.
c). The operational plan is the plan that managers use it
directly as anoperative instrument working to fulfill their
responsibilities. There are individualplans that belong to each
manager and plans (programs) operative action.Both require correct
answers to the six questions of planning for each activity
anddepartment budgets assume that provide sources, size, how they
will be usedand destinations on activities and units. Once the
objectives achieved,operational and tactical plans cease to
exist.
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3.7. PRINCIPLES AND PLANNING PROCESSThe planning process is a
sequence of activities in a characteristic order
management process by which the manager made:-Setting company
objectives,-Identifying resources,
-Determination procedures and methods to achieve the
objectives.The planning process includes five stages in its
development:-Defining the objective (which aims to
achieve),-Determination of where the organization is to set
objectives, assessing
the current state to desired future state (where do we stand?,
At what level theaim pursued?)
-Analysis of internal and external factors that will help or
hinder achievement of objectives and determining the resources
available to achievethe objectives,
-Action analysis of alternatives available to fulfill the
purpose set,identifying, analyzing and choosing the best manager of
alternative action plan
which will be applied to be firm,-Application and an evaluation
plan.If deviations from the planned objectives, the manager comes
with
corrective action on the plan (you can change) or changes to
that plan actionsare performed.In preparing the plan, the manager
must consider a set of principles used inplanning:
-The principle of employment of resources and obligations. This
principlegives the answer to the question "what time develop the
future plan?". Specialistssay that the correct response is to
establish that the plan period can berecovered resources invested
in the planned action.
-The principle of flexibility requires that plans and programs
and eventsare adapted to new situations arising during the course
plan. Applying thisprinciple requires the provision of plans and
review them regularly (their update)by level of achievement of
objectives set by the plan.
-The principle of linking short-term plans and long term plans
reflects theneed for the composition of short-term plans are not
ignored long-term objectivesand plans.
3.8. BUSINESS PLANTo address issues of theoretical and formal
business plan can put the
following questions, which answers trying to convince
businessman who set up a
business, on the usefulness of this business plan as a business
managementtool. Questions are the following:-What is a business
plan?-Why you need a business plan?-What is the content of a
business plan?1). What is a business plan? To understand what a
business plan should
define first the concept of "business". An unconventional
definition of this concept
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may be the intention of a person (natural or legal) to make, to
undertake certainactivities in order to obtain a profit. A business
plan is based on:
-an entrepreneur or businessman-consciously assume certain
risks,-wants to obtain a profit
-more activities consume resources and generate income (business
idea)-an environment in which these activities are carried (the
business).The main aspects that may be considered in a business
plan are the
following:-Vision, strategy.-History, management, human
resources, the current activity.-Market Analysis.-Analysis of
operating costs.-Investments required.-The financial
projections.-Schedule.
a). Vision and Strategy. Experts believe that everything starts
from thevision. Each entrepreneur has a vision of the type:
- "I want to produce auto parts that you sell Plant X"!- "I want
to manufacture clothing for children"!- "I want to produce and
market berry juice"!- "I want to establish a network of Internet -
cafe"!- "I want, want, want. . . "!-"I want - this is a vision.
This vision is really the ultimate goal to which you
want to continue straight through your business. The path you
have decided tostart to fulfill the vision is to achieve business
strategy.
To clarify the concept of strategy should answer the following
questions:-What is your core business?-What will generate money and
profit?-How do you show your products / services?-You already have
a model or prototype?-Who are your customers?-There is a comparable
market offer?-Where are you going within 5 years.-Set your goals
measurable?
-What is your strong point that makes you think that will be
successful?-There is a consensus among partners / stakeholders on
the issues above?
b). history, management, human resources, the current activity.
Businesshistory is very important to understand the business
itself, the business today.
And businesses are not born from nothing. They will be
born around a / somepeople, then develop and function, led by those
people. To paraphrase thepopular saying "man holy place" we can
certainly say that "sanctifies businessmanager". Manager or
manager’s future would be to ask questions like:
-What experience you bring in business?-For the theoretical
knowledge you have?
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-What references can you present?-Is your family willing to
support you?-You have the financial means to support his family
during the difficult
early stages of business?-You have the financial means to
support the business?
-You have the contribution in kind to support the
business?-Cunoştinţele/experienţa You or your partner cover key
business areas?-Where will you locate the headquarters of the
Organization?-How many employees do you need?-What qualifications
must have employees?-What salary level should be provided?-You can
find the labor necessary specializations?-You have outlined an
organizational structure?
A special question concerns a special significance:-Where
is your business located?c). market analysis. To perform this
analysis can provide the following
questions:-Why is there a business? To sell certain products /
services to market. A market analysis of how that evolved in
the past and how to anticipate
the future evolution, are fundamental pillars for the
determination of futureincome that will generate business. It is
important to answer questions regarding:
-Our Customers-Who are your customers?-Companies or
individuals?-How can segment your market?-How is the market
potential of geographically divided?-You know how big the potential
market volume?-Have an action plan to attract customers?Knowing the
competition involves the following questions:-What do you know
about the competition?-How many employees?-What sales force?-What
market shares?-What competitive advantages are compared to
you?-What strategies have competition price?-But communication
strategies / advertising?Market knowledge is equally important, it
can ask the following questions:-How do you think will grow
sales?-What is the forecast demand?Marketing policy is another
important element for a business. From here
you can states the following questions:-You have a product
strategy?-Did you set a distribution policy?-You have a policy of
price and payment terms?-Have you thought of a political image,
communication with the market?
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d). Analysis of operating costs. This is very important for
understandingand highlighting current business operating costs. The
achievementdemonstrates both an understanding of technological
aspects, economic andmanagerial aspects of operations. Demonstrates
that we understand thetechnological, we know why we need
infrastructure utilities, many people have to
engage in the structure must have them. Should consider the
following costs:-Costs of establishing a company:-Permits.-Entry in
the Commercial Register.
-Current costs:-Raw.-Consumables, auxiliary materials.-Staff
costs (salaries, social costs), management personnel
salaries,premiums and bonuses.
-Costs of training and personal training.
-Taxes and local taxes.-Outside services.-Accounting.-Tax
Consulting.-Legal
Consulting.-Management-consultants.-IT-Consulting.-PR-Consultant.
-Cost of space:-Office-space-Area of production-Space for
sale-Storage-space
-Heating costs, gas, electricity, cleaning, repair, insurance,
water / sewer,trash.
-Equipment costs.-Repairs.-Maintenance.-Transport
costs.-Fuel.-Review.-Întreţinere/Reparaţii.-Liability Insurance
& all risks insurance.-Taxes.-Costs related to the
sale:-Travel.-Presentation materials.-Exhibition.-Administrative
costs:-Move.
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-Office supplies.-Communications: telephone, fax, phone,
e-mail.-Copy documents.-Evidence primary and payroll.-Subscriptions
(eg journals, legislation, office equipment maintenance,
etc.). -Literature.-Taxes.e). Investment required. Often the
business plan is necessary to start a
new activity. Most times a new activity requires a new
investment. Must thereforebe based on a pragmatic, honest and
realistic investment. To diminish or ignorethe issues related to
investment, infrastructure such as utilities or oversize it
byintroducing unnecessarily expensive equipment, luxury, are common
mistakesthat immediately raises questions (justified) in the minds
of shareholders,partners, donors.
Investment costs can be grouped as:
-Buildings,-Equipment-Car -Other capital goods,Investment
related costs:-Infrastructure,-Water,-Gas-Current-Sewage,-Access
road,-Rehabilitation,-Arrangements,-Ensuring safety
standards,-Environmental protection.-Other costs that may
arise:-Project Expenses.-Expenses for initialization to use new
equipment.-Expenses for technological tests.
f). financial projections for the plan. Financial projections
are expectations/ planning future business financial statements.
Financial projections aremathematical modeling future balance
sheet, profit and loss and the calculationof liquidity (cash flow)
in calculating the rate of profitability possibly somebusiness.
Projections are inextricably linked to points c, d and e above.
Thesepoints provide input in the mathematical model and these are
erroneous data,financial projections mathematical model results can
only be all wrong andtherefore completely useless.
g). Schedule. Obviously can not proposed "Framework formats",
limiting,for the business plan. But funding for some programs can
be made available to
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applicants specific framework. As a manager-entrepreneur
business plan mustevolve. You can enter these presentation
materials that can help business, suchas:
-study certificates / qualifications of the management team and
humanresources,
-certified quality-feedback from customers,-appreciation of the
bank,-constructive-technological details,-any other materials or
documents which it considers relevant manager-
entrepreneur in presenting their business.
3.9. ORGANIZATION AND ORGANIZATIONSWorks by modern society there
are many organizations that may be:-Business companies,-Local and
central administration,
-Institutions: schools, universities, hospitals, theaters,
military units,-Cultural organizations,-Scientific
organizations,-Political organizations, etc..Organization that is
within the Greek etymological origin "organon" which
expresses harmony, organization. In regard managerial social
organization is anentity organized and coordinated acting in
pursuit of defined objectives set. Theexistence of organizations in
society requires teamwork. This work requires anorganization to
determine individual employees’ harmonization efforts towardscommon
objectives. Teamwork means adapting individual freedoms of
eachemployee specific interpersonal relations that organization.
Organizing is a
process of finding a balance between individual freedom and its
restriction byworking within an organization. Adapting to teamwork
is by:-Education, self discipline, persuasion and not
coercion,-Contract that the employee agrees to limit its freedom
under contract.Each organization has its own form of organization
according to:-Purpose,-Factors external environment in which they
operate,-Internal factors within the firm.Form of organization may
be based on providing people in the community
trust or exercise authority over subordinates heads. In the last
50 years isremarkable superiority form of organization by providing
creative freedom of
action and subordinates. By accepting to work in an organization
people acceptthe default limit their individual freedoms and
compliance with specific restrictionsof organized collective. When
self-employed individual pursues its own objectivesto meet its
goals, and freedom of action is restricted only to the goals one
setsthem. In an organization, however, individual freedom is
restricted by theobjectives and actions of the organization.
Manager should also aim to know thestatus and personality
organization employees, for each function to take its
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proper intellectual capacity, personality, knowledge and
experience and tosynchronize its activity with the activities of
the organization.
The manager must constantly bear in mind that the organization
is themain component of human resources, ie man. On human
resources, there aretwo of the organization:
Human resources, organization chooses according to their
preparation tomeet the demands of jobs to be filled,Individual
choice-based organization of advantages, efforts and rewards
(rewards) that you expect from the organization.It should be
noted that human preferences are different. So some people
are attracted in particular, the aspect, but job satisfaction,
prestige. For others,however, physical work is pleasant, accepting
positions and job stress, whileothers are prone to truancy,
laziness. All these differences of preferences onlabor, determines
the diversity in presenting organizations in modern society.
Themain features of organizations are:
-Formality. Refers to formal status, their identity as
presenting
organization: name, location, phone, fax, accounting forms,
logo, etc..This formality evidences firm, company or business
continuity firm in amarket segment in an industry. The work of an
organization is larger, the degreeof formality is higher.
-The size and dimension. Are more obvious than formality,
because theyare measurable through indicators such as turnover,
amount of capital,employment, income size, etc.. The organization
is higher, the more complexstructure.
-Hierarchies. The structure as defined by rank (level) the
organizationaland individual subunits of an organization. Each
level of the hierarchy issubordinate to a superior, which is
subject to terms and control provisions.
The term hierarchy was originally used to describe the
managementsystem in the Catholic Church (Pope, cardinal, bishop,
archbishop, etc..), So thatlater, this organization the
hierarchical levels to be taken into the army andorganizing various
companies business. Today hierarchy characterizes anyorganization
whose members are classified by rank, degrees (the position
isheld).
3.10. AUTHORITY. RELATIONS AUTHORITYOrganizations are systems
composed of interrelated subsystems
hierarchically structured so that each subsystem is subordinated
to a superior system, meaning that guide and is subject to its
control and under the indulgence
and initiatives will depend on the supervisor. If B is
subordinate to A, therelationship between A and B are called
hierarchical authority relationships (so Ais the one who has
authority and has the right to give mandatory provisions of
B).Content and exercise the authority of these relationships differ
from organizationto organization, from one compartment to another
job, according to the followingcauses:
-Personality different people (both leaders and the
subordinates). Thisprints a content and style of service
relationships between boss and subordinate.
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This way the head to be inconsistent or ordered, rigorous or
unorganized,severely or leniently, close or distant, plus
subordinate personality that may bedifferent, industrious or lazy,
dynamic or inert, disciplined or undisciplined,directly affects the
relationship boss-subordinate, climate favorable
or unfavorable, affecting all hierarchical authority relations
between the two.
-Differences in culture and mentality, organizations can
color-subordinaterelations chief. For example the relationship
between boss and subordinate differ categorically in a
military organization (the colonel gives orders dry andcategorical)
and is almost completely different cultural organizations.
-Age and seniority of the subjects can change the contents of
hierarchicalauthority relations. For example, a new manager will
act distant withsubordinates. The boss decides otherwise relations
with subordinates or younger and those older.
Modern organizations give more consideration to subordinates and
thesubordinates turning in collaborators, giving them freedom of
action and byinvolving them in decision-making by practicing
participatory management. In
addition to hierarchical authority relationships in an
organization may appear andfunctional relationships of authority.
As organizations grow and increase their complexity is
amplified and more difficult problems. Thus there is a need
for employees, appointed advisors (specialists) in various
fields (law, economics,accounting, personnel, administrative,
social and human) who heads to adviseon matters in which they
specialize. These counselors have direct authority over lower
levels, they have the power and authority to approve solutions to
be takenin terms of their specialized knowledge.
This specialist (S) is the functional authority of A, B and C,
who sentrecommendations, advice, prescriptions, rules, to reach a
correct decision.
Authority is the right person to have ascendancy over
others and give mandatoryrequirements and to control their
execution. Authority that a post holder hasunder his employment is
one of the sources of power that gives them theorganization.
Authority that has an employee in an organization has two
aspects:
-Formal authority (institutional, formal, legal or "de jure") is
conferred onpersons by the organization with the appointment and
has only while holding thepost,
-Informal authority (informal, real, personal or "de facto") to
support someattributes of the person (professional, demanding,
character, vitality, creativity,honesty, charisma).
These two aspects of authority (formal and informal) are
complementary if they are complete, the occupant of the post
is full.
3.11. Hierarchic pyramid Authority may be: hierarchical or
functional. The employees of an
organization to perform both types of authority:-Hierarchical
authority (the head) is applied directly to subordinates in a
compartment, which belongs to the department head, Executive
Director, theDirector General.
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-Authority belongs functional specialists (counselors) in some
areas,functions (trade, production, personnel, finance and
accounting).
Hierarchical authority overrides the functional authority for
the holder of hierarchical authority is closest to the
activities and directly responsible for their execution. On
the other hand development and coordination activities require
rapid adoption of management decisions, to trigger certain
actions and / or corrective measures can not only hierarchical
superior. This ensures respect for the principle of
leadership. In the hierarchical line organization provides
ahierarchical series of links forming line (chain) hierarchy.
Hierarchical levels canbe I, II and III. Compartments located on
the same hierarchical chain of command form a benchmark (ABC
and A’B’C ’). Compartments or stations ondifferent hierarchical
lines, but are at the same distance from the head on top,forming
the (step) command. Hierarchical pyramid form hierarchical
assemblylines. This shows the number of levels (steps) within the
existing hierarchicalmanagement structure.
Hierarchical pyramid can be:
-Flat (with a small number of hierarchical levels),-High (with
multiple hierarchical levels).a). flattened pyramid has the
following advantages and disadvantages.Flattened
pyramid-advantages:
-Provides direct and fast communication,-Allows managers near
the place of execution,-Information system works
quickly,-Efficiency in decision making,-Reduced expenditure on
wages-managers.
-Flattened pyramid-disadvantages:-Excessive burdens on
managers;-Limitation of scope of coverage of all issues.
b). flattened pyramid has the following advantages and
disadvantages-High pyramid advantages:
-Basis for better decision-Removing subjectivity in decision
making,-Adoption of quality decisions.
-Disadvantages-high pyramid:-Extension circuit
information,-Opportunities for distortion of information,-Delay
decision making,-Wages expense managers.
Structure is a set of elements (bodies and jobs) and links
establishedbetween them. The existence of structure within the
organization gives itscharacter organized system. Between
management structure and production areclosely connected. This
management structure adapts the structure of production,
because it derives from the technical, economic and
organizationalaspects of production.
A management structure has two distinguishing
features:-Mobility, dynamic changes that occur as a result of:
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-Market and customer-orientation,-Technical progress,-Need to
improve the quality of work organization.-Flexibility, ability to
adapt to structural changes necessary at a time
considered appropriate, and a vision for the future.
Components of the management structure are:-Collective
bodies:-Annual General Meeting,-Board of Directors,-Steering
Committee,-Auditing Commission.-Fundamentals of management
structure:-Position,-Function,-Compartment,-Organizational
relationships,
-Level (level) hierarchical-Hierarchical-weight (control area or
time management).1). Station is the primary element, the basic
organizational structure, it is
defined by the following elements:-Job Title: Director, Head of
Service, etc..-Job-objectives that the role of post holder in
achieving overall company
and justify the creation of jobs.-The duties and tasks performed
by the post holder job-specific objectives.-The authority has two
aspects: formal (official) and informal
(unofficial).-Responsibility and obligations, or liability of the
post holder to perform
certain tasks, in order to achieve individual job. It expresses
the attitude of thepost holder to the manner in which the duties
and its duties.
2). Function is generically similar positions of the same
nature, in terms of scope of authority and responsibility. If
the function expresses the size of positions of authority and
responsibility generally posts them individually in each
job through job-specific elements: objectives, functions,
tasks, responsibility,authority.
Functions are:-Management, comprising the authority,
responsibilities and tasks
involving performance management,-Execution, including the
authority, duties and responsibilities
involving the decisions made by holders of management
positions.3). Compartment means all persons located in a space and
directly
subordinated to a single management framework and relatively
homogeneousactivities that require specialized knowledge of a
particular technical, economic,legal, administrative, financial,
accounting, etc..
Compartments can be:-Functional business objectives are
established that contribute to
making the decision taken at senior or intermediate
professionalassistance to all departments,
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-Operational business objectives achieved in which to
obtainproducts and services covered by the organization operates,
such as:production department, purchasing department, department
of transportation,
-Auxiliary, ensuring good conditions of work, other
departments
such as the administrative department, security department,
department of repair, maintenance, heating, water, energy,
etc..4). Organizational relations is a set of links between primary
components(position, function) and units (departments) the
organizational structure.Depending on content, organizational
relationships are divided into:
-Relations of authority, established by official regulations and
their enforcement is imperative. These include:
-Hierarchical relationships, which expresses the
relationshipbetween boss and subordinate,
-Function relationships, in the exercise of functional authority
of thehave specialized compartments.
Is expressed by: methodological guidelines, studies,
requirements,regulations.-Relations staff, following the delegation
of tasks, authority and
responsibility by senior management people to solve complex
problems thataffect the objectives of one or more compartments.
-Cooperation between stations on the same hierarchical level,
but indifferent compartments in order to achieve complex joint
actions. Relationshipsare called "bridge".
-The control appears and functions between specialized
departments, oncontrol, such as the Internal Financial Control,
Technical Quality Control andother departments.
-Representation among top managers and representatives of
professionalorganizations, unions, domestic or foreign.
5). Level (level) hierarchical organizational subdivisions are
all located onthe same horizontal line and the same distance from
the top management of theorganization. The number of hierarchical
levels differ depending on:
-Size organization,-Complexity of,-Managers, managerial
competence.6). Share hierarchical (control area or management time)
the number of
people (employees) led directly to its managers. The size is
influenced by thenumber of hierarchical levels, which is in inverse
ratio (the greater number of hierarchical levels, the size
ratio decreases hierarchical).
Note that it is necessary to make a correct sizing of the weight
hierarchy.We therefore have sought to avoid:
-Hierarchical weight-sizing, which leads to difficulties in
coordination andcontrol exercise,
-Underdimmensionnement it, that increases the number of heads
andtherefore increase costs paid managers.
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3.12. COORDINATION FUNCTIONCoordination function answering the
same questions as the function of
organization: what resources and means and how it can achieve
the plannedobjectives, indicating that the coordination function
has the evidence in detail andinclude shorter periods of time.
Coordination is therefore a dynamic organization
in detail and planned activity aimed at shorter horizons. Why is
called guidanceor advice.Coordination function is all work
processes harmonizing business decision
and action and its subsystems, the projections and established
organizationalsystem. Cycle management process, beginning with
planning, continues with thecoordination of management, involving
directing daily activities. Need for coordination is due
to:
-Complex and dynamic business organizations that are dynamic and
notstatic systems;
-Novelty human reactions;-Existence and action of factors
(endogenous and exogenous) whose
influence on organizations comes as result of actions that have
planned andorganized disruption.Permanent influences of these
factors on the organization require routing,
guidance, coordination activities, aiming thereby to adapt the
organization toenvironmental changes (exogenous factors) or
neutralizing actiondezorganizatoare, disturbing endogenous factors.
We can say that natureantientropică management can be particularly
the function of coordination. Unlikeself-regulating biological
systems, social systems (organizations) to reduceentropy (state of
decay, disorganization) is the result of conscious control held
bymanagers and appears as a function of management, namely the
coordinationfunction.
Coordination comes to know, to track changes occurring in
theorganization (changes in materials, technology, the people, the
environment).Coordination is to, on the one hand, maintaining
organization coordinatesactivities planned (to achieve the
objectives set), and on the other hand,continuous improvement
activity (by human effort, financial daily), coordinationand
intelligence effectively to objectives planned.
Coordination as a function of management is primarily a
managementactivity, constant guidance and operational activity. It
is the least formalizedmanagement function. It depends, crucially,
to: the psycho-sociological qualitiesof leadership of the manager,
of his human side, the ability to know andunderstand human nature,
inspire and necessary requirement, to motivate
people, charisma, personal example, professionalism, fairness,
consideration.Coordination takes two forms:-Bilateral coordination
takes place between a boss and a subordinate
("face to face"). This form of coordination has the advantage
that preventsfiltering and distortion and ensures rapid feed-back.
Also, the disadvantage of time consumption.
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-Multilateral coordination takes place between a leader and two
or moreemployees. Is a concurrent process communication to multiple
people, and iscarried messages, often in the form of working
meetings.
3.12.1. COMMUNICATION, AND SUPPORT PREMISECOORDINATING
Coordination is carried out, in all organizations,
communication.Communication is part of all components and actions
of organizations.Communication is the transfer of information from
an issuer (sender) to areceiver (receiver) in terms of
understanding the correct message to the recipientof the content.
Communication is the concrete form which achieves acoordination
group of people in an organization. A need for
effectivecommunication requires the same meaning in the two
subjects of communication(issuing and receiving), the significance
of the message subject of communication. If there is common
understanding of the message, state that
there is an effective communication (real) and effective.The
role of communication is to unite, put together, integrate
activities.Communication is, therefore, the way in which people are
integrated, controlledand directed (coordinated) to achieve a
common goal. Communication goal is toproduce favorable changes, to
influence the actions that ensure the prosperity of the
organization. For example, businesses in foreign trade require
informationessential for the decisions to be taken on the
production of a variety or another,from lots manufactured and
quality for export. All they require information
andcommunication.
Communication is vital internal workings of the organization,
ascommunication integrates all management functions. Communication
link to the
organization of the external environment in which it acts.
Communication is vitalin any organization, the communication
managers can determine the internalorganizational climate and can
influence employee attitudes and behaviorsthrough continuous
communication with them. Therefore, managers are bound toachieve
effective communication with subordinates and vice
versa.Communication is a two-way process: - Head - subordinated and
subordinated -Chief, in which each is, in turn, issuing and
receiving of messages.
The communication process is how an issuer (sender) contact a
recipient(recipient) with a message. The Issuer, having in mind an
idea, an action whichseeks to determine a change in the recipient,
an encoding in an accessibleunderstanding of the recipient.
Encoding letters and words is the language used
by two subjects (issuing and receiving), but can be represented
by simbolulrilecomputer language. The message can be expressed:
oral, written or may be nonverbal. Transmission channel is the
channel through which the message and linkthe two subjects of
communication when communication is not direct. Messagetransmission
channel can be: a memoir, a letter, telegram, fax, phone, etc..
Each transmission channel has advantages and disadvantages.
Issuer must choose the best transmission channel, to ensure
effective communicationand effective. Sometimes, you can use
multiple channels broadcast the same
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message. For example: two people can set the phone an agreement,
then, isconfirmed by fax or telex.
Recipient receives the message and be able to able to decode
andunderstand its true meaning. A communication characterized by
clarity, accuracycan be achieved only if the issuer and the
receiver gives the same meaning of
symbols that compose the message (eg a message in English
require a recipientwho knows the language). Interference or noise
are elements or factors hinderedcommunication and manifests in all
components of the communication process.Thus, noise in an office
can prevent the development of clear ideas. Can becoded wrong and
sending a message can be wrong due to the poor reliability
of the transmission channel (eg a phone that streams).
Communication within anorganization, a key issue is the use of
technical jargon or professional, can notunderstand the message
recipient, if it is not yet familiar with the jargon.Communications
can be classified according to several criteria:
a). After purposes of movement and position of the issuer in
relation to therecipient, the communication can be:
-Communication descending (down) - circulating information
onhierarchical lines from upper levels of management at lower
levels (Head -subordinate). Used for:
-Planning and organization of work,-Training staff,-Transmission
of decisions.-Communication upward (bottom up) - the information is
either
feed-back to incoming messages or reports of subordinates on
organizedaction. Are essential for active control.
-Communication horizontally or diagonally - the messages
travelingbetween people at the same hierarchical level (horizontal)
or differenthierarchical levels, but distinct hierarchical lines
(diagonally). They aredesigned to allow an exchange of information
between variousdepartments and employees of the organization.b).
After transmitting the message system, communication can be:
-Oral communication is most commonly used. Most of themessages
are passed on orally organizations (75%). This type
of communication allows direct contact between employees and
betweenthem and people outside the organization. Advantages of
oralcommunication are: fast, immediate response reaction.
-You can ask questions and can clarify issues;-Can be obtained
immediately the effect of message recipients;-Subordinate feels he
is being given importance.
-Disadvantages of oral communication
are:-Time-intensive,-Accuracy of messages sent and their
significance can not be clearly
established later;-Lead to erroneous actions (in case of a
misunderstanding of the
message).-Written communication has the advantages:
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-Posts can be kept as evidence of clarity and accuracy of
message;-Promotes uniformity in the actions and procedures for many
people;-In some cases, can reduce the cost of communication (by
saving time).Disadvantages of written communication
are:-Accumulation of large volumes of messages, many papers
associated
with the idea of bureaucracy in a negative way;-In case of your
post Inability issuers formulation messages, the messagecan be
ambiguous;
-Feed-back is not right.-Non-verbal communication is achieved
by: facial expression, mimicry,
gestures, body movements. This can be a support oral
communication, beingperformed by facial expression and can support
the message, sometimes,however, may be inconsistent with the
message.
3.12.2. ORGANIZATIONS IN COMMUNICATION NETWORKSCommunication
network is a structured system of informationtransmission. The most
common types of communication networks are:
-Wheel-type network - communicate with each person in the
center. Thistype of communication network characterized
super-system.
-Chain-type network - the third person, for example, I only
communicatewith the person through the second. This system creates
hierarchical lines.
-Circular network - each side communicate with the other two.
Thisrelationship reflects a certain decentralization of
management.
-Open-network, multi-or star - each communicate with any other
person,making a free exchange open messages. This type of network
communication is
specific participatory management system with a high level of
decentralization of management, where decisions are taken
collectively by employees participationin decision making.
Type of communication network has a great influence on the
organizationand management organization (centralized or
decentralized) and expressed andpracticed management style
(autocratic, participative and permissive).
3.12.3. BARRIERS TO COMMUNICATIONCauses communication barriers
are limiting or are incomplete or blocking
communication. Communication barriers exist in all parts of the
communicationprocess. Depending on the causes of these barriers to
communication, they are:
barriers to interpersonal communication and organizational
barriers.
A). BARRIERS TO INTERPERSONAL COMMUNICATIONThese barriers are
due to several causes:-Lack of real information (messages "poor") -
because these messages
include poverty of words, ideas, message inconsistency,
significantly limitingeffective communication. This barrier is
often when there is a communicationplan. Usually, many people begin
to communicate without knowing the objectives
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of communication, order information to be transmitted, without
thinkingcoherently about what they want to convey message and
consequentlyimpoverish message.
-Ignoring the information, not taking into account the
information provided,considering that they contradict knowledge we
have about it. For example:
manager secretary announced that the employees are dissatisfied
with thesalaries. Manager does not take into account, because he
knows otherwise, butthis information is older than 8 months. Not
taking into account information over 2days manager faced with a
labor dispute.
-Evaluation of the source (the originator of information) - the
meaning andvalue messages are popular, often depending on the
issuer’s credibility: if theissuer is credible, the message will be
heard with great interest and receptivity.Otherwise, the message is
impoverishing.
-Different perceptions - people from different socio-cultural
backgroundshave different experiences, differentiated value systems
that can cause differentperceptions, influencing communication.
-Semantic distortion - not a few words can have different
meanings for different people with insufficient training level
(eg the word "fortuitous" isunderstood differently by different
people)
-Disturbances (noise), such as conversations, traffic street -
they candisrupt the reception of the message and can make.
B). ORGANISATIONAL BARRIERSThese barriers are due to causes such
as:-Levels of management (hierarchical levels) can influence the
accuracy,
clarity and volume of messages sent and / or received. Common
are:-Phenomena of distortion - involving intentional distortion of
the
message;-Filtering phenomenon - involving distorted message to
the people
from passing information that add or omit certain components
intendedmessage.
-Area control (hierarchical or share driving time) is the number
of peopledirectly subordinate to a manager. May influence or reduce
the communication (if it is too large) or enhance
communication, causing even override thesubordinates (if too
small).
-Hierarchical position occupied by the issuer and the recipient.
If thedistance is greater or less inhibition of subordinates can
occur when the headforward message containing negative effects or
deficiencies in the activity(especially if the boss is
authoritarian).
-Failure to obey a person associated with premature evaluation
of themessage and the issuer.
There are many people who speak, but few listeners. Listening is
afundamental requirement of communication, it requires full
attention and self-discipline. Listen not only to hear. Use your
ears to hear, but need to listen to themind and soul. Listening is
a conscious act that requires will and not simply apassive and
decipher the sounds. It makes the communication.
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Recommendations for effective communication:-Stop talking.-Put
the speaker in mild cases.-Tell the speaker that you want to listen
and pay them interest.-Remove noise.
-Try to understand the speaker’s point of view, even if
initially youdisagree.-Be patient, listen patiently, says that even
if you do not like.-Stay calm. A hedgehog will only negative
aspects of communication.-Ask questions and show encouraging
speaker listen with interest.-Be withheld criticism, as this will
put the party on the defensive and will
not display as intended.
3.12.4. POWERPower in a company is given the general relations
that allow an individual
to change another’s behavior or others. Power is a measure of
interpersonal
relations, an asymmetrical relationship between individuals in
relation to a givensituation. Ascendentele power is provided by the
following:-Physical force,-Personal qualities,-Skill in a
particular field,-Economic resources,-Institutional
authority.Influence is a deliberate act by which a person attempts
to cause another
or others to think or to commit an act that one would not think
or do. This ispossible only when power is based on. Meanings given
in his daily influence canbe negative or positive, the negative
influence is perceived as a manipulation in
order to deceive, based on lack of scruples. The positive
influence of qualitygranted to punish and limit ambiguity and lack
of efficiency standards because of the prestige, the power
they hold certain individuals.
DEFINITION: The authority is entitled to use the power of the
behavior of others, it stems from the role of official
position.
Authority is a species of type near-power, which can
exericita and other than the official channels. In terms of
authority Psychology can be considered aslegitimate power,
exercised not as a brute force, but as a force that can betrusted,
a force founded on rules and limited in scope for the exercise.
Authority
has the following features:-The power objectives, objectified by
rules, regulations, customary andsymbols.
-At its base lies the consent and compliance.-Involves a
hierarchy of social roles.In the shipping firm stand for the power
and authority influence an
individual exerts on others. Power becomes authority when it is
legitimated,official and accepted. The Authority may recognize only
a right to remain
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powerless, the ability to influence others. Informal leader is
one who has power but not authority, but the manager is the
person who is granted authority, thatcan be left empty when
essentially lacks qualities, skills and knowledge.
3.13. MOTIVATION STAFFOn this basis the company has a great
importance due primarily activities,the requirements imposed by
national and international law on the organizationactivities,
salaries, etc.. Incentive structure within a firm based on the
followingaspects:
1). Material and salary as follows:-Gains salary.-Job
security.
2). Additional advantages, features and gratuities
received:-Ensuring the tickets table.-Duration of leave.
For those of management:-Trips abroad, business
meetings.-Graduate training courses paid by the company, etc..
3). Psychosocial deriving from the position held:-Respect and
social status.-Prestigious companies locally and
internationally.-Participation in decision making.
Efficiency of managers to train his staff is given the following
aspects:-Salaries were negotiated as both global and
individual-Number of employees is almost constant and has a
seasonal
fluctuation, that is not massive layoffs.
3.14. HUMAN RESOURCES ACTIVITYHuman resources are all physical
and intellectual aptitudes native, along
with knowledge acquired through learning, training and
experience in active lifeand used in specific activities of each
company. Drawn and used in activities isthe human resources firm
decisive factor of production, whose active anddecisive role
resides in the following:
-Produce and reproduce the other factors of production (natural
resources,materials, capital, information resources) and their
combination provides aneffective manner.
-Perform a decisive role in the transformation of natural
resources intogoods and services, representing only factor of
production able to produce newvalues.
-The only factor generator of creativity and innovation.-The
only resource-endowed with the ability to know and overcome
limitations.-The human factor is only able to ensure coherence
and rationality of
economic activity and to contribute decisively to increase
efficiency.
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Integrated human resources company shipping activity is present
in aninhomogeneous structure, with components having the
qualifications,specialization and various hierarchical positions,
different personality traits to belinked to business objectives.
Human intervention in the company is the meansof management tools,
including a system of rules is important: labor, personnel,
management, maintenance, and organizational structures that
enable andfacilitate the mobilization of personnel, cooperation,
linking individual interestswith the company, all leading to
increasing use of human resources. Thecompany claims the
personality and individual results that formed. A person witha
valuable qualification is a really good "assets" of the company
andmanagement ability to concentrate high-quality staff is a key
strategic factor.
Human resource management aims to improve continuous
performancesof all employees and their ongoing cooperation to
improve the quality of businessoperation in order to achieve
organizational mission and objectives, to ensure theviability and
long-term profitability. The main objective of human
resourcemanagement is to find ways of integrating staff. In view of
integration is the whole
human resource management methods which seek proximity or
coincidence of interests of individual employees
objectives.Integration goal is to guide the employees energies
towards the objectives
company, that company’s overall integration strategy. The means
used to curtailsources of tension and to stimulate factors that
motivate staff, develop a sense of belonging to the company,
etc. .. Therefore it is considered that the bestcompanies are those
that management establishes with employees technologicalchanges,
labor content, changes in internal social relationshi
