Management assignment pdf

Showing pages 1 to 3 of 8 pages. Management Accounting. Spread sheet to analyse organisational performance Calculation of BEP, margin of safety and budgeted net income Requirement of funds Budgeted cash flow Repeat offenders do it because they know they can get away with it.

Always appoint a facilitator on the spot if necessary to control the agenda and guide the proceedings. Make sure that the meeting always follows an agenda, preferably written and agreed to by all parties in attendance. No tangents please. Stick to the topic at hand.

If you have other matters you wish to raise, wait until the item under discussion has been fully discussed and resolved.

No Gossip. Keep discussion focused on the issues over which the group has control. One person speaks at a time. No side conversations please. Always pay attention to the person who has the floor. Be respectful of others. Good listening is always the hallmark of a collegial environment and a productive session. Speak Up. Everyone has the responsibility to contribute. Be frank, honest and candid where appropriate.

No Whining. If there must be criticism, make it constructive. Avoid value judgements and always try to suggest alternatives. Spare the Oxygen. As always, quality tends to be valued more than quantity. Ideas belong to the group, not the individual. Leave united.

Time is money. Monitoring and Control will be by the methods outlined in the strategy, and will include actual vs. The project will be closed when the deliverables are accepted by the customer sponsor in accordance with the acceptance criteria in the Project Charter and Project Scope. Another acceptance criteria is to deliver a responsibility matrix RACI which can be seen in appendix Reports will be produced comparing actual vs. Files and documentation will be completed and stored by the sponsor, and final handover completed.

The team will have a suitable celebration and disband. Date: 20th April Revision Number: 1 1. Objectives and Descriptions: 1. Understand the reasons for the high rejection rate by measuring and analysing the current rejection rate and identify causes.

Identify variances and gaps in the current process by clearly identifying opportunities for improvement. Build consistency into the process by creating a Work Instruction WI 4.

Gather data and review the process to better understand the rejection rate. Using Pareto measure and analysis the current rejection rate. Map the current process. Agree improvements. Build a work instruction WI.

Train and roll out the new process. Develop methods for control. Day to day work activities may suffer as time is allocated to the project. Not improving the rejection rate is a compliance risk. Confirm Team 2. Build the metrics 3.

Identify the causes and gaps 4. Create Work Instruction WI 5. Roll out the new process 6. Close the Project 5. No outside consultants are required and as agreed by the Project Sponsor team input time will be managed within their regular working week.

Project Manager Alan Kinsella To manage the project and deliver the outputs. Paulina Onzaga. Roethlisberger discovered that the workers, as a group, had deliberately adopted a norm of output restriction to protect their jobs.

Workers who violated this informal production norm were subjected to sanctions by other group members. Ratebusters threatened group members because they revealed to managers how fast the work could be done. Chiselers were looked down on because they were not doing their share of the work. Work-group members disciplined both rate busters and chiselers in order to create a pace of work that the workers not the managers thought was fair.

Since the work group can influence the behavior of its members, some management theorists argue that supervisors should be trained to behave in ways that gain the goodwill and cooperation of workers so that supervisors, not workers, control the level of work-group performance.

One of the main implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the workings of the informal organization, the system of behavioral rules and norms that emerge in a group, when they try to manage or change behavior in organizations. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance.

It was becoming increasingly clear to researchers that understanding behavior in organizations is a complex process that is critical to increasing performance. Indeed, the increasing interest in the area of management known as organizational behavior, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies.

Perhaps the most influential approach was developed by Douglas McGregor. He proposed that two different sets of assumptions about work attitudes and behaviours dominate the way managers think and affect how they behave in organizations. These managers believe that workers must be made to do what is necessary for the success of the organization, and they focus on developing rules, SOPs, and a well-defined system of rewards and punishments to control behaviour.

They see little point in giving workers autonomy to solve their own problems because they think that the workforce neither expects nor desires cooperation.

Theory X managers see their role as to closely monitor workers to ensure that they contribute to the production process and do not threaten product quality. THEORY Y In contrast, Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization.

When managers design the organizational setting to reflect the assumptions about attitudes and behaviour suggested by Theory Y, the characteristics of the organization are quite different from those of an organizational setting based on Theory X.

Managers who believe that workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers, both as individuals and in groups. Management Science Theory Management science theory is a contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services.

In essence, management science theory is a contemporary extension of scientific management, which, as developed by Taylor, also took a quantitative approach to measuring the worker—task mix in order to raise efficiency. All these subfields of management science provide tools and techniques that managers can use to help improve the quality of their decision making and increase efficiency and effectiveness.

Resources in the organizational environment include the raw materials and skilled people that an organization requires to produce goods and services, as well as the support of groups including customers who buy these goods and services and provide the organization with financial resources.

One way of determining the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources. The importance of studying the environment became clear after the development of open-systems theory and contingency theory during the s.

The Open-Systems View One of the most influential views of how an organization is affected by its external environment was developed by Daniel Katz, Robert Kahn, and James Thompson in the s. These theorists viewed the organization as an open system— a system that takes in resources from its external environment and converts or transforms them into goods and services that are then sent back to that environment, where they are bought by customers.

At the input stage, an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. At the output stage, the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs.

The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so that the cycle can begin again. A closed system, in contrast, is a self-contained system that is not affected by changes that occur in its external environment.

Organizations that operate as closed systems, that ignore the external environment and that fail to acquire inputs, are likely to experience entropy, the tendency of a system to lose its ability to control itself and thus to dissolve and disintegrate. Management theorists can model the activities of most organizations by using the open- systems view. Manufacturing companies like Ford and General Electric, for example, buy inputs such as component parts, skilled and semiskilled labor, and robots and computer-controlled manufacturing equipment; then, at the con- version stage, they use their manufacturing skills to assemble inputs into outputs of cars and computers.

As we discuss in later chapters, competition between organizations for resources is one of several major challenges to managing the organizational environment. Researchers using the open-systems view are also interested in how the various parts of a system work together to promote efficiency and effectiveness. Synergy, the performance gains that result when individuals and departments coordinate their actions, is possible only in an organized system.

Contingency Theory Another milestone in management theory was the development of contingency theory in the s by Tom Burns and G. In other words, how managers design the organizational hierarchy, choose a control system, and lead and motivate their employees is contingent on the characteristics of the organizational environment. Supervisors make all important decisions; employees are closely supervised and follow well-defined rules and standard operating procedures.

In contrast, when the environment is changing rapidly, it is difficult to obtain access to resources, and managers need to organize their activities in a way that allows them to cooperate, to act quickly to acquire resources such as new types of inputs to produce new kinds of products , and to respond effectively to the unexpected.

In an organic structure, authority is decentralized to middle and first-line managers to encourage them to take responsibility and act quickly to pursue scarce resources. In an organic structure, control is much looser than it is in a mechanistic structure, and reliance on shared norms to guide organizational activities is greater.