BCU - PIO - Challenges of Management - 181013

The

CHALLENGESof

MANAGEMENT

Noora Al-AbdullaJoachim KranzlerPanchapha LaochooNavin MahaveerOkwuchukwu NnajioforSolar Perera

MSC ManagementPeople in OrganisationsGroup-Presentation18/10/2013

topic

findings

Structure:

link to themanagement

principles

fayol’s focusand definition

example

PLANNING

EXAMPLE:Shell booked “premature” or “aggressive” oil reserves over a long period => the firm got problems over time based on historical planning and had to miscategorise 3.9 billion barrels of it’s “proved” reserves => an enormous elimination of value!!!

Strategy, targets and objectives

Information and data (historical, actual, forecast)

Understanding the rules (orgs, competitors, etc.)

Commitment (employees, customers, suppliers, etc.)

Resources (capital, labour, materials, etc.)

14 M-PRINCIPLES:

1. Division of work2. Authority3. Discipline4. Unity of Command5. Unity of Direction6. Subordination of

Individual interest7. Remuneration8. Centralization9. Scalar chain10. Order11. Equity12. Stability of Tenure

of Personnel13. Initiative14. Esprit de Corps.

The function of management of systematically making decisions about the goals to be achieved and activities or actions needed to achieve those goals that an individual ,

a group, a work unit, or he overall organization will pursue in the future (Abdul Karim, 2010).

ORGANISING

EXAMPLE:Out of the case study “Hole in the wall” there was some difficulty with organizing a clear structure of hierarchy which resulted in poor communication and coordination.

Resources (capital, labour, materials, etc.)

Core-Competencies

Stability vs. Re-Organisation

Routine vs. Change Management

14 M-PRINCIPLES:




The management function of assembling and coordinating human, financial, physical, information and other resources needed to

achieve organizational goals (Abdul Karim, 2010).

(leadership) COMMANDManagement is doing things right; leadership is doing the right things.

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. (Drucker, 1977)

EXAMPLE:Starbucks is known for its exceptional treatment of employees, offering things like insurance to even part-time workers. The CEO, Howard Schultz’s compassion and incredible leadership helped many employees as the firm was stricken by a robbery with three employees killed.

Setting a good example

Ethical behaviour

Social competence

Inter-personnel skills

Conviction and Spirit

14 M-PRINCIPLES:




CO-ORDINATION

EXAMPLE:PIO Case Study: The manager in the case study who emailed her staff regarding a new department strategy, but hardly got any feedback since she did not communicate well with her staff.

Existing role allocation

Effective Communication (meetings, reports, etc.)

Organisation within the organisation

Reporting systems

Supply chains

Customer relationship

14 M-PRINCIPLES:




To coordinate is to harmonize all the activities of a concern so as to facilitate its successful function involving determining the sequencing and timing of activities so that they properly mesh; allocating to things and actions their rightful proportions of resources, time and priority; adapting means to ends (Fayol, 1984)

CONTROL

EXAMPLE:The Shell’s Committee of Managing Directors (CMD) didn’t get reliable information about the booked reserves. The organisation allowed an solo attempt by the former CEO Sir Philipp Watts => in future the company faces problems to meet their target and keep credibility.

Demand of reports

Chain of command

Shared value

Style of leadership

Consequences, penalty, etc.

14 M-PRINCIPLES:




The function of management of monitoring progress and making needed changes to make sure that the organizational

goals are achieved (Abdul Karim, 2010).

Reference list:Abdul Karim, M.S. (2010) Management Funktions, Levels and Skills. [pdf]

Available at:http://alumni.uniten.edu.my/Lecture%20Notes/CEPB%20323% 20Project%20Management%20and%20Construction/1)%20Module%201%20Management%20Functions,%20Levels%20and%20Skills%20(1st%20Sem%202010-11).pdf [Accessed 16 October 2013].

Drucker, P. (1977) People and performance: the best of Peter Drucker on management. London: Heinemann.

Fayol, H. (1984) General and industrial management. London: Pitman.

http://alumni.uniten.edu.my/Lecture%20Notes/CEPB%20323%20Project%20Management%20and%20Construction/1)%20Module%201%20Management%20Functions,%20Levels%20and%20Skills%20(1st%20Sem%202010-11).pdf








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BCU - PIO - Challenges of Management - 181013

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