FUNCTIONS OF MANAGEMENT

Managers – – The people responsible for supervising the use of

an organization’s resources to meet its goals

• The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

• Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees

PLANNING• Objective – A clear specific measuring post

indicating progress towards achieving a short term goal.

• Goal – An overall or longer term aim providing focus for day to day activities

• Plan – projected courses of action aimed at achieving future objectives – they provide clear goals and map the activities needed to achieve them effeceintly and effectively – they are the propellers of an aeroplane or rudder of a ship

• Planning is critical for business – we have to organise our day’s, weekly, monthly, yearly and long range activities.

• Planning gives us direction and helps identify and focus important issues for business.

• Gap Analysis – see hand out• Values• Vision• Mission• SWOT Analysis• Strategic Plans

ORGANISING

• What is organising? –

• It is defining roles, responsibilities and arranging and coordinating the resources needed to successfully carry out plans – Right People in the Right Seat in the BUS called BUSINESS

STAFFING• What is staffing? –

• People are a hotel’s most valuable resource – the hotel needs the right people to be attracted to join it – then it is recruiting, training to do their jobs effectively and treating them well to retain them.

• Losing employees is easy – recruiting is twice as hard – Let’s do a costing of recruitment?

• Disney’s recruitment policy – what is most critical – Is it recruiting or training?

LEADING

• Leadership is about achieving business goals through the work of othersDavid Karpin

• Trait Approach – focusses on personal qualities such as height, intelligence, genetic etc

• Transformational Approach – leads the organisation in new direction through leaders talent and drive

• Charismatic Approach – leads through personal magnetism, charm and other qualities – Eg Steve Jobs of Apple Computers, JW Marriott of Marriott Hotels

• Narcisstic Approach – leads through personal skills, magnetic attraction and also are distrustful of others and consider themselves invincible – Eg Napolean, Bill Gates,

MONITORING

• How are we doing?• Are we operating within the budget?• Are we meeting our targets?

• It is keeping an eye on how the business is doing – checking on budgets, materials, costs, staff, revenues, quality, safety measures etc

GOOD MANAGER

• Listening , comprehension, vision , understanding, critical, conecting with the reality and close with people

Bad boy

• 1. the manager who doesn’t know how to do his job

• 2. the manager who doen’t want to do his job• 3. the manager who doesn’t care

Defining Motivation

© 2005 Prentice Hall Inc. All rights reserved. 6–13

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Maslow’s Hierarchy of Needs

© 2005 Prentice Hall Inc. All rights reserved. 6–14

Lower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.

E X H I B I T 6–1E X H I B I T 6–1Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

The Lewis Model was constructed by Richard Lewis for purposes of culture classification

The model aims to promote “harmony through understanding”

The model classifies cultures into three main types:

- Linear-active- Multi-active

- Reactive

The Lewis Model: Basic Characteristics

Linear-active:- Cool- Factual- Decisive Planners

Multi-active:- Warm - Emotional- Impulsive- TalkativeReactive:

-Courteous-Amiable-Accommodating-Compromiser-Good Listener

3 examples of sectory

• Primary: oil, potato farms , wood • Secondary: computers, electronic, chemical,

vehicle manufacturing, • Tertiary: restaurants or hotel, retailing,

airlines.

Glocalization.

• A combination of the words "globalization" and "localization" used to describe a product or service that is developed and distributed globally, but is also fashioned to accommodate the user or consumer in a local market. This means that the product or service may be tailored to conform with local laws, customs or consumer preferences. Products or services that are effectively "glocalized" are, by definition, going to be of much greater interest to the end user.

steps

• 1. raw materials, extraction• 2. desing.• 3. manufacture.• 4. storage• 5. transports• 6. retailers• 7. consumer

Una cadena de suministro está formada por todas aquellas partes involucradas de manera directa o indirecta en la satisfacción de la solicitud de un cliente. La cadena de suministro incluye no solamente al fabricante y al proveedor, sino también a los transportistas, almacenistas, vendedores al detalle (o menudeo) e incluso a los mismos clientes. Dentro de cada organización, como la del fabricante, abarca todas las funciones que participan en la recepción y el cumplimiento de una petición del cliente. Estas funciones incluyen, pero no están limitadas al desarrollo de nuevos productos, la mercadotecnia, las operaciones, la distribución, las finanzas y el servicio al cliente.