Managers Are Organizational Members Who Are Responsible for the Work Performance of Other...
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Managers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management: top- level, middle-level, and first-level. These three main levels of managers form ahierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer middle managers, and the fewest managers at the top level. Each of these management levels is described below in terms of their possible job titles and their primary responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurring in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. Management Hierarchy All levels of management perform these functions. However, the amount of time a manager spends on each function depends on the level of management and the needs of the organization—factors which play a role in organizational design. Top-level managers include the board of directors, president, vice-president, CEO, and other similar positions. They are responsible for planning and directing the entire organization. Middle-level managers include general managers, branch managers, and department managers, all of whom are accountable to the top-level management for the functions of their departments. They devote more time to organizing and directing. First-level managers include supervisors, section leads, foremen, and similar positions. They focus on controlling and directing. As a result of this hierarchy, upper management will view the organizational design from a macro-level and consider all moving parts of the organization. Middle-management will generally focus on operations within functional or geographic areas. Lower- level managers will look at specific processes within functions or regions. From an organizational-design perspective, the higher managers are in the organization, the broader the view they will take and the greater number of moving parts they will consider. (a) Planning: This is the first and the most important element of production planning and control. Planning refers to deciding in advance what is to be done in future. A separate planning department is established in the organisation which is responsible for the preparation of policies and plans with regard to production to be undertaken in due course. (b) Routing: Production routing is a process concerned with determining exact route or path, a product has to follow right from raw material till its transformation into finished product. A few definitions of routing can be cited here:— (c) Scheduling: Scheduling in simple words means fixation of time and date when each operation is to be commenced and completed. It is an important part of production control as all future process of production is based on it. Scheduling lays down ground work for all subsequent steps in production process (d) Dispatching: Dispatching relates to the process of initiating production in accordance with pre- conceived production plan. It is concerned with giving practical shape to the production plan. This includes issuing necessary orders and instructions and other important guidelines and information pertaining to work. (e) Checking the progress or Follow-up: Follow-up or expediting function relates to evaluation and appraisal of work performed. If goods are to be produced as planned, proper follow up or expediting must be undertaken. A properly planned follow up procedure is helpful in finding errors and defects in the work and it also suggests remedial measures. (f) Inspection: This is the last but not the least component in the process of production planning and control. The function of inspection is primarily carried to ensure whether desired quality of products has been achieved or not. Inspection is carried out at different levels of production activity. A bill of materials (BoM) is a list of the parts or components that are required to build a product. TheBoM provides the manufacturer's part number (MPN) and the quantity needed for each component. BOM Level—Assign each part or assembly a number to detail where it fits in the
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Managers Are Organizational Members Who Are Responsible for the Work Performance of Other Organizational Members
Transcript of Managers Are Organizational Members Who Are Responsible for the Work Performance of Other...
Managers are organizational members who areresponsible for the work performance of otherorganizational members. Managers have formalauthority to use organizational resources and to makedecisions. Inorganizations, therearetypicallythreelevels of management: top-level, middle-level, andfrst-level. hesethreemain levelsofmanagersformahierarchy, in which they are ranked in order ofimportance. In most organizations, the number ofmanagers at each level is such that the hierarchyresembles a pyramid, with many more frst-levelmanagers, fewer middle managers, and the fewestmanagers at the top level. !ach of these managementlevels is described below in terms of their possible "obtitles andtheir primaryresponsibilitiesand the pathstakentoholdthesepositions. #dditionally, therearedi$erences across the management levels as to whattypesofmanagementtaskseachdoesandtherolesthat they take in their "obs. %inally, there are a numberof changesthat areoccurringinmanyorganizationsthat are changing the management hierarchies inthem, such as the increasing use of teams, theprevalence of outsourcing, and the &attening oforganizational structures.Management 'ierarchy#ll levels of management performthese functions.'owever, theamount of timeamanager spendsoneachfunctiondependsonthelevel of managementand the needs of the organization(factors which playa role in organizational design.Top-level managers include the board of directors,president, vice-president, )!*, and other similarpositions. hey are responsible for planning anddirecting the entire organization.Middle-level managers include general managers,branchmanagers, anddepartment managers, all ofwhomareaccountabletothetop-level managementfor thefunctions of their departments. heydevotemore time to organizing and directing.First-level managers include supervisors, sectionleads, foremen, andsimilar positions. heyfocusoncontrolling and directing.#saresultof thishierarchy, uppermanagementwillview the organizational design from a macro-level andconsider allmoving parts of the organization.Middle-management will generally focus on operationswithin functional or geographic areas. +ower-levelmanagers will look at specifc processes withinfunctions or regions. %roman organizational-designperspective, the higher managers are in theorganization, the broader the view they willtake andthe greater number of moving parts they will consider.(a) Planning:hisisthefrst andthemost important element ofproduction planning and control. ,lanning refers todecidinginadvancewhat istobedoneinfuture. #separate planning department is established in theorganisation which is responsible for the preparation ofpolicies and plans withregard to productionto beundertaken in due course.(b) Routing:,roduction routing is a process concerned withdetermining e-act route or path, a product has tofollow right from raw material till its transformation intofnishedproduct. #fewdefnitionsof routingcanbecited here:((c) Scheduling:.cheduling in simple words means f-ation of time anddatewheneachoperationistobecommencedandcompleted. It is an important part of production controlas all future process of production is based on it..cheduling lays down ground work for all subse/uentsteps in production process(d) Dispatching:0ispatching relates to the process of initiatingproduction in accordance with pre-conceivedproductionplan. It isconcernedwithgivingpracticalshapetotheproductionplan. his includes issuingnecessary orders and instructions and other importantguidelines and information pertaining to work.(e) Checing the progress or Follo!-up:%ollow-upore-peditingfunctionrelatestoevaluationandappraisal of workperformed. If goodsaretobeproducedasplanned, properfollowupore-peditingmust be undertaken. #properly planned followupprocedure is helpful in fnding errors and defects in thework and it also suggests remedial measures.(") #nspection:hisisthelast but not theleast component intheprocess of production planning and control. hefunctionof inspectionis primarilycarriedtoensurewhether desired /uality of products has been achievedornot. Inspectioniscarriedoutatdi$erentlevelsofproduction activity.$ bill o" materials 12oM3 is a list of theparts orcomponents that are re/uired to build a product.he2oM provides the manufacturer4s part number1M,53 and the /uantity needed for each component.%&M 'evel(#ssign each part or assembly a numberto detail where it fts in the hierarchy of the 2*M. hisallows anyone with an understanding of the 2*Mstructure to /uickly decipher the 2*M. Part )umber(#ssign a part number to each part orassembly in order to reference and identify parts/uickly. It is common for manufacturers to chooseeitheran intelligentornon-intelligentpartnumberingscheme. 6hicheverschemeyouuse, makesureyouavoid creatingmultiplepart numbers for the samepart. Part )ame(7ecord the uni/ue name of each part orassembly. his will help you identify parts more easily. Phase(7ecord what stage each part is at in itslifecycle. %or parts in production, it is common to use atermlike8In,roduction9 toindicatethestageof thepart. 5ew parts that have not yet been approved canbe classifed as 4:nreleased4 or 4In0esign4. his ishelpful during new product introduction 15,I3 becauseit allows you to easily track progress and createrealistic pro"ect timelines. Description(,rovideadetaileddescriptionof eachpart that will help you and others distinguish betweensimilar partsandidentifyspecifcparts moreeasily. *uantit+(7ecord the number of parts to be used ineach assembly or subassembly to help guidepurchasing and manufacturing decisions and activities. ,nit o" Measure()lassify the measurement in whicha part will be used or purchased. It is common to use8each9, but standard measures like inches, feet, ouncesand drops are also suitable classifcations. 2econsistent acrossall similar part types becausetheinformation will help make sure the right /uantities areprocured and delivered to the production line. Procurement T+pe(0ocument how each part ispurchased or made 1i.e. o$-the-shelf or made-to-specifcation3 tocreatee;cienciesinmanufacturing,planning and procurement activities. Re"erence Designators(If your product containsprintedcircuit boardassemblies1,)2#s3, youshouldincludereference designators that detail wherethepart fts ontheboardinyour 2*M. )apturingthisinformationinthe2*Mcansavetimeandhelpyouavoid confusion down the road. %&M)otes()aptureother relevant notes to keepeveryonewhointeractswithyour 2*Monthesamepage.
