PORJECT FORMAT

1. Title : your name, number, project name etc.
2. Introduction : purpose of the project, what your are looking for ? your aim and expectations in this study etc.
3. literature review : a theoric framwork about the project topic..searching the printed articles and books on thar issue
4. Methodology : how do you perform the research ? how many people did you talk ? how did you collect the data ? (survey, interview, etc.) and information about the firms
5. Analysis : analyse the data and confirm your findings...you may add some comments..
6. Conclusion : last points you want to add...what you have learnt from this research ?
7. references : the articles and books ..

PLANNING

PLANNING

Defining Planning
Purposes of Planning
Planning: Advantages and Potential Disadvantages
Primacy of Planning


STEPS IN THE PLANNING PROCESS



ORGANIZATIONAL OBJECTIVES:PLANNING’S FOUNDATION


Definition of Organizational Objectives
Lincoln Electric Company organizational objectives:
The goal of the organization must be this—
to make a better and better product to be sold at a lower and lower price.
Profit cannot be the goal. Profit must be a by-product.
This is a state of mind and a philosophy.
Actually, an organization doing this job as it can be done will make large profits
which must be properly divided between user, worker, and stockholder.
This takes ability and character.
John F. Mee (1956) :
1. Profit is the motivating force for managers
2. Service to customers justifies business's existence
3. Managers have social responsibilities





DuPont DuPont is a multinational, high-technology company that manufactures and markets chemically related products. It services a diversified group of markets in which proprietary technology provides the competing edge.
Polaroid Polaroid manufactures and sells photographic products based on its inventions in the field of one-step instant photography and light-polarizing products. Utilizing its inventions in the field of polarized light, the company considers itself to be engaged in one line of business.
Central Soya The basic mission of Central Soya is to be a leading producer and merchandiser of products for the worldwide agribusiness and food industry.
General Portland Cement It has long been a business philosophy of Central Portland that “we manufacture and sell cement, but we market concrete.” The company sees its job as manufacturing top-quality cement and working with customers to develop new applications for concrete while expanding current uses.



AREAS FORORGANIZATIONAL OBJECTIVES


Peter F. Drucker's key areas ----------------------- for management system objectives:
1. Market standing
2. Innovation
3. Productivity
4. Physical and financial resources
5. Profitability
6. Managerial performance and development
7. Worker performance and attitude
8. Public responsibility




WORKING WITHORGANIZATIONAL OBJECTIVES


Organizational objectives:
1. Short-term
2. Intermediate-term
3. Long-term
Developing a Hierarchy of Objectives
Suboptimization


Guidelines for Establishing Quality Objectives
1. Let people responsible for attaining objectives help set them
2. State objectives as specifically as possible
3. Relate objectives to specific actions whenever necessary
4. Pinpoint expected results
5. Set goals high enough so employees will strive to meet them
but not so high that they give up trying to meet them
6. Specify when goals are expected to be achieved
7. Set objectives only in relation to other organizational objectives
8. State objectives clearly and simply


MANAGEMENT BY OBJECTIVES (MBO)

MBO strategy:
1. Assign individuals a specialized set of objectives
2. Conduct periodic performance reviews for goal attainment
3. Give rewards based on goals reached
The MBO process:
1. Review organizational objectives
2. Set worker objectives
3. Monitor progress
4. Evaluate performance
5. Give rewards


Factors Necessary for a ---------- Successful MBO Program
1. Top management must be committed to the MBO process
and set appropriate objectives for the organization
2. Managers and subordinates together must develop
and agree on each individual’s goals
3. Employee performance should be conscientiously evaluated
against established objectives
4. Management must follow through on employee performance
evaluations by rewarding employees accordingly




MBO Programs: ------------ Advantages and Disadvantages
Advantages:
1. Emphasizes what to do to achieve goals
2. Secures employee commitment to attaining goals
Disadvantages:
1. Development of objectives can be time-consuming
2. Requirements increase volume of paperwork


PLANNING AND THE CHIEF EXECUTIVE


Final Responsibility
As planners, chief executives ask:
1. In what direction should the organization be going?
2. In what direction is the organization going now?
3. Should something be done to change this direction?
4. Is the organization continuing in an appropriate direction?
Planning Assistance


THE PLANNER


Qualifications of Planners
1. Considerable practical experience within their organization
2. Know how all parts of the organization function and interrelate
3. Expertise in social, political, technical, and economic trends
4. Work well with others

Evaluation of Planners
Objective Indicators
1. Use of appropriate techniques
2. Degree of objectivity displayed
Malik suggests planner is doing a reputable job if plan:
1. Is in writing
2. Is the result of all elements of the management team working together
3. Defines present and possible future business of the organization
4. Specifically mentions organizational objectives
5. Identifies future opportunities and suggests how to take advantage of them
6. Emphasizes both internal and external environments
7. Describes the attainment of objectives in operational terms
8. Includes both long- and short-term recommendations

Y INTRODUCTION

OBJECTIVES
1. An understanding of the importance of management to society & individuals

2.An understanding of the role of management

3. An ability to define management in several different ways

4. An ability to list & define the basic functions of management

5. Working definitions of managerial effectiveness & managerial efficiency

6. An understanding of basic management skills & their relative importance to managers

7. An understanding of the universality of management

8. The sights concerning what management careers are & how they evolve

9.An understanding of management’s digital focus

IMPORTANCE OF MANAGEMENT

Influences all levels of an organization
Operations
Human Resources
Sales

THE MANAGEMENT TASK

Who Are Managers And Where Do They Work?

Organization

A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations.

Where managers work (manage).

Common characteristics

Goals / structure / people

PEOPLE DIFFERENCES

Operatives

People who work directly on a job or task and have no responsibility for overseeing the work of others

Managers

Individuals in an organization who direct the activities of others

IDENTIFYING MANAGERS

First-line managers

Supervisors responsible for directing the day-to-day activities of operative employees

Middle managers

Individuals at levels of management between the first-line manager and top management

Top managers

Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members

How Do We Define Management?

The process of getting things done, effectively and efficiently, through and with other people

Efficiency

Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs

Effectiveness

Means doing the right things; goal attainment

The Management Process: Management Functions

Planning

Organizing

Influencing (Leading)

Controlling

GENERAL SKILLS FOR MANAGERS

Conceptual skills

A manager’s mental ability to coordinate all of the organization’s interests and activities

Interpersonal skills

A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups

Technical skills

A manager’s ability to use the tools, procedures, and techniques of a specialized field

İnput process output

Organizational Resources production goods

People management functions services

Money

Raw mat.

Capital

THE UNIVERSALITY OF MANAGEMENT

Universal

Universality of Management

The Theory of Characteristics

Positive physical and mental qualities

Special knowledge related to operation

WHY STUDY MANAGEMENT?

We all have a vested interest in improving the way organizations are managed.

Better organizations are, in part, the result of good management.

You will eventually either manage or be managed.

Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.

MANAGEMENT CAREERS

A Definition of Career

Career Stages, Life Stages, and Performance

Pre-career stage

Exploration Stage

Establishment Stage

Maintenance Stage

Decline Stage

Promoting Your Own Career

Plan

Proactive

Manager

Position

SPECIAL FEATURES FOR REMAINING CHAPTERS

Law of the situation

Spotlights

Global

Ethics

Diversity

Quality

People

Across Industries

Digital Focus