Learn about, management acumens in planning, organising, staffing, leading and controlling

1. COURSE CONTENTS
1. Planning
2. Organizing
3. Staffing
4. Leading
5. Controlling

2. MODULE 1
PLANNING

3. PERSONAL GOALS @ PLANNING
• List 3 important things in your life
• Share with your group and look for differences
and similarities
• What affected your decision?
• Age
• Job position
• Upbringing

4. PERSONAL GOALS @ PLANNING
• Imagine you are given RM 50,000.00 to spent
• How would spent the money?
• The way you have just spent the money; is it in
harmony with your 3 important things in your
life?

5. PERSONAL GOALS @ PLANNING
• What are your top 3 personal goals?
• Name at least 1 goal that you still have not
achieved
• Write your reason for still not achieving that
goal
• How could we overcome the roadblocks?

6. THREE STAGES OF THE PLANNING PROCESS
Process
Determining the Organization’s
mission and goals
(Define the business)
Strategy formulation
(Analyze current situation &
develop strategies)
Strategy Implementation
(Allocate resources & responsibilities
to achieve strategies)
Figure 7.1

7. VISION
Enhancing Quality Of Life

8. MISSION
To be a responsible company committed to
enhancing quality of life by providing
sustainable solutions based on innovative
sciences.

9. CORE VALUES @ P.E.T.I.R.R.
PASSION - We inspire and energise everyone to be the best.
EXCELLENCE - We consistently deliver outstanding performance through
innovative solutions.
TEAMWORK - We succeed together because we work as one.
INTEGRITY - We conduct ourselves with pride in being honest and ethical.
RESPONSIBLE - We honour the trust given to us by being accountable for our
actions.
RESPECT - We value differences and sincere intentions as the basis for
achieving shared aspirations.

10. MISSION – VISION & CORE VALUES

11. PLANNING ENCOMPASSES
• Defining the
organization’s
objectives or goals
• Establishing an overall
strategy for achieving
those goals

12. ADVANTAGES OF PLANNING
• It gives direction to
both management
and no management
staffs
• It minimize waste
and redundancy

13. SHORT-TERM AND LONG-TERM PLANS
• Short-term plans are
plans that cover less than
1 year
• Mid-term plans that
covers 1-5 years
• Long-term plans are
plans that extend beyond
5 years

14. MANAGEMENT BY OBJECTIVE @ MBO
• MBO is a system in
which specific
performance objectives
are jointly determined
by subordinates and
their supervisors
• Progress toward
objectives is
periodically reviewed –
basis for rewards

15. HOW DOES A MANAGER SET
EMPLOYEE OBJECTIVES?
• Identify an employee’s
key job tasks
• Build in feedback
mechanism to assess
goal progress
• Link rewards to goal
attainment

16. THE STRATEGIC MANAGEMENT PROCESS
• Environmental
scanning refers to
screening large
amounts of
information to detect
emerging trends

17. THE STRATEGIC MANAGEMENT PROCESS
• Competitive
intelligence refers to
accurate information
about competitors that
allows Managers to
anticipate competitors’
actions rather than
merely react to them

18. BENCHMARKING
• Benchmarking
involves the search
for the best practices
among competitors
or non competitors
that lead to their
superior performance

19. MODULE 2
ORGANIZING

20. IMPORTANCE OF ORGANIZING FUNCTION
• Synchronization and
combination of
human, physical and
financial resources

21. IMPORTANCE OF ORGANIZING FUNCTION
• Specialization -
activities of concern

22. IMPORTANCE OF ORGANIZING FUNCTION
• Well defined jobs -
putting right men on
right job

23. IMPORTANCE OF ORGANIZING FUNCTION
• Co-ordination -
Organization is a
means of creating co-
ordination among
different
departments

24. CENTRALIZATION
(NO DELEGATION)
Advantages
• Greater Top-
Management Control
• More Efficiency
• Simpler Distribution
System
• Stronger
Brand/Corporate Image
Disadvantages
• Less Responsiveness to
Customers
• Less Empowerment
• Inter organizational
Conflict
• Lower Morale Away
from Headquarters

25. DECENTRALIZATION
(DELEGATE AUTHORITY)
Advantages
• Better Adaptation to
Customer Wants
• More Empowerment of
Workers
• Faster Decision Making
• Higher Morale
Disadvantages
• Less Efficiency
• Complex Distribution
System
• Less Top-Management
Control
• Weakened Corporate
Image

26. ORGANIZATIONAL STRUCTURES
Tall Organizations
• Many Layers of
Management
• High Cost of
Management
• Narrow Span of
Control
Flat Organizations
• Current Trend
• Creation of Teams
• Broad Span of Control

27. SPAN OF CONTROL - NARROW
Advantages
• More Control by Top
Management
• More Chances for
Advancement
• Greater Specialization
• Closer Supervision
Disadvantages
• Less Empowerment
• Higher Costs
• Delayed Decision
Making
• Less Responsiveness to
Customers

28. SPAN OF CONTROL - BROAD
Advantages
• Reduced Costs
• More Responsiveness
to Customers
• Faster Decision
Making
• More Empowerment
Disadvantages
• Fewer Chances for
Advancement
• Overworked Managers
• Loss of Control
• Less Management
Expertise

29. DELEGATION OF AUTHORITY
• A Manager alone
cannot perform all
the tasks assigned to
him

30. DELEGATION OF AUTHORITY
• Delegation of
Authority means
division of authority
and powers
downwards to the
subordinate

31. DELEGATION OF AUTHORITY
• Delegation is about
entrusting someone
else to do parts of
your job

32. ELEMENTS OF DELEGATION
• Authority - to take
decisions and to give
orders so as to
achieve the
organizational
objectives

33. ELEMENTS OF DELEGATION
• Responsibility - is the
duty of the person to
complete the task
assigned to him

34. ELEMENTS OF DELEGATION
• Accountability -
means giving
explanations for any
variance in the actual
performance from
the expectations set

35. GROUP WORK - ORGANIZING

36. MODULE 3
STAFFING

37. MEANING
• Staffing is the process
of filling
positions/posts in the
organization with
adequate and
qualified personnel

38. ELEMENTS OF STAFFING
• Manpower Planning
• Job Analysis
• Recruitment and Selection
• Training And Development
• Performance Appraisal

39. RECRUITMENT
• Process of locating,
identifying, and
attracting capable
candidates

40. Recruitment
Sources
Internal
Searches
Employee
Referrals
Voluntary
Applicants
Employment
Agencies Advertisements
School
Placement

41. INTERNAL SOURCES OF RECRUITMENT
• Promotions
• Transfers
• Internal
Notifications
• Former Employees

42. EXTERNAL SOURCES OF RECRUITMENT
• Campus Recruitment
• Press Advertisement
• Recruitment through
Employment Agencies
• Management Training
Schemes

43. SELECTION
Step 1: Completing
application materials

44. SELECTION
Step 2: Conducting an
interview

45. SELECTION
Step 3: Completing any
necessary tests

46. SELECTION
Step 4: Doing a
background
investigation

47. SELECTION
Step 5: Deciding to hire
or not to hire

48. WHAT IS YOUR WORTH?
QUESTIONS PHARMACEUTICAL FERTILIZER CHEMICAL
How much is your
monthly sales?
How much is your
yearly sales?
How many
employees in total?
What is the sales
value per person?
What should be the
training investment
per person?

49. TRAINING & DEVELOPMENT
• Increase In Efficiency
• Increase In Morale Of
Employees
• Better Human Relations
• Reduced Supervision
• Increased Organizational
Efficiency & Productivity

50. MODULE 4
LEADING

51. LEADERSHIP AND MANAGEMENT
• The management
function that
energizes people to
contribute their best
individually and in
cooperation with
other people

52. LEADERSHIP AND MANAGEMENT
• Leaders have informal
power

53. LEADERSHIP AND MANAGEMENT
• Managers rely on
formal authority

54. LEADING INVOLVES
• Clearly
communicating
organizational goals

55. LEADING INVOLVES
• Inspiring and
motivating employees

56. LEADING INVOLVES
• Providing an example
for others to follow

57. LEADING INVOLVES
• Guiding others

58. SOURCES OF POWER
Reward
Power
Legitimate
Power
Coercive
Power
Expert
Power
Referent
Power
Enable Managers to be
leaders & influence
subordinates to
achieve goals
Figure 13.1

59. LEGITIMATE POWER
• Manager’s authority
resulting by their
management
position in the firm
• Can be power to
hire/fire workers,
assign work

60. REWARD POWER
• Based on the Manager’s
ability to give or withhold
rewards
• Pay raises, bonuses,
verbal praise
• Effective Managers use
reward power to signal
employees they are doing
a good job

61. COERCIVE POWER
• Based in ability to
punish others
• Ranges from verbal
reprimand to pay cuts
to firing
• Can have serious
negative side effects

62. EXPERT POWER
• Based on special skills
of leader
• First & middle
managers have most
expert power
• Often found in
technical ability

63. REFERENT POWER
• Results from personal
characteristics of the
leader which earn
worker’s respect,
loyalty and admiration
• Usually held by likable
Managers who are
concerned about their
workers

64. EMPOWERMENT
• Process of giving
workers at all levels
authority to make
decisions and the
responsibility for their
outcomes

65. EMPOWERMENT
• Empowerment helps
managers to:-
• Increase worker
commitment and
motivation
• To focus on other
issues

66. MODULE 5
CONTROLLING

67. WHAT IS CONTROLLING?
• A process of
monitoring
performance and
taking action to
ensure desired results

68. PERFORMANCE CONTROL
• Are we efficiently
converting inputs into
outputs?
• Must accurately
measure units of
inputs and outputs

69. PERFORMANCE CONTROL
• Is product quality
improving?
• Are we competitive
with other firms?

70. PERFORMANCE CONTROL
• Are employees
responsive to
customers?
• Customer service is
increasingly important

71. THREE TYPES OF
PERFORMANCE CONTROL
Inputs Outputs
Conversion
Process
Feed Forward
Control
(anticipate
problems)
Concurrent
Control
(manage problems
as they occur)
Feedback
Control
(manage problems
after they occur)
Figure 9.1

72. IMPORTANCE OF PERFORMANCE CONTROL
Feed Forward: use in the
input stage of the process.
• Managers anticipate
problems before they
arise
• Managers can give
rigorous specifications to
suppliers to avoid quality
problems

73. IMPORTANCE OF PERFORMANCE CONTROL
Concurrent: gives
immediate feedback on
how inputs are converted
into outputs
• Allows Managers to
correct problems as they
arise
• Managers can see that a
machine is becoming out
of alignment and fix it

74. IMPORTANCE OF PERFORMANCE CONTROL
Feedback: provides
facts & information
Managers can use in
the future
• Customer reaction to
products are used to
take corrective action
in the future

75. PERFORMANCE CONTROL PROCESS
Establish standards of performance, goals, or
targets against which performance is evaluated.
Measure actual performance
Compare actual performance
against chosen standards
Evaluate results and take corrective action
when the standard is not being achieved.
1.
2.
3.
4.
Figure 9.2

76. PERFORMANCE CONTROL PROCESS
Establish standards,
goals, or targets against
which performance is to
be evaluated
• Standards must be
consistent with
strategy, for a low cost
strategy, standards
should focus closely on
cost

77. PERFORMANCE CONTROL PROCESS
Measure actual
performance: Managers
can measure outputs
resulting from worker
behaviour
• Managers then
measure the behaviour
(come to work on time)
not the output alone

78. PERFORMANCE CONTROL PROCESS
Compare actual
performance against
chosen standards
• Often, several
problems combine
creating low
performance

79. PERFORMANCE CONTROL PROCESS
Evaluate result and take
corrective action
• Perhaps the standards
have been set too high
• Workers may need
additional training, or
equipment

80. BEHAVIOR CONTROL PROCESS
It occurs through
personal supervision
and the use of formal
administrative systems
• Performance appraisal
systems

81. BEHAVIOR CONTROL PROCESS
It occurs through
personal supervision
and the use of formal
administrative systems
• Compensation and
benefit systems

82. BEHAVIOR CONTROL PROCESS
It occurs through
personal supervision
and the use of formal
administrative systems
• Employee discipline
systems

83. BEHAVIOR CONTROL PROCESS
It occurs through
personal supervision
and the use of formal
administrative systems
• Management-by-
objectives

84. MANAGEMENT
EXCELLENCE
PLANNING
ORGANIZING
STAFFINGLEADING
CONTROLLING

85. THANK YOU
A bird sitting on tree is
never afraid of the
branch breaking,
because her trust is not
on the branch but on
it’s own wings. ALWAYS
BELIEVE IN YOURSELF !