Management – Contents

Defining and Explaining Important Concepts

Introduction to Management. (11)  

The Difference between Operating and Managing. (4)

Parts of the Managing Process. (23)

Parts of the Managing Process – Test Questions. (3)

Achieving an Objective with or without the need to deal with Other People (1)

Managing and Leading (4)

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Exercise – Five Dfferent Situations

The following pages show five different situations. Readers have to identify various errors in the different situations and/or suggest ways to deal with the presented problem

Situation 51

1 Person “A” and Person “B” talk to each other about various matters which concern them.

2 A and B have discussed Topic M for over ten minutes. Suddenly Person “B” thinks of Topic “X”, which B believes B should talk to A about. B rates Topic “X” as different from Topic M but as having about equal importance.

3 However “B” and “A” have the topic of “M” under discussion at the moment and it appears it will last for many more minutes.

4 “B” finds it difficult to concentrate on A’s ideas about topic “M” because B wants to remember to talk about Topic “X” at some later time in the conversation.

5 What (if anything) do you suggest that B do in this situation?

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Exercise – Should Committees mix Board Members and Managers?

Objectives of the Exercise

I Help people to –

(a) Evaluate the desirability of having Committees which consist of a combination of Directors and Managers.

(b) Decide what Committees combining both Directors and Managers should exist and their objectives.

Procedure

2 List all the Committees which exist in the Organisation.

3 Establish whether each Committee rates as –

(a) a Committee of the Board – to which Managers belong

(b) a Committee of Management – to which Directors belong

(c) Difficult to classify.

4 Establish the objectives of each Committee.

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Exercise – The Information a Board requires

Objectives of the Exercise

1 Help a Board to -

(a) receive information which helps it achieve (i) its objectives and (ii) the objectives of the Organisation

(b) avoid receiving information which will waste its time and/or divert its attention from matters on which it should make decisions

(c) decide what decisions it should make – and not make

(d) achieve its decisions or arrange that others achieve them

(e) check on (progress toward) the achievement of its decisions

(f) evaluate the wisdom of its decisions.

Procedure – Before a Group Meeting

Some Objectives for One Person

2 Appoint someone to achieve the following objectives,

3 List the information the Board receives currently.

4 Divide this information into –

(a) receives every Board Meeting

(b) does not receive every Board Meeting.

5 List the information the Board does not receive every Board Meeting, the occasions when it does receive the information. (e.g. every quarter, once a year and the month, when requested.)

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Exercise – Improve a Group’s Performance versus Team Building

Objective

1 Identify ways to improve the performance of a group and/or build a (better) team.

Procedure

2 Consider the following objectives –

(a) Improve the performance of Group “G”

(b) Make Group “G” a better Team

(c) Engage in team building in Group “G”

3 Select one of the three objectives and draw a Hierarchy to achieve the selected objectives.

4 A Syndicate could decide to select a real-life group known to at least one Syndicate Member and draw the Hierarchy to help that chosen group.

5 Consider whether a particular set of notes will help draw/improve the Hierarchy. The Conference Leader will issue the notes at an appropriate time.

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Exercise – Individual Strengths and Weaknesses as a Manager

Objective

1 Identify a person’s strengths and weaknesses as a Manager and help them to (a) use their strengths wisely and (b) overcome/reduce their weaknesses

Individual Exercise

2 Record all the following information

(a) legibly – so that someone else can read what you have written

(b) with the knowledge that you will hand in a copy to the Course Leader who will provide a copy to your immediate Manager

3 However, if you have some things you would prefer not to communicate to your immediate Manager. keep these items on a separate sheet which you -

(a) give to the Course Leader with the heading “Course Leader only” The Course Leader will NOT communicate this information to anyone else. (it could help in conducting a better course in the future

or

(b) do not disclose to anyone. However you may want to use one or more of the ideas in the next stage of this exercise.

4 It follows that one or more Course Members may decide to feed back nothing at all to their immediate Manager and nothing to the Course Leader

5 If that happens, your immediate Manager cannot help you and/or neither can the Course Leader. Nevertheless the exercise allows Course Members to make that decision.

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Exercise – Two similar Recommendations

1 You hold the position of Factory Manager of a medium-sized factory. Your have the job of deciding which new machine you will install (worth approximately $100,000).

2 Mr. A, the Chief Methods Engineer, has investigated all machines on the market and has submitted a detailed and well-prepared report recommending the Company buy the “Arthur” brand machine for a total cost of $100,000.

3 Mr. B, the Chief Chemist, has also investigated – independently – all machines on the market and submitted a detailed and well-prepared report. Mr. B has just discussed the whole matter with you. He seems equally well prepared in his recommendation – which he states as “Buy the ‘Barry’ brand machine for a total cost of $100,000”.

4 You rate both “A” and “B” as quite competent to do the type of investigation discussed above.

5 What will you say to Mr. B and/or do – in the next few minutes?

6 Record your answer below or on a separate sheet.

Exercise – Management by Objectives (MBO)

Aim to achieve the following Objectives in Syndicates*

1 Understand the processes involved in MBO.

2 Understand the advantages and disadvantages of MBO.

3 Identify different approaches to implementing MBO.

4 Identify the skills and knowledge which both Boss arid Subordinate should have for MBO to operate effectively.

5 Identify the attitudes which both Boss and Subordinate should hold for MBO to operate effectively. Continue reading

Exercise – Some Possible Objectives for one or more People to achieve

Analysis by Market Segments

1 List all major market segments in which your company –

(a) operates

(b) has considered, and/or should consider, operating.

2 For each of these Market Segments and for your Company and each significant Competitor describe how each appear to market to each segment and the advantages and disadvantages each method of operation appears to give to (i) the Marketer, (ii) Buyers, and (iii) Users.

3 Classify the information on marketing¨ activities (from paragraph two) into two groups: (a) All or most Competitors act in much the same way and (b) they act differently.

4 Consider more closely the areas in which any Marketing Company acts differently. Estimate the extent to which it gives the Marketer significant advantages?

5 Consider whether your Company should change to obtain such significant advantages(s) or take action to prevent others obtaining the advantages(s). Estimate the costs of charging/defending – from a money viewpoint and a non-monetary one.

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