01_introduction by HAY [Compatibility Mode].pdf

7/28/2019 01_introduction by HAY [Compatibility Mode].pdf

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Management of

Industrial

Engineering:An Introduction


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What Is an Organization?

A group of people working together in a

structured and coordinated fashion toachieve a set of goals.

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observe the following slide Table 1.1,which is a resource-based perspective,

it will provide a view of the four basickinds of resources required in anorganization:


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1 - 3


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How Do Managers Combine and Coordinate

the Various Kinds of Resources?

The following slide Figure 1.1 illustrates

how managers combine and coordinatethe various kinds of resources:

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Figure 1.1: Management in Organizations

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What Is Management?

A set of activities(including planning and

decision making,organizing, leading, andcontrolling) directed at

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resources (human,financial, physical, andinformational) with theaim of achieving

organizational goals inan efficient andeffective manner.


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Who Is the Manager?

1. College Dean?

2. Police officer?

3. Surgeon?

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4. e - es gner5. Football coach?

6. Chef?7. Managing your checking account?


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The Managers Job Is To:

PLAN:

A manager cannot operate effectivelyunless he or she has long range plans.

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What is to be done, and why do it?

When is it to be done, and how will it be

done?Who is to do the job?

Where should it be done?


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The Manager Must Organize

When there is more than one employee

needed to carry out a plan. Then organization is needed.

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. Each job must be carefully defined in

terms of what is to be done.

Establish delegation of responsibility.


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The Three Informational Roles

Monitor

Disseminator

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Spokesperson


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The Manager Must Control

Control means?

A method ofchecking up to find

what has been done

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and what must bedone.

A manager must

know how wellemployees are

performing.


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The Management Process

Planning and DecisionMaking

Setting the organizationsgoals and deciding howbest to achieve them.

Organizing

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Determining how best togroup activities andresources.

Leading Motivating members of the

organization

Controlling Monitoring and correcting

activities


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The Management Process

The managers primary responsibility is

to carry out the management process. Figure 1.2 will illustrate the basic

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basic managerial functions:


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Figure 1.2: The Managerial Process

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Kinds of Managers

Managing at Different

Levels of theorganization:

Top Managers

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ma group o execut veswho manage the overallorganization, the strategiclevel.

Middle Managers A large group that implementthe strategies developed atthe top.


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Kinds of Managers

First-Line Managers

Supervise andcoordinate theactivities of operating

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.


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Figure 1.3: Kinds of Managers by

Level and Area

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Managing in Different

Areas of the Organization

Marketing Managers

Financial Managers Operations

Managers

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uman esourceManagers

AdministrativeManagers

SpecializedManagement


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Basic Managerial Roles and Skills

Regardless of level orarea within anorganization, allmanagers must playcertain roles and

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exhibit certain skills inorder to be successful,such as:

Do certain things.Meet certain needs.

Have certainresponsibilities.


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1 - 20


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The Three Interpersonal Roles

Figurehead Leader

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,


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The Four DECISIONAL ROLES

Entrepreneur

Disturbance Handler

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Resource Allocator Negotiator


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Managerial Skills

In addition to fulfillingroles, managers also

need a number ofspecific skills.

The most fundamental

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Technical

Interpersonal

Conceptual

Diagnostic

Communication

Decision-making

Time-management


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Technical Skills

Necessary to

accomplish orunderstand the

specific kind of work

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e ng one.

These skills are

especially important

for first linemanagers.


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Interpersonal Skills

The ability tocommunicate with,

understand, andmotivate bothindividuals and groups.

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Be able to get alongwith:

Subordinates

Peers

Those at higher levels


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Conceptual Skills

A managers ability tothink in the abstract.

The mental capacity to:

Understand organizationalgoals and its environment.

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How the organization isstructured.

Viewing the organizationas system.


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Diagnostic Skills

Skills that enable a

manager to visualize

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response to a

situation.


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Communication Skills

A managers

abilities both toeffectively convey

ideas and

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n orma on o o ers

and to effectively

receive ideas andinformation from

others.


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Decision-Making Skills

A managers abilityto correctlyrecognize anddefine problems ando ortunities and to

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then select anappropriate courseof action to solveproblems andcapitalize onopportunities.


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Time-Management Skills

The managersability to prioritize

work, to work

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e c en y, an odelegate

appropriately.


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Becoming a Manager

How does one acquire the skills

necessary to blend the science and artof management to become successfulmana r?

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Observe the next slide Figure 1.4, it willbecome clear how this generally

happens:


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Figure 1.4: Sources of

Management Skills

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The Nature of Management

The managers job is

fraught with:

Uncertainty

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ange

Interruption

Fragmented activities


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A Manager Must be a Leader of Employees

It means overseeing theteam by influencing the

employees to get thejob done.

Motivatin em lo ees.

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Creating anenvironment that makesemployees work

efficiently.

Managers getemployees to put forththeir best effort.

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