Main Functions of Management By Ashani Wijesinghe There are four main functions of management. 1. Planning. 2. Organizing. 3. Leading. 4. Controlling.

Planning. Planning is an important managerial function. It provides the design of a desired future state and the means of bringing about that future state to accomplish the organization's objectives. In other words, planning is the process of thinking before doing. To solve the problems and take the advantages of the opportunities created by rapid change, managers must develop formal long- and short-range plans so that organizations can move toward their objectives. It is the foundation area of management. It is the base upon which the all the areas of management should be built. Planning requires administration to assess; where the company is presently set, and where it would be in the upcoming. From there an appropriate course of action is determined and implemented to attain the company's goals and objectives Planning is unending course of action. There may be sudden strategies where companies have to face. Sometimes they are uncontrollable. You can say that they are external factors that constantly affect a company both optimistically and pessimistically. Depending on the conditions, a company may have to alter its course of action in accomplishing certain goals. This kind of preparation, arrangement is known as strategic planning. In strategic planning, management analyzes inside and outside factors that may affect the company and so objectives and goals. Here they should have a study of strengths and weaknesses, opportunities and threats. For management to do this efficiently, it has to be very practical and ample. Characteristics of planning. Goal oriented. Primacy. Pervasive. Flexible. Continuous. Involves choice. Futuristic. Mental exercise. Planning premises.

Importance of planning. * Make objectives clear and specific. * Make activities meaningful. * Reduce the risk of uncertainty. * Facilitators coordination. * Facilitators decision making. * Promotes creativity. * Provides basis of control. * Leads to economy and efficiency. * Improves adoptive behavior. * Facilitates integration. Formal and informal planning. Formal planning usually forces managers to consider all the important factors and focus upon both short- and long-range consequences. Formal planning is a systematic planning process during which plans are coordinated throughout the organization and are usually recorded in writing. There are some advantages informal planning. First, formalized planning forces managers to plan because they are required to do so by their superior or by organizational rules. Second, managers are forced to examine all areas of the organization. Third, the formalization it self provides a set of common assumptions on which all managers can base their plans. Planning that is unsystematic, lacks coordination, and involves only parts of the organizations called informal planning. It has three dangerous deficiencies. First, it may not account for all the important factors. Second, it frequency focuses only on short range consequences. Third, without coordination, plans in different parts of the organization may conflict. Stages in planning. The sequential nature of planning means that each stage must be completed before the following stage is begun. A systematic planning progress is a series of sequential activities that lead to the implementation of organizational plans.

The first step in planning is to develop organizational objectives. Second, planning specialists and top management develop a strategic plan and communicate it to middle managers. Third, use the strategic plans to coordinate the development of intermediate plans by middle managers. Fourth, department managers and supervisors develop operating plans that are consistent with the intermediate plans.

Fifth, implementation involves making decisions and initiating actions to carry out the plans. Sixth, the final stage, follow-up and control, which is critical.

The organizational planning system. A coordinated organizational planning system requires that strategic, intermediate, and operating plans be developed in order of their importance to the organization. All three plans are interdependent with intermediate plans based on strategic plans and operating planes based on intermediate plans. Strategic plans are the first to be developed because they set the future direction of the organization and are crucial to the organization's survival. Thus, strategic plans lay the foundation for the development of intermediate and operating plans. The next plans to be developed are the intermediate plans; intermediate plans cover major functional areas within an organization and are the steppingstones to operating plans. Last come operating plans; these provide specific guidelines for the activities within each department. Organizing. The second function of the management is getting prepared, getting organized. Management must organize all its resources well before in hand to put into practice the course of action to decide that has been planned in the base function. Through this process, management will now determine the inside directorial configuration; establish and maintain relationships, and also assign required resources. While determining the inside directorial configuration, management ought to look at the different divisions or departments. They also see to the harmonization of staff, and try to find out the best way to handle the important tasks and expenditure of information within the company. Management determines the division of work according to its need. It also has to decide for suitable departments to hand over authority and responsibilities. Importance of the organization process and organization structure. 1. Promote specialization. 2. Defines jobs. 3. Classifies authority and power. 4. Facilitators' coordination. 5. Act as a source of support security satisfaction. 6. Facilitators' adaptation. 7. Facilitators' growth. 8. Stimulators creativity.

Directing (Leading). Directing is the third function of the management. Working under this function helps the management to control and supervise the actions of the staff. This helps them to assist the staff in achieving the company's goals and also accomplishing their personal or career goals which can be powered by motivation, communication, department dynamics, and department leadership. Employees those which are highly provoked generally surpass in their job performance and also play important role in achieving the company's goal. And here lies the reason why managers focus on motivating their employees. They come about with prize and incentive programs based on job performance and geared in the direction of the employees requirements. It is very important to maintain a productive working environment, building positive interpersonal relationships, and problem solving. And this can be done only with Effective communication. Understanding the communication process and working on area that need improvement, help managers to become more effective communicators. The finest technique of finding the areas that requires improvement is to ask themselves and others at regular intervals, how well they are doing. This leads to better relationship and helps the managers for better directing plans. Controlling. Managerial control is the follow-up process of examining performance, comparing actual against planned actions, and taking corrective action as necessary. It is continual; it does not occur only at the end of specified periods. Even though owners or managers of small stores may evaluate performance at the end of the year, they also monitor performance throughout the year. Types of managerial control: * Preventive control. Preventive controls are designed to prevent undesired performance before it occurs. * Corrective control. Corrective controls are designed to adjust situations in which actual performance has already deviated from planned performance. Stages in the managerial control process. The managerial control process is composed of several stages. These stages includes 1. Determining performance standards. 2. Measuring actual performance. 3. Comparing actual performance against desired performance (performance standards) to determine deviations.

4. Evaluating the deviations. 5. Implementing corrective actions. 2) Describe how this each function leads to attain the organizational objectives. Planning Whether the system is an organization, department, business, project, etc., the process of planning includes planners working backwards through the system. They start from the results (outcomes and outputs) they prefer and work backwards through the system to identify the processes needed to produce the results. Then they identify what inputs (or resources) are needed to carry out the processes. * Quick Look at Some Basic Terms: Planning typically includes use of the following basic terms. NOTE: It is not critical to grasp completely accurate definitions of each of the following terms. It is more important for planners to have a basic sense for the difference between goals/objectives (results) and strategies/tasks (methods to achieve the results).

Goals

Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to achieve some larger, overall result preferred from the system, for example, the mission of an organization. (Going back to our reference to systems, goals are outputs from the system.)

Strategies or Activities

These are the methods or processes required in total, or in some combination, to achieve the goals. (Going back to our reference to systems, strategies are processes in the system.)

Objectives

Objectives are specific accomplishments that must be accomplished in total, or in some combination, to achieve the goals in the plan. Objectives are usually "milestones" along the way when implementing the strategies.

Tasks

Particularly in small organizations, people are assigned various tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same.

Resources (and Budgets)

Resources include the people, materials, technologies, money, etc., required to implement the strategies or processes. The costs of these resources are often depicted in the form of a budget. (Going back to our reference to systems, resources are input to the system.) Basic Overview of Typical Phases in Planning Whether the system is an organization, department, business, project, etc., the basic planning process typically includes similar nature of activities carried out in similar sequence. The phases are carried out carefully or -- in some cases -- intuitively, for example, when planning a very small, straightforward effort. The complexity of the various phases (and their duplication throughout the system) depends on the scope of the system. For example, in a large corporation, the following phases would be carried out in the corporate offices, in each division, in each department, in each group, etc. 1. Reference Overall Singular Purpose ("Mission") or Desired Result from System. During planning, planners have in mind (consciously or unconsciously) some overall purpose or result that the plan is to achieve. For example, during strategic planning, it is critical to reference the mission, or overall purpose, of the organization. 2. Take Stock Outside and Inside the System. This "taking stock" is always done to some extent, whether consciously or unconsciously. For example, during strategic planning, it is important to conduct an environmental scan. This scan usually involves considering various driving forces, or major influences, that might effect the organization. 3. Analyze the Situation. For example, during strategic planning, planners often conduct a "SWOT analysis". (SWOT is an acronym for considering the organization's strengths and weaknesses, and the opportunities and threats faced by the organization.) During this analysis, planners also can use a variety of assessments, or methods to "measure" the health of systems. 4. Establish Goals. Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats. 5. Establish Strategies to Reach Goals. The particular strategies (or methods to reach the goals) chosen depend on matters of affordability, practicality and efficiency. 6. Establish Objectives Along the Way to Achieving Goals. Objectives are selected to be timely and indicative of progress toward goals.

7. Associate Responsibilities and Time Lines with Each Objective. Responsibilities are assigned, including for implementation of the plan, and for achieving various goals and objectives. Ideally, deadlines are set for meeting each responsibility. 8. Write and Communicate a Plan Document. The above information is organized and written in a document which is distributed around the system. 9. Acknowledge Completion and Celebrate Success. This critical step is often ignored -- which can eventually undermine the success of many of your future planning efforts. The purpose of a plan is to address a current problem or pursue a development goal. It seems simplistic to assert that you should acknowledge if the problem was solved or the goal met. However, this step in the planning process is often ignored in lieu of moving on the next problem to solve or goal to pursue. Skipping this step can cultivate apathy and skepticism -- even cynicism -- in your organization. Do not skip this step. To Ensure Successful Planning and Implementation: A common failure in many kinds of planning is that the plan is never really implemented. Instead, all focus is on writing a plan document. Too often, the plan sits collecting dust on a shelf. Therefore, most of the following guidelines help to ensure that the planning process is carried out completely and is implemented completely -- or, deviations from the intended plan are recognized and managed accordingly.

Involve the Right People in the Planning Process

Going back to the reference to systems, it is critical that all parts of the system continue to exchange feedback in order to function effectively. This is true no matter what type of system. When planning, get input from everyone who will responsible to carry out parts of the plan, along with representative from groups who will be effected by the plan. Of course, people also should be involved in they will be responsible to review and authorize the plan.

Write Down the Planning Information and Communicate it Widely

New managers, in particular, often forget that others do not know what these managers know. Even if managers do communicate their intentions and plans verbally, chances are great that others will not completely hear or understand what the manager wants done. Also, as plans change, it is extremely difficult to remember who is supposed to be doing what and according to which version of the plan. Key stakeholders (employees, management, board members, founders, investor, customers, clients, etc.) may request copies of various types of plans. Therefore, it is critical to write plans down and communicate them widely.

Goals and Objectives Should Be SMARTER

SMARTER is an acronym, that is, a word composed by joining letters from different words in a phrase or set of words. In this case, a SMARTER goal or objective is: Specific: For example, it is difficult to know what someone should be doing if they are to pursue the goal to "work harder". It is easier to recognize "Write a paper". Measurable: It is difficult to know what the scope of "Writing a paper" really is. It is easier to appreciate that effort if the goal is "Write a 30-page paper". Acceptable: If I am to take responsibility for pursuit of a goal, the goal should be acceptable to me. For example, I am not likely to follow the directions of someone telling me to write a 30-page paper when I also have to five other papers to write. However, if you involve me in setting the goal so I can change my other commitments or modify the goal, I am much more likely to accept pursuit of the goal as well. Realistic: Even if I do accept responsibility to pursue a goal that is specific and measurable, the goal will not be useful to me or others if, for example, the goal is to "Write a 30-page paper in the next 10 seconds". Time frame: It may mean more to others if I commit to a realistic goal to "Write a 30-page paper in one week". However, it will mean more to others (particularly if they are planning to help me or guide me to reach the goal) if I specify that I will write one page a day for 30 days, rather than including the possibility that I will write all 30 pages in last day of the 30-day period. Extending: The goal should stretch the performer's capabilities. For example, I might be more interested in writing a 30-page paper if the topic of the paper or the way that I write it will extend my capabilities. Rewarding: I am more inclined to write the paper if the paper will contribute to an effort in such a way that I might be rewarded for my effort.

Build in Accountability (Regularly Review Who is Doing What and By When?)

Plans should specify who is responsible for achieving each result, including goals and objectives. Dates should be set for completion of each result, as well. Responsible parties should regularly review status of the plan. Be sure to have someone of authority "sign off" on the plan, including putting their signature

on the plan to indicate they agree with and support its contents. Include responsibilities in policies, procedures, job descriptions, performance review processes, etc.

Note Deviations from the Plan and Replan Accordingly

It is OK to deviate from the plan. The plan is not a set of rules. It is an overall guideline. As important as following the plan is noticing deviations and adjusting the plan accordingly.

Evaluate Planning Process and the Plan

During the planning process, regularly collect feedback from participants. Do they agree with the planning process? If not, what do not they like and how could it be done better? In large, ongoing planning processes (such as strategic planning, business planning, project planning, etc.), it is critical to collect this kind of feedback regularly. During regular reviews of implementation of the plan, assess if goals are being achieved or not. If not, were goals realistic? Do responsible parties have the resources necessary to achieve the goals and objectives? Should goals be changed? Should more priority be placed on achieving the goals? What needs to be done? Finally, take 10 minutes to write down how the planning process could have been done better. File it away and read it the next time you conduct the planning process.

Recurring Planning Process is at Least as Important as Plan Document

Far too often, primary emphasis is placed on the plan document. This is extremely unfortunate because the real treasure of planning is the planning process itself. During planning, planners learn a great deal from ongoing analysis, reflection, discussion, debates and dialogue around issues and goals in the system. Perhaps there is no better example of misplaced priorities in planning than in business ethics. Far too often, people put emphasis on written codes of ethics and codes of conduct. While these documents certainly are important, at least as important is conducting ongoing communications around these documents. The ongoing communications are what sensitize people to understanding and following the values and behaviors suggested in the codes.

Nature of the Process Should Be Compatible to Nature of Planners

A prominent example of this type of potential problem is when planners do not prefer the "top down" or "bottom up", "linear" type of planning (for example, going from general to specific along the process of an environmental scan, SWOT analysis, mission/vision/values, issues and goals, strategies, objectives, timelines, etc.) There are other ways to conduct planning. For an overview of various methods, see (in the following, the models are applied to the strategic planning process, but generally are eligible for use elsewhere). Critical -- But Frequently Missing Step -- Acknowledgement and Celebration of Results

It's easy for planners to become tired and even cynical about the planning process. One of the reasons for this problem is very likely that far too often, emphasis is placed on achieving the results. Once the desired results are achieved, new ones are quickly established. The process can seem like having to solve one problem after another, with no real end in sight. Yet when one really thinks about it, it is a major accomplishment to carefully analyze a situation, involve others in a plan to do something about it, work together to carry out the plan and actually see some results. Organizing. Organizing can be viewed as the activities to collect and configure resources in order to implement plans in a highly effective and efficient fashion. Organizing is a broad set of activities, and often considered one of the major functions of management. Therefore, there are a wide variety of topics in organizing. The following are some of the major types of organizing required in a business organization. A key issue in the design of organizations is the coordination of activities within the organization.

Coordination

Coordinating the activities of a wide range of people performing specialized jobs is critical if we wish avoid mass confusion. Likewise, various departments as grouping of specialized tasks must be coordinated. If the sales department sells on credit to anyone who wished it, sales are likely to increase but bad-debt losses may also increase. If the credit department approves sales only to customers with excellent credit records, sales may be lower. Thus there is a need to link or coordinate the activities of both departments (credits and sales) for the good of the total organization. Coordination is the process of thinking several activities to achieve a functioning whole. Leading Leading is an activity that consists of influencing other people's behavior, individually and as a group, toward the achievement of desired objectives. A number of factors affect leadership. To provide a better understanding of the relationship of these factors to leadership, a general model of leadership is presented. The degree of leader's influence on individuals and group effectiveness is affected by several energizing forces: 1. Individual factors. 2. Organizational factors. 3. The interaction (match or conflict) between individual and organizational factors. A leader's influence over subordinates also affects and is affected by the effectiveness of the group. * Group effectiveness.

The purpose of leadership is to enhance the group's achievement. The energizing forces may directly affect the group's effectiveness. The leader skills, the nature of the task, and the skills of each employee are all direct inputs into group achievement. If, for example, one member of the group is unskilled, the group will accomplish less. If the task is poorly designed, the group will achieve less. These forces are also combined and modified by leader's influence. The leader's influence over subordinates acts as a catalyst to the task accomplishment by the group. And as the group becomes more effective, the leader's influence over subordinates becomes greater. There are times when the effectiveness of a group depends on the leader's ability to exercise power over subordinates. A leader's behavior may be motivating because it affects the way a subordinate views task goals and personal goals. The leader's behavior also clarifies the paths by which the subordinate may reach those goals. Accordingly, several managerial strategies may be used. First, the leader may partially determine which rewards (pay, promotion, recognition) to associate with a given task goal accomplishment. Then the leader uses the rewards that have the highest value for the employee. Giving sales representatives bonuses and commissions is an example of linking rewards to tasks. These bonuses and commissions generally are related to sales goals. Second, the leader's interaction with the subordinate can increase the subordinate's expectations of receiving the rewards for achievement. Third, by matching employee skills with task requirements and providing necessary support, the leader can increase the employee's expectation that effort will lead to good performance. The supervisor can either select qualified employees or provide training for new employees. In some instances, providing other types of support, such as appropriate tools, may increase the probability that employee effort leads to task goal accomplishment. Fourth, the leader may increase the subordinate's personal satisfaction associated with doing a job and accomplishing job goals by 1. Assigning meaningful tasks; 2. Delegating additional authority; 3. Setting meaningful goals; 4. Allowing subordinates to help set goals; 5. Reducing frustrating barriers; 6. Being considerate of subordinates' need. With a leader who can motivate subordinates, a group is more likely to achieve goals; and therefore it is more likely to be affective. Controlling.

Control, the last of four functions of management, includes establishing performance standards which are of course based on the company's objectives. It also involves evaluating and reporting of actual job performance. When these points are studied by the management then it is necessary to compare both the things. This study on comparison of both decides further corrective and preventive actions. In an effort of solving performance problems, management should higher standards. They should straightforwardly speak to the employee or department having problem. On the contrary, if there are inadequate resources or disallow other external factors standards from being attained, management had to lower their standards as per requirement. The controlling processes as in comparison with other three, is unending process or say continuous process. With this management can make out any probable problems. It helps them in taking necessary preventive measures against the consequences. Management can also recognize any further developing problems that need corrective actions. Although the control process is an action oriented, some situations may require no corrective action. When the performance standard is appropriate and actual performance meets that standard, no changes are necessary. But when control actions are necessary, they must be carefully formulated. An effective control system is one that accomplishes the purposes for which it was designed. Controls are designed to affect individual actions in an organization. Therefore control systems have implications for employee behavior. Managers must recognize several behavioral implications and avoid behavior detrimental to the organization.

It is common for individuals to resist certain controls. Some controls are designed to constrain and restrict certain types of behavior. For example, Dress codes often evoke resistance. Controls also carry certain status and power implications in organizations. Those responsible for controls placed on important performance areas frequently have more power to implement corrective actions. Control actions may create intergroup or interpersonal conflict within organizations. As stated earlier, coordination is required for effective controls. No quantitative performance standards may be interpreted differently by individuals, introducing the possibility of conflict. An excessive number of controls may limit flexibility and creativity. The lack of flexibility and creativity may lead to low levels of employee satisfaction and personal development, thus impairing the organization's ability to adapt to a changing environment.

Managers can overcome most of these consequences through communication and proper implementation of control actions. All performance standards should be communicated and understood. Control systems must be implemented with concern for their effect on people's behavior in order to be in accord with organizational objectives. The control process generally focuses on increasing an organization's ability to achieve its objectives.

Effective and efficient management leads to success, the success where it attains the objectives and goals of the organizations. Of course for achieving the ultimate goal and aim management need to work creatively in problem solving in all the four functions. Management not only has to see the needs of accomplishing the goals but also has to look in to the process that their way is feasible for the company.

Other Functions of Management Posted by Jed Melendres on Thursday, July 1, 2010 Staffing Staffing is the process by which an organization creates a pool of applicants and makes a choice from that pool to provide the right person at the right place at the right time to increase the organizational effectiveness. Staffing Process By Silfano Asiko Every organization needs a proper human resource base to be successful and have a competitive advantage. Many companies find themselves in need of staff but lack the necessary skills for recruitment. This forces them to hire the services of a recruitment agency. The following is a simple guideline plan for a proper staffing process. Human resources planning Before you begin your recruitment process, you must identify the human resource needs of your business and plan on how they can be met. You must therefore know the specific responsibilities that need to be assigned to people, their specifications, the intended remuneration and the qualifications of the staff. Recruitment This is the process of locating, identifying and attracting capable applicants. Sources of employees are the internet, referrals by other employees and partner managers and advertisements. Selection This refers of the process of screening job applicants to ensure that the most appropriate candidates are hired. This process will predict the person who can fit and manage a specific position. Selection devices include application forms, tests, interviews and/or physical examinations. Note that you need to keep this process as transparent as possible and avoid any unfair selection. Orientation The newly hired employee needs to be introduced to the job and the organizations' objectives. This will help him/her to reduce anxiety, familiarize and facilitate a outside-inside transition.

Training and development This takes different forms like on the job training and off the job training. Performance appraisal This is the process of establishing the performance standards and evaluating performance in order to arrive at an objective human resource decision. Silfano Asiko is a graduate in Business and Financial Management. Visit his website: click here Article Source: http://ezinearticles.com/?Staffing-Process&id=2556965

Communicating - according to webster's dictionary Communicating is defined as to transmit information, thought, or feeling so that it is satisfactorily received or understood.

Communication - Seven Verbal Communication Skills That Improve Workplace Management Effectiveness By Harriet Meyerson Successful executives, managers and supervisors know that the importance of effective communication in the workplace cannot be underestimated. Poor communication is responsible for mistakes, conflict, and negativity in the workplace. Have you ever thought the following? "Oops, I know I said that, but what I meant to say was..."

" Why can't I get buy in from the team?" "That mistake could have been avoided if I had only said...." Two common communication barriers are: 1. Not being aware of effective communication skills 2. Being in a hurry.

Since effective communication in business is essential to success at your company or organization, it makes sense to improve your communication skills. The good news is that you can learn some basic

communication skills and use them today to improve the quality of your workplace relationships with both employees and customers. Seven Communication Skills for the Workplace 1. Personal Contact Did you ever wonder why companies spend thousands of dollars sending sales people across the country when they could do a phone call for much less? The reason is that people relate to one another better when they can meet in person and read each other's body language. What's more, people can feel the energy the connection creates. You can also smile and shake someone's hand when you greet them, which creates a powerful connection. 2. Develop a network. No one achieves success alone. Success in any company requires a team effort.

Make an effort to get to know managers and employees in different departments within your company, Meet new people in professional organizations. Become active in your community.

3. Always be courteous. Courtesy lets people know that you care. The words "Thank You" show that you appreciate your employees' efforts, and this is important because appreciation is the number one thing that employees want from management. A little change like saying, "Would you please..." instead of just, "Please..." will make you sound less dogmatic and will improve your relationships with your employees. 4. Be clear Since people often hear things differently, and they may be hesitant to ask you to explain what you said, you should ask, "Did I explain this clearly?" This will confirm that people understood you. 5. Compromise You can decrease the tension associated with conflict if you always ask, "What is best for the company?" This gives people a different perspective on your requests, and they will be less likely to take any conflict personally. 6. Be interesting and interested

Even though most of your workplace communications will be about business topics, it is also important to share your personal side. Let your staff know about your interests and your family, and ask them about theirs. Telling a few short personal stories about your interesting experiences will make your employees feel more connected to you as a person. Read your hometown paper daily so you know what is going on in your community and what personal concerns your staff may have about them. 7. Listen Listening attentively to your employees demonstrates respect. Listening isn't easy because everyone's mind tends to wander. So to help you concentrate on what the other person is saying, keep a good eye contact --without staring, and then make a comment about it or ask a question. Improving your communication skills is a process that happens gradually over a period of time. The good news is that you have opportunities to practice your communication skills every day at work. Here's a tip to help you improve faster. At the end of each day, take a moment to review your communications during the day. What was effective? What wasn't effective? That way you will continue to learn and improve your communication skills. Communication is the key to success in business That is why you should be aware of how you are communicating at all times. As a result... you will become a role model for effective workplace communication skills to your employees. This is important because the ultimate goal of any supervisor, manager or executive is to turn ordinary workers into extraordinary employees. You can take a huge step toward doing this by honing your own communication skills. Motivating - Motivation - is something that causes a person to act (webster's dictionary). - inner desire to satisfy an unsatisfied needs.

Employee Motivation: Understanding Employees' Needs By Jason D Motivating employees can be a challenging task. In order to drive your employees to be motivated it helps to understand what motivates people. This article discusses some of the key factors that motivates people. Understanding these motivating factors can help in finding the right solutions in motivating employees. One of the keys to being a successful manager is the ability to motivate employees to perform at their best. When employees aren't interested in their work or they're bored, employee motivation is low and productivity drops. Generally, employees are willing and able to work if they feel their job is important

and they are appreciated. When motivating employees there are two main types of rewards, intrinsic reward and extrinsic reward. People are motivated in different ways, one of which is by intrinsic reward. Intrinsic rewards or intrinsic motivation primarily deals with the feelings an employee has when they have done a good job. They do it because they enjoy it. This can be seen more in hobbies or in the feeling of obligation to do well at ones job. The second type of reward is extrinsic. Extrinsic rewards or extrinsic motivation refers to a tangible or intangible reward given to you by someone else. Praise, pay increases, bonuses, and promotions are a few examples of extrinsic rewards. The traditional method of motivating employees has been used extrinsic motivation. In order to better understand how to motivate employees you must first understand how motivation works. According to Abraham Maslow, people are motivated by unmet needs. Maslow's hierarchy of needs: 1. Psychological needs - these are your basic survival needs, like food, water, and shelter. 2. Safety needs - employees want to feel secure at work. 3. Social needs - the need to feel accepted and part of the group. 4. Esteem needs - the need for acknowledgment and recognition from others. 5. Self-actualization needs - the need to develop to your fullest potential. In theory, when one of these needs is met a person will start to satisfy the next need. As a manager it is important to understand the types of needs you are dealing with. Your needs and the needs of your employees, for the most part, are the same. When motivating your employees it is important to have a good understanding of what your needs are to better understand your employees. There are many methods that are used in motivating employees. This article was written to help give you insight on the types of needs you may encounter while implementing techniques that are key to motivating employees. Management Theory - A Brief History Posted by Jed Melendres on Tuesday, June 29, 2010 Management Theory - A Brief History By Stephen M Reed The work of management theorists over the last hundred and fifty years can be used to argue the case for an in depth theoretical, as well as practical knowledge of many management styles, including the positive and negative attributes of each. It is also important to examine the 'structure' of different organizations to consider how it affects, and is affected by the management style of that organization. Organizational Structure is essentially concerned with the allocation of authority and power. Managers need to make decisions and need to have the authority to do so. A 'hierarchical organization' will have

the greatest power at the top of the organization, and the command structure will be in a downward direction. In a 'flat organization' power is distributed more evenly, but there will still be major differences in the level of power and authority between different members of the company. Some organizations such as the armed forces or police have many tiers (or levels) and are tall in their hierarchy. Universities, however would have few levels between those at the bottom and those at the top and would be considered a 'flat hierarchy.' The 'span of control' (number of people an individual manages or supervises directly) is closely linked to the type of organizational hierarchy that exists. Many of the new 'buzzwords' and 'flavor of the month theories' that Mr. Whitehead mentions are no more than a current evaluation of the theories of yesteryear. The re-visiting of these theories will provide conclusive evidence that management theory is central to the modern manager's education. The Work of Frederick Winslow Taylor (1856-1915) Frederick Taylor, whilst working as a gang boss in a lathe department in Midvale, USA became determined to eradicate 'systematic soldiering'; an attempt by workers to do no more than was necessary. Taylor developed a strategy where particular jobs were studied, then broken down into individual tasks, which had to be completed exactly as stated. Each task was allocated a time, based on the timed work of the quickest worker. Workers were then allocated specific tasks, and were not allowed to deviate from that task at all. As Taylor believed that money was the main motivator, a payment was made for each completed unit of output (piece rate) Many organizations and work methods are still influenced by Taylor's concept of 'Scientific Management Methods' This can be seen on factory assembly lines, and even in the commercial kitchen, where each member of staff is allocated a small but specific task in making up a completed gourmet meal. Piece rates may not be prevalent, but the allocation of boring, repetitive tasks is common. An article in The Sunday Times, 3rd April 1983 tells of one worker's plight, assembling the Maestro car at the Cowley Plant. He had just one hundred seconds to screw on two rubber buffers and fit three small plates to the rear wheel arch. He had been given one night's training, completed his task on exactly 246 vehicles per day, and had 46 minutes per shift of 'relaxation time'. Some of Taylor's early followers achieved spectacular results in increasing output. However, the stringent and oppressive tactics that were employed often led to industrial unrest. After 'Scientific Management Methods' were employed at the Watertown Arsenal, immediate strikes ensued. The American Congress eventually banned Taylor's time and motion studies in its defense industry. The use of such methods in the modern workplace can produce useful results in the short term, but for longer-term rewards they must be balanced against the effects on workforce morale. To assume that everybody can work at the same rate as the fastest worker, and that money is the only real motivator may not be borne out. Today's workers want to be empowered, and to take an active role in their organizations, not be treated like machines where only the end product is important. Henry Laurence Gantt

Henry Gantt worked for Taylor at the Bethlehem Steel Works. His ideas were broadly supportive of Taylor's ideas, but he added a more humanizing approach. He believed that scientific management was used in an oppressive way by the unscrupulous. Gantt moved away from the strict piece rate system of pay, instead offering a set wage plus 20% - 50% bonuses. If workers achieved the set objectives within the day a bonus would be paid. Supervisors were introduced who also received bonuses if targets were met by his team. Gantt's less oppressive regime can be seen today in many organizations. In factories around the globe workers receive bonuses for achieving daily, weekly or monthly targets. The Work of Henri Fayol (1841-1925) Henri Fayol, the 'Father of Modern Management Theory' was interested in how management worked, and could be applied on a universal basis. His theories focused on Rules, Roles and Procedures. Fayol's 'Five Elements of Management' are: * Planning Setting objectives, and strategies, policies and procedures to achieve them. * Organising Setting tasks to achieve the objectives. Allocating the tasks to groups or individuals, and empowering those responsible for that task. * Commanding Instructing those carrying out the given task. * Coordinating Ensuring a common approach by groups to meet the objectives of the organization. * Controlling Ensuring the performance of individuals and groups fits with the plans, and correcting as necessary. Fayol's theories are as relevant today as they ever were, and most, if not all managers use his 'elements of management'. The Work of Peter Drucker Drucker's work in the 1950's followed on from that of Fayol. He had five categories of 'Management Operations' * Setting Objectives Senior Managers organise objectives into targets. This is cascaded down to more Junior Managers. * Organising The workload is divided into manageable activities and jobs.

* Motivating This involves communicating and creating the right conditions for targets to be achieved. * Measurement Comparing performance against targets. * Development Enabling people to use their talents. Fayol and Drucker had very different views on the role of workers within their theories. Fayol's work has a distinct leaning towards worker's having to be told what to do, their work checked and corrected, with managers delegating tasks and overseeing from a high level (a Tall Hierarchy?). Conversely, Drucker's ethos is about the empowerment of workers, giving them the opportunity to utilize their talents, with managers occupying a role that is more about assisting and coaching workers. Fayol's ideas fail to take into account the people within the workplace, whereas Drucker takes a somewhat more humanist approach. Elton Mayo - The Human Relations Approach By the 1930's there was evidence emerging that production could be raised by applying motivational methods within a workforce. These ideas were very different to the techniques of F.W Taylor and, although concerned with profit, the 'human relations approach' to management was also concerned with social relations in the organisation. The approach assumed that workers were genuinely committed to their companies and that they had a desire to work towards achieving its goals. Elton Mayo had carried out experiments at the Hawthorne Plant, and these sought to find ways to improve production by changing workers conditions and pay structures. Mayo worsened conditions for workers, then returning them to how they were. The rise in output was due to workers communicating more and working as a tighter team unit. It was also found that the effect of taking an interest in workers made them feel important and that their opinions were valued. Volvo and Honda have seen the development of work team in recent years, with the differences between workers and managers being far from obvious. People wear the same uniforms, and the emphasis on communication is high. Developing cohesive teams who work well together and share the same goals ensures a high level of motivation for the tasks required. The structure of this type of organization could be considered a 'flat hierarchy' with a wide span of control for managers working over a skilled and competent workforce. Subordinates are well trained and a good level of trust between managers and workers exists. The 'Human Relations Approach' is definitely a positive way of management for the 21st Century, where personal empowerment and self-esteem should not be in question. Mr Whitehead's view that "Haven't generations of managers done perfectly well by learning on the job and applying a bit of common sense" cannot accurately be quantified. Within the Fire Service,

promotion to managerial roles is based on internal qualifications and interview alone. Virtually all managers have based their management style on exactly what Mr. Whitehead advises in his letter. Some are very good and are respected as such; however there are a large number who cannot manage people or their responsibilities within the organization. Respect for leadership within the fire service is essential, but often rare in modern times. Managers who had an in depth knowledge of management strategy may well motivate the workforce to new heights. This type of 'tall hierarchical' organization has many tiers of command with spans of control for senior managers being relatively small, with the widest spans of control being at junior management level. "An endless supply of new gurus spin off new batches of buzzwords which help successive generations of whiz kids to get promoted on the basis of slogans" is not an accurate depiction of the modern manager. It's certainly true that there are managers who, even with the background of a management related education are ineffectual in their roles. This is not a reflection on management theory. Studies of management styles allow one to make informed decisions, and to have an array of options at your disposal, and to adapt to the ever-changing pressures on the organization, both internal and external. "Meanwhile real managers just do what they have always done, maintaining discipline and telling people what to do" The idea of a 'one style fits all' manager is unrealistic, and one that has a proven track record of leading to unrest. Even within one organization the manager or managers need to be flexible within their roles. Leadership is vital, but a leader who is flexible, approachable, and has the interest and aspirations of both workers and organization at the forefront of their strategy will flourish. Conversely, the manager who's only interest is the level of output and profit will not be supported by those producing that output. Respect is most certainly a two-way avenue. My review of the theories of 'management gurus' of the past is designed to show that these ideas are not new. One can look at any organization and see many of these ideas working in parallel. As far as organizational structure is concerned, one cannot make stereotypical assumptions based purely on the size of the organization or the number of employees. The style of management and the systems of work employed all help to define the structure. Most organisations employ many of the characteristics discussed above, in different ways, and at different times dependent on the dynamics of the situation. Most businesses are constantly evolving and redefining themselves to meet the requirements of the modern marketplace. There is no correct answer, or one style which is superior to others. Each has its positive and negative points, but without fundamental knowledge of them all, how can one possibly manage effectively? Engineering Management Defined Posted by Jed Melendres on Tuesday, June 29, 2010 Engineering Management By Herbert Rylant

Engineering management is defined as the field that relates to the application of engineering principles to the planning and operational management of industrial and manufacturing operations. Engineering managers are equipped with the know-how to plan and manage these sorts of operations. Engineering Management programs normally involves instruction in accounting, engineering economy, financial management, industrial and human resources management, industrial psychology, management information systems, mathematical modeling and optimization, quality control, operations research, safety and health issues, and environmental program management. An engineering manager will usually need training and experience in both general management which will often include business administration and the specific engineering disciplines that will be employed by the engineering team that he or she will manage. Additionally, a successful engineering manager must completely understand that the factors that motivates some individuals to pursue careers in engineering are normally very different than those that motivates individuals who are strongly business minded. Subsequently, the skills that are essential to coach, mentor and motivate technical professionals are not the same as those that are needed for individuals in other fields. The engineering manager must essentially be have the ability to relate to the engineers he or she will manage. There are various education and certification programs available that can provide Bachelor's, Master's and Ph.D degrees in this field. Undergraduate programs provide generalist degrees that enable engineers to cope more effectively in the business environment. Master of Engineering Management (MEM) provides a technical-based alternative to the traditional MBA programs. Industrial and professional associations like engineers' societies also offer certification programs that will aid in the validation of engineering management knowledge and skills. The specialization areas that may be observed in both degree and certification programs may be comprised of management of technology, product and process, quality, organizational management, operations management, program management, marketing and finance. Formal Engineering Management education is typically conveyed at the graduate level and is also an academic field that is attaining more interest. Candidates for engineering management must possess an academic undergraduate degree with a major in engineering, computer science, mathematics or the sciences. The duration of study for this type of degree is primarily between a year and two and the completed degree may be designated as a Master of Engineering Management, MS in Engineering Management, MS in Technology or Innovation Management, Master of Business and Engineering or MS in Management Science & Engineering, depending on the university that offers the degree. Engineering Management students are expected to possess a variable amount of work experience before enrolling, which is mostly determined by program requirements. The degree generally includes units covering Management, Entrepreneurship, Marketing, Finance, Optimization, Innovation, Operations and Project Management, among many other areas. Students in this sort of program primarily choose to specialize in one or more sub-disciplines such as Marketing, Finance, Healthcare and Energy. Once an individual attains the mastery level in Engineering Management then he or she will be able work within that field.

Frederick Winslow Taylor - Father of Scientific Management Frederick Winslow Taylor (March 20, 1856March 21, 1915), widely known as F. W. Taylor, was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the father ofscientific management and was one of the first management consultants. Taylor was one of the intellectual leaders of the Efficiency Movementand his ideas, broadly conceived, were highly influential in theProgressive Era. Peter Ferdinand Drucker- Father of Modern Management Peter Ferdinand Drucker (November 19, 1909 November 11, 2005) was a writer, management consultant, and self-described social ecologist. His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management. Leadership - Traits & Skills By Khalid Nasr Organizational Leadership is at a premium today and there is a clear recognition of the fact that in most situations the enthusiasm & motivation aroused in people by powerful & positive leadership is the most potent strategic weapon that provides sustained competitive advantage. Today, management is defined as, "The process of getting things done though others"; whereas leadership is defined as "The process of getting things done willingly through others". The difference between the two definitions is one word but that word willingness and the degree of willingness aroused determine the effectiveness of the leader. Positive and powerful leader has an extraordinary ability to arouse such degrees of willingness & motivation in people that the impossible seems to become possible. The willingness aroused by a leader in organizational situations translates into achievement & excellence. The Major Ingredients of Effective Leadership: 1.The ability to develop a climate that is conducive for motivation through personal example. 2.A leader's ability & confidence to inspire. 3.The ability to comprehend human behaviour and apply this knowledge to people & situation. The various roles played by Effective Leaders of today are identified as follows: 1. Envisioner 2. Role Model

3. Motivator 4. Goal Setter 5. Initiator 6. Decision Maker 7. Informer 8. Conflict Resolver 9. Controller 10. Team Builder 11. Spokesman 12. Crises Manager Major Characteristics of Effective Leaders: Intellectual Characteristics: 1. Originality 2. Far-sightedness 3. Receptiveness 4. Decisiveness 5. Sense of Timing 6. Intelligence Personality Characteristics: 1. Personal Integrity 2. Self-confidence 3. Emotional Balance & Control 4. Adaptability 5. Assertiveness 6. Tough Mindedness 7. Resourcefulness 8. Tolerance of Stress 9. Perceptual Objectivity 10. High Need for Achievement Task Related Characteristics: 1. Task Knowledge & Expertise 2. Administrative Ability 3. Responsibility Acceptance 4. Deadline & Schedule Orientation 5. Team Management Ability 6. Proactive Orientation 7. Ability to identify and Focus on Key Issues 8. Decision Making & problem Solving Socially Related Characteristics: 1. Humanism & Empathy

2. Personal Impact / charm 3. Socio-cultural Sensitivity 4. Interpersonal and Social Networking 5. Social Participation & Friendliness 6. Tact & Diplomacy Leadership Skills: A leader must have some basic skills to perform his duties effectively. A list of suggested leadership skills critical to success in the global economy includes the following: 1. Cultural Flexibility:Cultural awareness and sensitivity. He must recognize and celebrate the value of diversity in their organizations. 2. Communication Skills: Written, verbal, body language & listening skills. 3.HR Development Skills:Development of the human resources through training,career-counseling, job evaluation. 4. Creativity:Problem solving, innovation, setting goals and assisting subordinates to be creative. 5. Self -- Learning:Learning is a continuous process. A leader must learn new methods, skills and technology. He must be self-learner. 6. Time & Stress Management Skills. 7. Delegating Skills. 8. Motivation & Influence Skills. 9. Team Building Skills. 10. Conflict Management & Negotiation Skills. Skills & Abilities For Effective Leadership: o Social Objectivity: Ability to act free of racial, ethnic, gender or other biases. o Inner work Standards: Ability to set & meet highly personal work goals. o Self-Understanding: Ability to recognize one's strengths & weaknesses. o Introspection: Ability to learn from experience & self-study. o Vision: Ability to imagine a different & better situation and ways to achieve it. o Entrepreneurism: Ability to spot & take advantage of opportunities. o Empowerment: Ability to share influence & control with others. Effective Leadership Traits: o Intelligence & Analytical Ability o Energy & Personal Drive o Self- Confidence o Dominance & Assertiveness o Desire to Lead o Honesty & Integrity o Knowledge & Expertise o Need for Achievement o Creativity & Intuition

Various Types of Behaviors Displayed by Effective Leaders: 1. Consideration: It is the extent to which a leader is approachable and shows personal concern for subordinates. 2. Initiating Structure: The degree to which a leader concentrates on groups' goal attainment. 3. Reward Behaviour: The extent to which a leader provides his subordinates with compliments, tangible benefits and desired specific treatment. 4. Punishment Behaviour: The leader's use of reprimands or unfavourable tasks assignments and active with holding of rewards. 6 Characteristics of Total Quality Management By Ngo Vinet TQM is a new method of quality management involving many levels and processes of different functions, but requiring an integrated cooperation. Characteristics of TQM can be listed as follows: 1. Target: In TQM, the most important target to achieve is Quality; Quality policy must be set toward customer. Meeting customer's needs mean satisfying every customer requirement but not trying to reach some quality standards set before. Never stop innovating - never stop perfecting the quality is one of the most important principles of TQM. 2. Scope: To ensure the quality of service and product, TQM system requires the extending of production process to suppliers and sub-contractors. Normally, the trading of material in production may account for 70% of final product cost (depend on types of product). Therefore, to ensure the quality of the input material, it is necessary to set up specific standards for each type of material to control its quality. It is also necessary to change the method of placing order to make it suitable with the production process. 3. Form: In stead of controlling the quality of the finished product (after production), TQM sets up plans and programs to supervise and prevent problems right before the production process. Statistical tools are used to supervise, quantitatively analyze the results as well as factors affecting the quality, consider the reasons and take appropriate prevention methods. 4. Basis of TQM system: The basis of TQM practice in the company is Human. Talking about quality, people usually think about the product quality. But it is the quality of employees that is the main concern of TQM. Of the three factors of Business, which are hard factor (machines, equipments, money...), Soft factor (methods, secrets, information...) and Human factor, Human is of the first concern to TQM.

The basic principle for implementation of TQM is that the qualification of employees is developed fully and integratedly through training, delegation and assignment. 5. Organization: TQM system is cross organized and functioned in order to manage, integratedly corporate with different activities of the system and facilitate group working. The implementation of TQM requires the participation of high and middle level managers. A proper organization will help duties to be assigned clearly. Thus, TQM needs new management model, with different characteristics from the previous model. 6. Management skills and tools: Methods to implement must be based on the principle "do correctly at the very beginning", in researching and designing to minimize economic cost. Strictly apply DEMMING circle (PDCA) to make foundation for the continuous quality improvement