EXTENDED MANAGEMENT:CIVIL I

MODULE TWO: THEORY OF MANAGEMENT 2

LECTURER: JB NARTEY

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PLANNING_ACTIVITIES

Forecasting/Goal Setting Establish Objectives Establish Programs/Actions

Scheduling /Timing of programs/actions for achieving the programs/actions

Budgeting of programs/actions; Establish cost commitments for the programs/actions

Developing policies/procedures to guide the program/actions

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PLANNING_PRINCIPLES

Progressive Elaboration The further we project a plan into the future, the more unstable and

undependable it becomes; Make detailed immediate/short-term plans Make rough medium and long-term plans and update as you progress.

Participation & Communication People has a tendency to resist change; Provide for participation and communication in the planning process. COLLECTIVE EFFORT

Planning Horizon

Provide for both short term and long term plans.

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PLANNING_COMMON MISTAKES

Vague and unclear objectives Ignoring environmental context Neglecting stakeholder interest One-shot planning Plan misalignment Insufficient time and effort

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PLANNING_ OBJECTIVE BASED PLANNING FRAMEWORK

Environmental Scan: Problems/Opportunities

Analysis(Problem/opportunities)-Past/Present/Future

Possible Solutions/opportunities

Goals- Why?

Objectives_ What?

Programs/Actions_ How?

Programming _Sequence?

Scheduling_ Time?

Budgeting_ Cost?

Best Solution/opportunities

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PLANNING_GOAL (WHY? VISION?)

Broad Vision Big Picture Course of Action Aim

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GOAL_EXAMPLES

Pass the Exams Live a life of luxury Win the lottery Buy a lottery ticket Drive to East London Delight our customers Become the top provider in the market Increase corporate profits Foster a climate of innovation Be the global leader in tertiary education

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PLANNING_ FORECASTING/GOAL SETTING (WHY? VISION?)

Environmental Scan: Investigative/diagnostic study of past and present problems/opportunities in your industry. “THINK OUTSIDE THE BOX”

Analytical Forecast ; Predict the future of these problems/opportunities analytically

Types of analytical forecasts: planning analysis, psychological analysis, and statistical analysis.

Possible Solutions/opportunities Possible solutions to overcome these forecasted problems/opportunities Possible opportunities to take advantage of in these forecasted

problems/opportunities Best/Effective Solution/Opportunity Evaluate all the possible solutions/opportunities and select the best/most

effective solution(s)/opportunity(ies) Set the Goal Set Goals to achieve this best/effective solution(s)/opportunity(ies)

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EXAMPLE: GOAL SETTING

Environmental Scan: Eskom Load Shedding for the past 2 months

Analytical Forecast : Eskom indicates that this problem will be with us for the next 3 years

Possible Solutions: Buy a generating plant/Build a solar plant/Wind Farm

Best Solution: Build a Solar Plant GOAL: BUILD A SOLAR PLANT

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GOAL SETTING_CLASS EXERCISE

1. Environmental Scan: Student lateness to class.

2. Environmental Scan: Obesity amongst students/Low levels of physical fitness

3. Environmental Scan: NSFAS unable to sponsor all students

4.Environmental Scan: Increase in electricity tariffs

5.Environmental Scan: Students are bored

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PLANNING_OBJECTIVES(WHAT?)

Expected/Intended Outcomes/Deliverables/End Results Objectives must be S.M.A.R.T. S-Specific/Clear, M-Measurable, A-Achievable, R-Resourced, T-Time bound Objectives must be Q.Q.T. Q-Quantity,Q-Quality,T-Time bound

It is a guide for the actions of every manager to whom it applies.

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EXAMPLES_GOOD OBJECTIVES

Provide portable pipe born water for 1000 households in the Bizana Municipality in 2015

To increase gross profit by 10% for my company in the year 2015 To build 1000m2/400 bed capacity local hospital for Ibika township

in year 2015 To reduce weight by 20 kgs at ibika campus in the year 2015 Reduce woody weed cover to less than 5% in 2,000m² of degraded

vegetation in Blue Mountains Park. Educate 100 local residents in the Blue Mountains region on how to

prevent and restore degraded vegetation in Blue Mountains Park. Increase the awareness of 500 people visiting Blue Mountains Park

on the environmental and cultural significance of the Park. To educate 1,000 households within Butterworth on ways to reduce

energy and water usage by 10%.

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EXAMPLES_ BAD/POOR OBJECTIVES

Install 1,000 plants Remove weeds Run a workshop Install a sign Create a website that is appealing for all age groups Expansion of partnerships and networks Improved environmental education with tools and

strategies Raise awareness of the issue of climate change Improve awareness of conservation issues

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EXAMPLES_BAD/POOR OBJECTIVES

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EXAMPLE; ESTABLISH OBJECTIVES

GOAL: BUILD A SOLAR PLANT OBJECTIVES; TO BUILD A 50 MW SOLAR PLANT FOR

WSU,IBIKA CAMPUS BY THE END OF 2015.

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CLASS EXERCISE_OBJECTIVES ESTABLISH OBJECTIVES FOR EACH OF THE

GOALS SET EARLIER ON.

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EXAMPLE_PROGRAMS/ACTIONS

OBJECTIVE:TO BUILD A 50 MW SOLAR PLANT FOR WSU,IBIKA CAMPUS BY THE END OF 2015.

LIST OF ACTIVITIES APPOINT A SOLAR PLANT BUILDER ARRANGE FUNDING CONSTRUCT THE 50MW SOLAR PLANT PLAN THE 50 MW SOLAR PLANT DESIGN THE 50 MW SOLAR PLANT OPERATE & MAINTAIN THE 50MW SOLAR PLANT

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CLASS EXERCISE_PROGRAM/ACTIONS

LIST ACTIVITIES/ACTIONS TO ACHIEVE THE OBJECTIVES ESTABLISHED

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PROGRAMS/ACTIONS_PROGRAMMING

PROGRAMMING_ SEQUENCING/PRIORITISATION OF THE

PROGRAMS/ACTIONS

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EXAMPLE_PROGRAMMING

ACT.NO. ACTIVITIES

1 ARRANGE FUNDING

2 APPOINT A SOLAR PLANT BUILDER

3 PLAN THE 50 MW SOLAR PLANT

4 DESIGN THE 50 MW SOLAR PLANT

5 CONSTRUCT THE 50MW SOLAR PLANT

6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT

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CLASS EXERCISE_PROGRAMMING

PROGRAM THE LISTED ACTIVITIES/ACTIONS

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PROGRAMS/ACTIONS_SCHEDULING(WHEN?)

SCHEDULING_ALLOCATING A TIME SCALE/DEADLINES FOR THE PROGRAMS/ACTIONS

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EXAMPLE_SCHEDULING

ACT.NO. ACTIVITIES TIME(DEADLINES)

1 ARRANGE FUNDING APRIL 2015

2 APPOINT A SOLAR PLANT BUILDER MAY 2015

3 PLAN THE 50 MW SOLAR PLANT JUNE-JULY 2015

4 DESIGN THE 50 MW SOLAR PLANT AUGUST 2015

5 CONSTRUCT THE 50MW SOLAR PLANT

SEPT-NOV.2015

6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT

DEC.2015

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CLASS EXERCISE_SCHEDULING

SCHEDULE THE PROGRAMMED ACTIVITIES

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PROGRAMS/ACTIONS_BUDGETTING(HOW MUCH?)

BUDGETTING_ ALLOCATING COST TO THE PROGRAMS/ACTIONS

BUDGETTING is the determination of how much it will cost to carry out our programs and reach our objectives within the limits established by the schedule.

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EXAMPLE_BUDGETING

ACT.NO. ACTIVITIES TIME(BY THE END)

COST/BUDGET(R

1 ARRANGE FUNDING APRIL 2015 60,000

2 APPOINT A SOLAR PLANT BUILDER MAY 2015 50,000

3 PLAN THE 50 MW SOLAR PLANT JUNE-JULY 2015 120,000

4 DESIGN THE 50 MW SOLAR PLANT AUGUST 2015 400,000

5 CONSTRUCT THE 50MW SOLAR PLANT

SEPT-NOV.2015 1,500,000

6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT

DEC.2015 200,000

TOTALS 2,330,000

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PLAN

1. GOAL: BUILD A SOLAR PLANT

2. OBJECTIVES; TO BUILD A 50 MW SOLAR PLANT

FOR WSU,IBIKA CAMPUS BY THE END OF 2015.

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3.PROGRAM/ACTION PLAN

ACT.NO.

ACTIVITIES TIME(BY THE END)

COST/BUDGET(R)

RESPONSIBLE PERSON

1 ARRANGE FUNDING APRIL 2015 60,000 CEO

2 APPOINT A SOLAR PLANT BUILDER

MAY 2015 50,000 PROCUREMENTMANAGER

3 PLAN THE 50 MW SOLAR PLANT

JUNE-JULY 2015 120,000 SOLAR BUILDER

4 DESIGN THE 50 MW SOLAR PLANT

AUGUST 2015 400,000 SOLAR BUILDER

5 CONSTRUCT THE 50MW SOLAR PLANT

SEPT-NOV.2015 1,500,000 SOLAR BUILDER

6 OPERATE & MAINTAIN THE 50MW SOLAR PLANT

DEC.2015 200,000 SOLAR BUILDER

TOTALS 2,330,000

PLAN

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CLASS EXERCISE_BUDGETING

ESTABLISH BUDGETS FOR ALL THE PROGRAMMED/SCHEDULED ACTIVITIES

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PROGRAM/ACTIONS_ REVIEW/RECONCILE

As a final step, all programs/actions, schedules, budgets should be reviewed and reconciled to ensure that they are integrated and unified.

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POLICIES(GUIDELINES)

It is a command from top management to perform in a specified manner.

It establishes definite limits of authority. Develop and apply uniform and flexible

guidelines to control peoples behaviour during the execution of the programs/actions.

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EXAMPLE_POLICY

Eg. ACTIVITY: CONSTRUCT A SOLAR PLANT

MANAGEMENT POLICY/GUIDELINE? “THE SOLAR PLANT BUILDER SHALL USE

STUDENTS TO BUILD THE PLANT”

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PROGRAMS/ACTIONS_PROCEDURES(STANDARD METHODS/METHODOLOGY)

To develop and apply standardised(STEP BY STEP) methods of performing each of the listed activities

EXAMPLE; ACTIVITY NO; 2 ACTIVITY: APPOINT A SOLAR PLANT BUILDER STANDARD PROCEDURE/METHODOLOGY; 1.INVITE PROPOSALS FROM SOLAR PLANT BUILDERS 2.EVALUATE PROPOSALS 3.SELECT THE BEST PROPOSAL 4.APPOINT SOLAR PLANT BUILDER

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ORGANISING_ACTIVITIES

Organisational Structure Acquisition Delegating Relationships/Teamwork

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DEVELOPING AN ORGANISATIONAL STRUCTURE

OBJECTIVES ; what should be done

ROLES/RESPONSIBILITIES; who should do it.

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ORGANISATION_STRUCTURE/ORGANOGRAM

The structure within which the activities/tasks and resources are organised.

The structure is dependent on the organisational goal. Different organisational goals will require different

structures. Eg. The structure in a bakery producing bread will be

different to that of a hairdressing salon. Producing bread is a standard procedure and is

repeated over and over. Hair stylists never cut and perm hair of each customer

in the same style over and over. A certain style may, however, be in fashion for a period of time.

 

ORGANOGRAM_WSU

IMC; VC Chairperson

C.Rector;EL Campus

C.Rector;Mthatha Campus

C.Rector;Ibika Campus

C.Rector;Queenstown Campus

WSU COUNCIL

Dean; FSET

CFORegistrar Exec.Directors

Dean;Faculty

Dean; Faculty

Dean;Faculty

HOD;Civil Dept.

HOD;Mech.Dept.

HOD;Elect.Dept.

Directors

HOD;CM&QS

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A Project Organisational structure; A classroom block, R5million contract

H/O

C.M.

P.M.Store boy/Time clerk Estimator/Buyer

Site Agent-Building Works Site Agent-Civil Works Site Agent-Access Road

Foremen Foremen Foremen

Artisans

Labourers

Artisans

Labourers

Artisans

Labourers

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ORGANISATIONAL STRUCTURE_FEATURES

DESIGNATIONS(POSTS) ROLES/RESPONSIBILITIES/DUTIES INTERRELATIONSHIPS(AUTHORITY

LINES) COMMUNICATION LINES

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ACQUISITION

TO ACQUIRE/PROCURE MATERIAL,PLANT & EQUIP & LABOUR ETC 12 STEPS;

ESTABLISH QUANTITIES(HOW MANY?) ESTABLISH SCHEDULES( WHEN NEEDED?) PRICE ENQUIRIES/SOLICIT QUOTATIONS(SUPPLIERS/SUB-

CONTRACTORS) EVALUATE QUOTATIONS SELECT THE BEST QUOTATION(BEST SUPPLIER) NEGOTIATE WITH BEST SUPPLIER(PRICE DISCOUNT) PLACE ORDER LOADING/HANDLING (MATERIAL TYPE & PACKAGING) TRANSPORTATION/HANDLING (MATERIAL TYPE & PACKAGING) OFF-LOADING/HANDLING (MATERIAL TYPE & PACKAGING) STORAGE (MATERIAL TYPE & PACKAGING) PAYMENT

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DELEGATING

The manager can do everything himself and make most of the decisions or

He can assign as much as possible to his people/team members.

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DELEGATING

Delegating is the work a manager performs to entrust/assign to others; Responsibility; The work/decisions assigned to a

position. Authority; is the sum of the powers or rights necessary to do

the work. Centralised; Authority reserved at top levels of

the organisation. Decentralised; Delegation of authority to the

levels where the work is performed. Accountability; The obligation to perform responsibly

and exercise authority in terms of established performance standards. (Results)

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DELEGATING_DELEGATED RESPONSIBILITY/AUTHORITY

MANAGER(Responsibility/Authority)

SUBORDINATES(Responsibility/Authority)

COLLEAGUES(Responsibility/Authority)

Responsibility/Authority

Accountability

Responsibility/Authority Accountability

AccountabilityResponsibility/Authority

BOSS/CEO(Responsibility/Authority)

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DELEGATING

Responsibility and authority must be delegated clearly and simultaneously

A manager's accountability can never safely be delegated.

The Manager should reserve for himself only those responsibilities which others cannot do effectively for him.

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DELEGATING_EFFECTIVE CONTROLS

Establish performance standards

Divisionalisation The process of breaking large functional organisation units into divisions grouped in

terms of product, geography, or some other basis.

Dispersion: The physical separation of people, equipment and facilities.

Consolidation: The bringing together at one physical location of people, equipment and facilities.

Single reporting relationships/Single line of Command The more people who reports to a manager or to whom a manager reports, the less

accountable the person or the manager tends to become.

Individual accountability

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DELEGATING_CHALLENGES/BARRIERS

Organisational barriers: Organisational policies and methodologies

Psychological barriers; Failure of the manager to understand

what type and volume of work he should delegate.

Management Style; Micro-managing

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TUTORIAL2;RESEARCH

DISCUSS THE PHRASE “RESPONSIBILITY WITHOUT AUTHORITY”

LIST THE DIFFERENCES BETWEEN DELEGATING AND MICRO-MANAGING

WHICH ASPECT OF A MANAGER’S RESPONSIBILITIES/DUTIES CAN BE DELEGATED SAFELY TO OTHERS.

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DEBATE

DELEGATION IS BETTER THAN MICRO-MANAGEMENT

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RELATIONSHIPS/TEAMWORK_PURPOSE

Establishing relationships/teamwork is the work a manager performs to create the conditions necessary for effective mutually co-operative/group efforts of people.

 ”REMEMBER THE FOOTBALL TEAM”

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RELATIONSHIPS/TEAMWORK_TEAM COMPOSITION

TEAM(KEY) Manager, (Team leader) subordinates, Boss Peers/Colleagues.

SUPPORT TEAM Customers/Client Suppliers/Service providers Professional Advisors Community Regulators: DOL etc

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RELATIONSHIPS/TEAMWORK_INTERNAL TEAM_ RELATIONSHIPS

Staff relationship(Cordial Relationships) Relation amongst individuals who provide

advice and service in the accomplishment of objectives.

Line relationship(Command relationship). Relationship amongst those persons who are

accountable for final results and therefore have authority to make decisions with respect to those results.

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RELATIONSHIPS/TEAMWORK_BUILDING

ESTABLISH & COMMUNICATE CLEAR TEAMWORK GOALS/OBJECTIVES

ESTABLISH RULES TO PROMOTE TEAMWORK ESTABLISH TRUST AMONGST TEAM MEMBERS.

(TAKES TIME) REGULAR TEAM MEETINGS/SOCIAL

GATHERINGS/TEAM EXERCISES/ACTIVITIES REGULAR COMMUNICATION/INFORMATION

SHARING AMONGST TEAM MEMBERS ENCOURAGE TEAM PROBLEM SOLVING

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LEADING_ACTIVITIES

Decision Making Communicating Motivating Selecting people Developing people

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MANAGEMENT LEADERSHIP

 

Leading is the energising function that makes planning, control and organising possible.

Leading is the work the manager performs to get people to take required action.

Leading is quite synonymous to driving

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MANAGEMENT LEADERSHIP_TYPES

AUTHORISATION LEADERSHIP DEMOCRATIC LEADERSHIP The proper blend of authorisation

and democratic leadership knowingly applied is the best.

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TUTORIAL2_RESEARCH

NAME AND DESCRIBE THE DIFFERENT TYPES OF MANAGEMENT LEADERSHIP

WHAT IS THE DIFFERENCE BETWEEN A MANAGER AND A LEADER?

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DECISION MAKING_WHAT DO WE DO?

Decision-making is the work a manager performs to arrive at conclusions and judgements.

The steps taken to determine a particular course of action

The kind of decisions a manager makes and how he makes them has everything to do with the results he can accomplish.

A SMART DECISION MAKING/DECISION MUST LEAD TO THE ACHIEVEMENT OF THE DESIRABLE RESULTS

“THE END JUSTIFIES THE MEANS”

DECISION MAKING

DESIRED RESULTS

DECISIONPOINT

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DECISION MAKING_ ORIGIN?

NEEDS PROBLEMS/CHALLENGES/SITUATION OPPORTUNITIES CHANGES; NEW

LAWS/REGULATIONS/TECHNOLOGY

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DECISION MAKING_POOR DECISION MAKING STYLES

Spontaneous/knee jerk/Hasty Impulsive(5 senses based) Emotional(mood/hormones(adrenalin)

Old school/Outmoded/ Inapplicable

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DECISION MAKING_GOOD/SOUND DECISION MAKING STYLE

A decision making based on logical thinking

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DECISION MAKING-6 LOGICAL THINKING STEPS

Apparent problem? Fact finding/Investigation? Real problem? Possible solutions? Best solution? Plan?

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DECISION MAKING_APPARENT PROBLEM?

OBSERVABLE SYMPTOMS/FRINGES OF THE PROBLEM

SUPERFICIAL VIEW TENTATIVE EXAMPLES

HEADACHE STOMACHE STUDENTS ON STRIKE FIRE OUTBREAK ACCIDENT

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DECISION MAKING _FACT FINDING/INVESTIGATIONS

FACTS?- WHAT?,HOW?,WHO?,WHERE?,WHEN?,WHY?

INTERPRETATION? INFERENCES/CONCLUSIONS? TAKES TIME AND EFFORT TO SAVE TIME; Determine in advance what

information we really need, and in what priority we require it.

THIS IS WHAT ESTABLISHES THE BASIS/PRECEDENT OF THE DECISION MAKING

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DECISION MAKING_FACTS?_ Situation factors

What happened? how did it happen?

Describe the situation Obtain first hand evidence(not

here says/gossips) via; visual observations of the situation,

interviews of several witnesses with different/varied viewpoints

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DECISION MAKING_FACTS?_ Causative Factors

Why did the problem occur? Causative factors? Causes/Root Causes?

Causes/Root Causes; Significance/importance to the situation?

(Does it matter?) Constant or change in the future?

Obtain first hand evidence(not here says/gossips) via; visual observations of the situation, interviews of several witnesses with

different/varied viewpoints

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DECISION MAKING_FACTS?_ People Factors

Who is involved? Behaviour of the people involved?;

Significance/importance to the situation?

Constant or change in the future? Obtain first hand evidence(not here

says/gossips) via; visual observations of the situation, interviews of several witnesses with

different/varied viewpoints

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DECISION MAKING_FACTS?_ Place Factors

Where did the problem occur? Location /environment of the problem?

( The Culture) Significance /Importance to the situation? Constant or change in the future? Obtain first hand evidence(not here

says/gossips) via; visual observations of the situation, interviews of several witnesses with

different/varied viewpoints

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DECISION MAKING_FACTS?_ Time Factors

When did the situation occur? Time factor and accompanied values etc;

Significance/Importance to the situation?

Obtain first hand evidence(not here says/gossips) via; visual observations of the situation, interviews of several witnesses with

different/varied viewpoints

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DECISION MAKING_What is the real problem? Problem Statement? Nature of the problem?

DEFINE THE KEY PROBLEM/UNDERLYING PROBLEM( CLEAR,CONCISE,STRAIGHT FORWARD AND EASY TO UNDERSTAND)

BASIC FACTS( WHAT,HOW,WHO,WHERE,WHEN,WHY?) EXTENT & SERIOUSNESS( WHY IT MATTERS?) WHY IS IT SUCH A BIG DEAL? SUPPORT WITH HARD EVIDENCE

HOW DOES IT RELATE/AFFECT THE FF? Team (Key/Support) Customers/Clients Environment; Regulators/Competitors/Physical Environment Public Image Cost/Profit

ROOT CAUSES OF THE PROBLEM TIMING : TEMPORAL/SHORT-TERM/LONG-TERM RELATED/ASSOCIATED PROBLEMS PROPOSE A POSSIBLE SOLUTION BENEFITS OF THE SOLUTION

“A PROBLEM WELL-STATED IS A PROBLEM HALF-SOLVED” CHARLES KETTERING

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EXAMPLE; PROBLEM STATEMENT There is serious congestion of students in

the University’s hostels in recent years. The university decided to house only first year students in the schools hostel so as to reduce congestion in the hostels. We know, however, that only a year later, some first year students do choose to share their rooms with continuing students leading to congestion in the hostels. The University must therefore rethink its student housing policy.

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CLASS EXERCISEPROBLEM STATEMENT: NSFAS?

WRITE A COMPLETE PROBLEM STATEMENT ABOUT NSFAS INABILITY TO SUPPORT THE EDUCATION OF ALL QUALIFIED STUDENTS

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EXAMPLE: CASE STUDY_ PROBLEM NOT INVESTIGATED AND DEFINED

APPARENT PROBLEM A Metalworking Company found its accident rate creeping up. costs for

lost time, machine stoppage and hospital care increasing. QUICK DECISION Company instituted a company-wide safety campaign; SAFETY POSTERS &

SAFETY TRAINING RESULTS Accidents still continued. INVESTIGATION Causes of the accidents; 29% of the accidents were occurring in one department using high speed

machine tools, 45% of the machine operators were "moonlighting". Taking temporary

job offers from competing metal working firms nearby offering a higher pay.

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DECISION MAKING_POSSIBLE SOLUTIONS

HOW? BRAINSTORMING_TEAM/PEOPLE INVOLVED SUB-CONSCIOUS MIND_THINKING

OUTPUT LIST OF POSSIBLE SOLUTIONS ALWAYS ADD “DO-NOTHING” ALTERNATIVE TO

THE LIST

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DECISION MAKING_BEST SOLUTION/DECISION POINT?

DECISION POINT; DECISION ON THE BEST SOLUTION. DECIDER: MANAGER OR THE TEAM HOW TO DECIDE: SOLE OR COLLECTIVE TOOL: JUDGEMENT/OBJECTIVITY HOW: PROS & CONS OF EACH CHOICE CHOOSE THE SOLUTION THAT WILL YIELD THE BEST RESULTS WITH

MIN.NEGATIVE IMPACTS/EFFECTS BEST SOLUTION; PILOT TEST & CHECK THE RESULTS

IF RESULTS ARE POSITIVE; FULL SCALE IMPLEMENTATION IF RESULTS ARE NEGATIVE; RECONSIDER/FURTHER SEARCH

FOR ANOTHER SOLUTION

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DECISION MAKING_PLAN

DEVELOP A PLAN TO IMPLEMENT THE BEST SOLUTION

Goal Objectives Programs/Actions

Scheduling /Timing of programs/actions Budgeting of programs/actions Policies/procedures

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GROUP TUTORIAL2_DECISION MAKING

 As the contracts manager/Site Agent you arrive on site after receiving a message on the two-way radio in your car that the foreman has an extremely urgent problem. You find the following situation after your arrival:

The four conveyor belts to transport the concrete to the first floor slab to be poured are all non-operational due to a labourer pouring diesel instead of petrol into their tanks.

Two "Ready Mix Concrete" trucks waiting to offload their 6m3 load of 30MPa concrete.

  You have to make a quick decision. Keeping the steps of decision-

making in mind, summarise all the factors that you will have to consider in order to make a decision and select then the decision you will most probably make.

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MOTIVATING

Motivation The work a manager performs to inspire,

encourage and impel people to take required action

Motivation is the energiser for all the management functions and activities

Motivating Skills The ability to get people to perform or

take a required action

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MOTIVATION_INSPIRE

Inspire - to infuse a spirit of willingness consciously or unconsciously into people to perform most effectively.

Achieved thru the ff: Leader personality, Leadership style,

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MOTIVATION_ENCOURAGE

Encourage To stimulate people to do what has to

be done Achieved thru;

Praise, Approval Appreciation Help.

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MOTIVATION_IMPEL

Impel To force or incite action by any

means necessary. Achieved thru:

Compulsion, Coercion Fear.

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MOTIVATION_MOTIVATORS

The actions you take to establish and maintain a feeling of personal recognition and importance amongst the people/workers.

Manager People/Workers

Motivators (Actions)

MotivationFeeling of personal

recognition & importance

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Motivators the opportunity for personal

development achievement recognition promotion levels of responsibility. etc

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MOTIVATION_DEMOTIVATORS

The actions you take to establish and maintain a feeling of rejection and unimportance amongst the people

Manager People/Workers

DeMotivators (Actions)

De-MotivationFeeling of rejection

& unimportance

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De-motivators

company policy may frustrate some employees and be viewed to some as a hindrance

bureaucracy or needless paperwork may be considered to be a barrier to getting a job completed

Poor working conditions may be poor salary staff feeling they are not valued nor consulted.

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MOTIVATION_MASLOW’S THEORY_HUMAN NEEDS_ASSUMPTIONS

Human action is aimed at satisfying our needs at a given point in time. HUMAN ACTIONS

Human needs are somewhat predictably hierarchical in terms of priority. HIERARCHICAL NEEDS

Human beings have needs that are never completely satisfied. CYCLICAL SATISFACTION

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MOTIVATION

Human Needs

NeedsSatisfaction Motivation

Hierarchical Cyclical

Actions

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MOTIVATION_MASLOW’S THEORY OF NEEDS_HIERARCHICAL

SELF-ACTUALISATION NEEDS

Fulfil needs of otherspersonal growth,

ESTEEM NEEDSPrestige,Status,recognition,reward, self-respect ,independence

etc

BELONGINGNESS /SOCIAL NEEDSWork group, friends, family acceptance,

comradeship,love,friendship,affection etc

SAFETY AND SECURITY NEEDSSecurity,police, law, Insurance,pension,medical aid etc

PHYSIOLOGICAL NEEDSFood, water,clothing, shelter,exercise,air,sleep,sex etc

Maslow’s hierarchy of needs Motivational Needs

Higher level growth needs

Lower level basic needs

Priority

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CLASS EXERCISE

STUDENTS TO IDENTIFY THEIR LEVEL OF NEEDS IN THE HIERARCHY

IS A CELL PHONE A NEED OR A WANT?

IF IT IS A NEED WHERE WILL YOU PLACE IT IN THE MASLOW’S HIERARCHY.

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MOTIVATION_ MANAGEMENT LESSONS

Workers actions is aimed at satisfying their needs at a given point in time.

Workers needs can never be completely satisfied. When one need is fulfilled a person seeks to fulfil the next one and so on.

Workers needs are hierarchical in terms of priority.(Needs profile)

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MOTIVATION_ MANAGEMENT LESSONS

OUR NEEDS CHANGE OR EVOLVE WITH TIME IN TERMS OF IMPORTANCE.

SO OUR NEEDS ARE STATED FOR A PARTICULAR TIME

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MOTIVATION_ MANAGEMENT RESPONSE

Workers can be motivated to take the required action once their needs are satisfied.

Assess and categorise the needs profile of your workers

Satisfy the needs according to the needs profile category

Satisfy first the bottom needs of your workers before you move to the top needs

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MOTIVATION_ MANAGEMENT RESPONSE

One must satisfy the lower level basic needs before progressing to meet higher level growth needs

Once these two levels are reasonably satisfied one may be able to reach the highest level of self-actualisation.

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MOTIVATION_ HUMAN NEEDS_SATISFACTION

1.NEED DEPRIVATION/UNSATISFIED

2. DRIVETENSIONS AND

DRIVES TO FULFILL NEED

3. ACTIONS GOAL DIRECTED

BEHAVIOUR

4. SATISFACTION REDUCTION OF DRIVE

FOR THAT NEED

CYCLICAL

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MOTIVATION_ HUMAN NEEDS_SATISFACTION

The deficiency/unmet basic needs are said to drive people to fulfil that need. Also the drive to fulfil such needs will become stronger the longer the duration they are denied eg. The longer a person goes without food the more hungry they will become.

In the drive to fulfil this unmet basic need he takes actions that are focused on fulfilling this basic need and in so doing the need is satisfied and the drive to fulfil that need is lowered.

Once that need is fulfilled a person seeks to fulfil the next one in the hierarchy and so on.

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MOTIVATION_ MANAGEMENT RESPONSE

The drive to fulfil basic needs are stronger with people who have been denied these basic needs for a long time eg.poverty-stricken people,prisoners,slaves, unemployed,youth,women,disabled etc.

Assess and categorise the drive of your workers

Channel those with the stronger drive into goal-oriented actions that will fulfil these needs.

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MOTIVATION_FACTORS

Participation(Problem Solving, decision making) Communication(Work progress/achievements) Recognition( Outstanding/exceptional work) Promotion Appreciation/Reward( Incentive schemes, Bonus schemes etc) Welfare( Life Insurance,pension,medical aid,PF) Personal growth (standard of living) Work Achievements(Assessment/feedback) Flexibility(Work-Life balance) Empowerment (Own decision-making/Innovativeness/Creativity) Financial perks and benefits( free lunch, subsidise school fees etc)

99

MOTIVATION_HOW TO IMPROVE IT IN YOUR ORGANISATION

5 STEPS

100

1. Knowing your people

Identify special needs,motivational needs

Method: observation, study,interviews,personal relationships etc

Caution: Information obtained is confidential and must be treated as such. No Gossip!

Downside: False information

101

2. Developing a feeling of proprietorship/Ownership,

Create opportunities/environment for the ff:

Participation. Communication(work progress/achievements)

Empowerment(Own decision-making/Innovativeness)

Develop needed knowledge and skills.

102

3. Encouraging Teamwork/Team feeling,

Work groups,task forces,committees etc

Frequent discussions on the job, meetings, counselling and coaching to improve skills and other job-related activities

Group Assignments & Tutorials

103

4.Developing a friendly competition_Subordinates

Create a competitive situation Competition to be fair and equitable. Competitors create their own ground

rules. Reward & appreciate more

winners(prize money, promotion, recognition, praise, etc.)

Organise another competition for the losers

104

5. Motivate Down, Up and Across

Boss Method: participation and communication,recognition &

appreciation Line Managers Method: participation and communication,recognition &

appreciation Subordinates  Method: participation and communication,recognition

& appreciation

105

5. Motivate Down, Up and Across

Manager

Boss

Colleagues

Subordinates

Colleagues

106

CLASS EXERCISE

SHARE ARTICLE ON MOTIVATION

107

COMMUNICATION_MULTI-DIRECTIONAL

Manager

Boss

Colleagues

Subordinates

Colleagues

Customers

CustomersCustomers

Customers

108

COMMUNICATION_IMPORTANCE

IS USED TO CONVEY OUR IDEAS,THOUGHTS TO ANOTHER PARTY FOR THE NECESSARY ACTION TO BE TAKEN.

109

COMMUNICATION_PROCESS

Sender

Ideas/Thoughts M

essage

Encoding

Message

TransmissionMessageDecoding

Message

Receiver

Action

Feedback

Context

EACH STAGE OFFERS A POTENTIAL BARRIER

TO COMM.

IN ALL THE STAGES THE GOAL OF

SHARED UNDERSTANDING

MUST BE ACHIEVED AND IT

INVOLVES PHYSICAL/MENTAL

EFFORT

110

COMMUNICATION _PROCESS

Sender_ Communicator Comm.Message( Ideas, Thoughts) Encoding(Delivery)_ spoken word,

written,signs,language,symbols,pictures,body language etc

Transmission(Channel) _ Verbal; f2f conversation,phone calls,

presentations, meetings, videoconferencing,skype etc

Non Verbal; written comm(emails,whatsapp, facebook,twitter,letters,memos,reports)

111

Encoding_ body

112

Encoding_Body

113

Encoding_ Spoken word,signs,body

114

Encoding_Signs,Symbols

115

Transmission channels_ Verbal

116

Transmission Channels_ Non-Verbal

117

COMMUNICATION _PROCESS

Decoding_ Receive,Read/Understand,Interpretation,active listening,clarification questions asked etc

Receiver; Recipient of the message,Audience

Feedback/Response: To check whether there is real understanding of the message

Context(Situation); Time, place,environment, circumstances,culture,relationship with the receiver etc

118

COMMUNICATION_COMM. MESSAGE

COMMUNICATION MESSAGE (CARRY OUR IDEAS,THOUGHTS)

EXAMPLE; A : GIVE ME YOUR SHOES B: WHY SHOULD I GIVE U MY SHOES? WHAT DO YOU NEED IT FOR?

119

COMMUNICATION MESSAGE INTENTIONS

INTENTIONS(WHY?,WHAT?) INTENTIONS IS THE “REAL MESSAGE” IN

THE COMMUNICATION MESSAGE THE COMM MESSAGE & THE

INTENTIONS ARE CARRIED THROUGH THE COMM.PROCESS.

Comm. Message

INTENTIONS

120

COMMUNICATION_GOAL/PURPOSE

TO SEEK TO ACHIEVE A SHARED/COMMON UNDERSTANDING OF THE INTENTIONS

“GET THE REAL MESSAGE ACROSS” “BEING ON THE SAME PAGE” GET THE EMOTIONAL/LOGICAL MEANING BEHIND THE

WORDS,SIGNS AND SYMBOLS HEAD/HEART MUST UNDERSTAND THE MESSAGE THE MEETING OF THE MINDS

EFFECTIVE COMMUNICATION

121

COMMUNICATION_DEFINED

The work the Sender/Receiver performs to create shared/Common understanding of the message INTENTIONS.

WHAT I SAID & WHAT I MEANT WHAT I MEANT IS THE MESSAGE

INTENTIONS

122

COMMUNICATION_HOW TO ACHIEVE IT_2-WAY

First understand what the other person RESPONSES/INTENTIONS ARE and then seek to obtain from that person an understanding of your INTENTIONS.

INVOLVES FRANTIC MENTAL/PHYSICAL EFFORT

SENDERI N T E N T I O N S

I N T E N T I O N SRECEIVER

123

COMMUNICATION_HOW TO ACHIEVE IT_2-WAY

124

EFFECTIVE COMMUNICATION_BENEFITS

BRINGS WORK HARMONY MOTIVATIONAL ACTIONS ALIGNED TO INTENTIONS

125

EFFECTIVE COMMUNICATION_EXAMPLE

A : GIVE ME YOUR SHOES B: WHY SHOULD I GIVE U MY

SHOES? WHAT DO YOU NEED IT FOR? A’s MESSAGE INTENTIONS WAS NOT

CLEAR B IS SEEKING TO UNDERSTAND THE

MESSAGE INTENTIONS

126

EFFECTIVE COMMUNICATION_EXAMPLES

SENDER: “GET ME SOME WATER TO DRINK”

RECEIVER; OK SIR

THE INTENTIONS ARE CLEAR

127

COMMUNICATION _INEFFECTIVE

MISCOMMUNICATION INTENTIONS MISUNDERSTOOD BY BOTH PARTIES

COMM.FAILURE/BREAKDOWN INTENTIONS MISUNDERSTOOD BY BOTH

PARTIES THIS IS CAUSED BY COMM.BARRIERS

128

INEFFECTIVECOMMUNICATION_RESULTS

Misunderstanding/Confusion De-motivational Actions misaligned with intentions Friction and frustration Errors Personal relationships deteriorate Apathy and disinterest.

129

INEFFECTIVE COMM./_MISCOMMUNICATION

130

INEFFECTIVE COMMUNICATION _SPOKEN WORD_EXAMPLES

LECTURER;CHECK THE TIME EVERY 30 MINS.

CLASS PRESIDENT; YES SIR DOES THE CLASS PRESIDENT

UNDERSTAND THE INTENTIONS OF THE MESSAGE?

WAS THIS INTENTION CLEAR IN THE MESSAGE TRANSMITTED?

CLASS PRESIDENT MUST SEEK TO UNDERSTAND THE MESSAGE INTENTIONS

131

INEFFECTIVE COMMUNICATION _SIGNS/ACTIONS_EXAMPLES

A STUDENT BOY BUYS A MOBILE PHONE AND SENDS IT TO A LADY FRIEND IN CLASS

STUDENT BOY’S INTENTIONS: FRIENDSHIP,LOVING RELATIONSHIP,HELPFUL ?

DOES THIS LADY KNOW WHAT HIS INTENTIONS ARE?

WAS HIS INTENTIONS CLEAR?

132

INEFFECTIVE COMMUNICATION _WRITTEN_EXAMPLE YOU: “GET ME SOME WATER” FRIEND; OK

ARE YOUR INTENTIONS CLEAR IN THIS COMM. MESSAGE?

DID THE FRIEND SEEK TO UNDERSTAND THE MESSAGE INTENTIONS?

133

INEFFECTIVE COMMUNICATION _SIGNS_EXAMPLE

AN ENGLISH CUSTOMER IN A GERMAN RESTAURANT

CUSTOMER INTENTIONS: WANTS A MUSHROOM AND CANNOT SPEAK GERMAN

CUSTOMER; DREW A MUSHROOM ON A PIECE OF PAPER AND GAVE IT TO THE WAITRESS

WAITRESS; RETURNED WITH AN UMBRELLA

134

COMM.EFFECTIVENESS_COMM BARRIERS?

COMM BARRIERS

COMM.MESSAGE

SENDER RECEIVERI N T E N T I O N S

I N T E N T I O N S

135

COMM.BARRIERS

CAUSES OF INEFFECTIVE/POOR COMMUNICATION OR MISCOMMUNICATION

136

COMM. BARRIERS

SENDER SELFISH UNDERSTANDING(COMMANDING) BAD FEELINGS/MOOD/COURTESY PREJUDICES( Mind made up) UNFAVOURABLE STEREOTYPES COMPLEXES( Superiority) EMOTIONAL ATTACHMENTS MISTRUST FEARS AND BELIEFS WRONG ASSUMPTIONS(COMM.HAS TAKEN PLACE)

137

COMM. BARRIERS

COMM.MESSAGE INTENTIONS NOT CLEAR(WHY?,WHAT?)

ENCODING LANGUAGE GRAMMAR VOICE TONE SIGNS

138

WHY POOR COMM? COMM. BARRIERS

TRANSMISSION LOST MESSAGES, TECHNOLOGY CHALLENGES(Phone network

failure) HACKED MESSAGES MESSAGE DISTORTIONS

DECODING MISUNDERSTANDING( LANGUAGE,GRAMMAR) MISINTERPRETATION(LANGUAGE,GRAMMAR)

139

COMM. BARRIERS RECEIVER

SELFISH UNDERSTANDING LISTENING SKILLS( PARTIAL/INACTIVE LISTENING) BAD FEELINGS/MOOD/COURTESY PREJUDICES( Mind made up) UNFAVOURABLE STEREOTYPES COMPLEXES( Superiority) EMOTIONAL ATTACHMENTS MISTRUST FEARS AND BELIEFS RELATIONSHIP(COLLEAGUES,BOSS,SUBORDINATES,CUSTOMERS) DIFFERENT LANGUAGE WRONG ASSUMPTIONS(COMM.HAS TAKEN PLACE)

FEEDBACK/RESPONSE• MESSAGE DISTORTIONS/ADJUSTMENTS

140

Selfish Understanding

141

COMM.SKILLS

TOOL USED TO OVERCOME THESE COMM.BARRIERS AND ACHIEVE EFFECTIVE COMM.

142

COMM SKILLS_COMMUNICATION IMPROVEMENT

Avoid assumptions about the communication process

143

COMM SKILLS_COMMUNICATION IMPROVEMENT

Getting real understanding Get an agreement by stating the bare facts

Communicate in small bits,step by step

144

COMM.SKILLS_COMMUNICATION IMPROVEMENT

Get a feedback/Response Finding out what people

understand Get a full response Conduct follow-up

questions/tests what, where, when, who, why, or how?

145

COMM.SKILLS_COMMUNICATION IMPROVEMENT

Helping people to remember what they understand

Repetition of the comm.message in different ways

Get people associated with the ideas in the comm.message

146

SELECTING PEOPLE

The selection of people for; Vacant positions Promotion

in the organisation.

147

SELECTING PEOPLE_THE PROCESS

Planning personnel/staff needs over the long term. Job organisation; place of work,accomodation,car,office,tools,protective

clothing etc A qualification specification; characteristics of the person desired.

Qualifications/Experience Job Candidate Search; Advert,Direct contacts, Recruiting Agencies,

Professional Associations,Social Network etc. Solicite applications from job candidates; cvs and cover letters,certificates

etc Review job applications; candidate suitability

investigate previous job history, qualifications, physical examination, check references etc

Interviews; administer psychological tests, conduct preliminary interviews, final interviews

Job Candidate Selection & Appointment Job follow-up so that the person selected will fit properly and will be

assured of a satisfying place on his new team.

148

DEVELOPING PEOPLE

Developing people is the work a manager performs to help people improve their; Knowledge: cognisance of facts, truths

and other information. Attitude: reaction to things, people,

situation and information. Skill: the ability to put knowledge into

practice.

149

DEVELOPING PEOPLE_METHODS

PERSONAL COACHING PERSONAL MENTORSHIP FORMAL/INFORMAL TRAINING

150

DEVELOPING PEOPLE_PRE-REQUISITES

Top management support Sound basic organisation. Incentive/Compensation

151

DEVELOPING PEOPLE_PROCESS

Staff performance appraisal, Evaluation of current performance and potential for

advancement. Purpose; Identify Strengths and Weaknesses Method; A group basis/an appraisal form

Counselling; Recognise their strengths and weaknesses

Plan & Implement personal improvement. Coaching/Mentorship on the job, Job rotation, Attendance of courses and seminars, Committee/team participation.

152

CONTROLLING

Consists of seeing to it that performance is happening according to; the PLAN that has been adopted, the ORDERS/PROCEDURES which

have been given, The PRINCIPLES/POLICIES/

GUIDELINES which have been given/ laid down.

153

CONTROLLING_GOAL

ACTUAL PERFORMANCE =/> THE PLAN,PROCEDURES/POLICIES

154

CONTROLLING_OBJECTIVE

Identify deviations/Variances/Shortfalls from the plan,procedures and policies

Correct the deviations/Variances/Shortfalls

Prevent deviations/Variances/Shortfalls from re-occurring.

155

EXAMPLES COST BUDGET; R1 MILLION ACTUAL EXPENDITURE; R1.2 MILLION BUDGET DEVIATION/VARIANCE;

(R200,000)

QUALITY CRITERIA; 100 +/- 10mm slump QUALITY TEST(SLUMP TEST RESULTS):

70mm QUALITY DEVIATION/VARIANCE; (30mm)

THIS HAS TO BE CORRECTED AND PREVENTED

156

CONTROLLING_ACTIVITIES

Performance Standards/Targets: Establishing standards of performance

Performance Measurement; Measuring current performance

Performance Evaluation; Comparing/Evaluate current performance with the established standard of performance

Performance Correction; Taking corrective action if a deviation in performance is detected.

157

SET PERFORMANCE STANDARDS_AREAS

SET PERFORMANCE STANDARDS FOR THE FF; TIME COST QUALITY QUANTITY

158

SETTING PERFORMANCE STANDARD_GOAL

SET PERFORMANCE STANDARDS TO IDENTIFY GOOD/POOR/FAILED

PERFORMANCE TO CORRECT/IMPROVE POOR

PERFORMANCE TO REWARD GOOD PERFORMANCE

NOT FOR PUNISHMENT/SCAPE GOATS

159

PERFORMANCE STANDARDS

The performance standard tells a manager where he should be.

Performance Targets

160

PERFORMANCE STANDARDS_EXAMPLES

EGS.OF PERFORMANCE STANDARD. 40% PASS MARK FOR DP 40% PASS MARK FOR EXAMS

SANS 241- QUALITY PERFORMANCE STANDARD FOR DRINKING WATER

161

SETTING PERFORMANCE STANDARDS_ 2 CHALLENGES

Psychological challenge; Understood and accepted by those to be affected. Opportunity to contribute their ideas

Technical challenge; Realistic/Achievable as far as the time,cost, quantity

and quality is concerned Test the adequacy of the method/process being used in

the work

162

PERFORMANCE STANDARDS_ADVANTAGES

SELF-CONTROL/SELF-CORRECTION/SELF-DEVELOPMENT

BASIS FOR REPORTING IDENTIFY WEAK PERFORMANCE

AREAS AND IMPROVE THEM. 

163

PERFORMANCE STANDARDS_3 KEY PRINCIPLES

Psychology. The acceptance of standards Correct performance failures/reward good

performance( Individual/Group)

Total Standards Standards are necessary for both methods/process

and products/results

Realistic/Achievable

ProcessConcrete Mixing

ProductMixed Concrete

164

PERFORMANCE MEASUREMENT

Recording and Reporting of past and current performance about work in progress and work completed.

 

165

PERFORMANCE MEASUREMENT-REPORTING_PURPOSE

Measure and report actual performance against established performance standards

The reports tell us where we are in performance.

PM Methods: Tests and Inspections

166

COST REPORT_EXAMPLE

Activity COST BUDGET

ACTUAL EXP.

VARIANCE REMARKS

EXCAVATION 500,000 400,000 100,000 GOOD COST PERFORMANCE

167

PERFORMANCE MEASUREMENT-REPORTING REQUIREMENTS

Provide the specific information a manager needs

Report on the ff: COST TIME QUALITY QUANTITY

168

PERFORMANCE MEASUREMENT-REPORTING_EFFECTIVENESS

Initial PLAN validity/effectiveness Accountability/Stewardship Meaningful/Specific information.

(Short) Timely/frequent

169

PERFORMANCE EVALUATING

Compare the actual performance to the performance standard

VS 40% DP 45% FAIL/PASS EXCELLENT,GOOD,MODERATE,PO

OR

Performance Standard

Actual Performance

170

PERFORMANCE EVALUATING_COST PERFORMANCE_EXAMPLE

Activity COST BUDGET

ACTUAL EXP.

VARIANCE REMARKS

EXCAVATION 500,000 400,000 100,000 GOOD COST PERFORMANCE

171

PERFORMANCE EVALUATING_REQUIREMENTS

Checks and Balances/Fairness; seek independent viewpoint of the person on

higher level or outside the organisation. EXAM MODERATOR

YOU CAN EVALUATE YOUR OWN WORK AND CORRECT YOURSELF. BUT SELF-CONTROL IS A CHALLENGE IN PERFORMANCE EVALUATION; LIES, ERRORS,CHEATING ETC.

172

PERFORMANCE EVALUATING_PRINCIPLES

Major Exceptions/Variations Not Routine Variations.

Determine allowable limits of tolerance/ deviation. Eg. +/-10mm

Measure against standards and not by tolerances.

173

PERFORMANCE CORRECTING

The final step in control is to take corrective action.

Performance correcting is the work a manager performs to improve and regulate methods and results.

174

PERFORMANCE CORRECTING_MANAGERIAL REQUIREMENTS

Understand and accept responsibility.

Accept and agree to performance as standardised for the task.

Command over the task.

175

PERFORMANCE CORRECTING_PROBLEMS

Avoid self-criticism. Provide for self-correction. Correct first thing first. focus

on critical activities first in the corrective action.

Overcome emotional resistance. participation and communication.

176

DEBATE

WOMEN ARE BETTER MANAGERS THAN MEN