the management function2

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AVIATION 179

SPRING 2008

SJSU

The Management Function


Management Getting things done through others.

Process of directing resources in an efficient and effectivemanner toward the accomplishment of organizational goals.

A continuous and ongoing effort.

Resources = people, money, raw materials, technology,information.

Efficient v. Effective

Appropriate effort directed towards goal & goal met.


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Management Functions Attaining organizational goals.

Primary goal should always be the safe and efficientoperation of the airport.

Henri Fayol five management functions (c.1917):

Planning

Organizing

Command

Coordination

Control


How has thatchanged today?

Planning

Organizing

Staffing

Leading

Control

Henri Fayoloriginal concept:

Planning

Organizing

Command

Coordination

Control


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Managing a complex operation like an airport isachieved through: Planning

Budgeting

Organizing and staffing focus on achieving the plan

Doing so required competent leading and controlling


Planning Primary managerial function

Where the airport is headed

Consists of:

Forecasts

Projections

Goals

Course of Action

Evaluation

Size & organization of airport dictate who has authority for itsdevelopment


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Planning Involves the development and implementation of

Mission

Goals

Policies

Strategies

Tactics


Organizational Planning best observed during an Aircraft/snow emergency

Strike

Bankruptcy of FBO

Failed bond issue

Budget cuts

Effective reactions take planning

video


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Must be willing to plan for the futureDevelopment of large aircraft (B747,A380) create strain on planningprocess.

Changes in technology and demandscreate need for airport to make

changes & improvements to airfieldsand terminal buildingsAlso may result in changes to FARs


Organizing

Grouping activities and tasks in the most efficientand effective manner to accomplish the goals andplans of the organization.


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Organizing Organizational Structure

Channels of Authority

Reporting Relationships

Departmentalization

Division of Labor

Responsibility for use of resources


Airport Organizations dictated by Governing body

Physical size

Functional control (internal v. external)

Org Charts help Structure within which management function performed

Employees understand position

Relationship to other employees How they all fit in the overall structure


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Organizational Structures have three characteristics Complexity

Number of depts (differentiation, functional groups)

Formalization

Adherence to strict rules and procedures

Centralization

Decision makers

Santa Clara County


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SJC


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Authority (org chart) is power legitimized by theorganization

That authority is inherent in the position not person

Good leadership skills encourage employees to complywith authority

What are the three main types of organizationalauthority?


Line Authority Direct the work of subordinates


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Staff Authority Direct work of advisory personnel



Staff Authority Direct work of advisory personnel

Functional Authority Direct those not in direct line of control


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What is span of control?

Simple put it the number of people directly reporting toone manager.

Influenced by several factors: Competence level of manager and employees

Physical dispersion of subordinates

Amnt. of non-managerial work in managers job

Degree of necessary interaction

Standardization of work

Task similarity

Incidence of unique problems Individual preferences for autonomy

The Management Functions

Job Analysis and Design The process of grouping tasks together to form complete jobs

through the creation of a description and specification.

Job Specialization Degree to which a specific job is broken down into smaller

units (traffic control vs. writing parking tickets)


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What are thebenefits ofcreating highlyspecialized jobs?


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What are the hazards ofcreating highly specializedjobs?


How can you mitigate some of those problems? Job Rotation

Job Enlargement

Job Enrichment


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Staffing

Importance of hiring the rightperson cant be stressed enough

Objective is to match applicant withjob requirements not easy (mv)

Decision maker varies by size ofairport and compartmentalization

Peer involvement

What are the advantages anddisadvantages of internal hiring


Request to Skyport Office Form completed and forwarded to HR HR contacts me to verify HR places advertisement or generate interview list from previous test Airport Admin staff review written test HR vets applicants and creates list of those that meet min qual. HR sends letter to all applicants with their status and test date HR holds written exam HR grades exam HR generates list based on exam score HR notifies me eligibility list is available I download list from website along with application, resume and any supporting documents (we

dont get to see actual test results) We must interview the top 10 candidates from the list. Generally offer the job to one of the top ten. Must have explicit reason for not offering the job

to the other nine. Everything is logged and tracked electronically Process takes 3-6 months to complete


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Training, Development and Retention Training addresses a specific skill (CPR, AED) Education broader set of capabilities (right now) Skills get rusty People get board Must keep employees interested and current A learning organization is one skilled at creating,

acquiring and transferring knowledge Quality of work-life: Treat employees w/respect and provide growth opportunities

Exercise room, daycare, clean/safe work environment, faircompensation


Leading Directing (Henri Fayol) became Leading

Encourage employee commitment and involvement to achieveorganizational goals

Better results than directing others (authority)


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So what is leading? Balancing the use of authority, power and leadership

So what is Authority? Organizational right to issue directives

So what is Power? Measure of a persons ability to get others to do something or

the persons ability to resist having to do something

So what is Leadership?

Use of communication to influence/motivate others to get jobdone


A good manger is not necessarily a good leader and many great leaders are

poor managers

Leading is concerned with maintaining moral amongemployees and motivating through influence.

Leadership uses various strategies and skills toinfluence others.


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Where does the power to lead come from?1. Coercive power

1. Punishment

2. Connection Power

1. Prospect of advancement

3. Reward Power

1. Dependence due to limited resources

4. Legitimate Power

1. Position of authority (org chart)

5. Referent Power

1. Loyalty

6. Information Power1. Fosters ideas others identify with

7. Expert Power1. Reputation as an expert

Use dictates employee experience


Control

Monitoring activity to ensure its to plan Establishment of Standards

Measuring Actual Performance

Comparison of Actual Performance to Standards

Measure deviation between Actual and Standard


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3 Levels of Control

Operational Concrete processes and products or services

Preliminary

Concurrent

After-the-Fact


3 Levels of Control

Operational

Organizational Overall design and operations systems of the organization (big

picture)

Bureaucratic

Clan

Strategic How the organization inter-relates to the environment


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Four Basic Control Techniques

Financial

Human Resources

Operations control

Marketing Techniques



Financial Most common and include money resource control through:

Budget

Financial Statements

Ratio Analysis

Financial Audits

Human Resources Operations control



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Financial

Human Resources Ensure recruiting, training and retaining good employees

Performance Appraisals

Human Resources Rations

Operations control




Financial

Human Resources

Operations control Focus on transformation process

Materials Resource Planning

Statistical Quality Control

Programmed Evaluation and Review Technique (PERT)



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Financial

Human Resources

Operations control

Marketing Techniques Ensure effective execution of the overall org strategy

Test Marketing

Marketing Ratio Analysis


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Information Systems

Must have access to current, accurate information tosupport managers decision-making process! MIS (what does this stand for)

Management Information Systems

DSS

Decision Support System

CAD

Computer-Aided Design

GIS Module 2\gis\DOCS.pdf

Global Information System


Developing an effective control system requires: Integration with planning

Flexibility

Accuracy

Timely Information

Objectivity

Economically justified

Understandable


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OD Organizational Development

How a total organization functionsor

process of planning andimplementing changes in theoverall capabilities of an enterprisein order to increase its operatingeffectiveness and profitability. Itinvolves thinking about anorganization as a whole and

planning changes that arenecessary to prepare for the futuregrowth of the organization


OD Organizational Development

How a total organization functions

What are some of the reasons for change at an airport?

Political Pressure (State of the County Address)

Community Expectations

Peoples Expectations

Users

Employees

Environment

Regulations

Internal Organizational Motivations


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Kurt Lewin an organization is aproduct of two forces: those employeestrying to maintain the status quo andthose employees pushing for change.

3-step change process Unfreezing

Moving/change period

Freezing (refreezing)


Garry Dessler broke Lewins model into sixstages:

1. Becoming aware of the pressure to change

2.Recognizing need to change

3.Diagnosing the problem/event correctly

4.Planning change to address problem/event

5. Implementing change6.Reinforcing the change


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The Management Processes

Planning for change

Individual Performance

Process Performance

Organization-wide Performance

TQM Total Quality Management

Popular way to improve processes

Focus employees on constant improvement

Provide training and authority for employees to make changes

Re-engineering

Big changes to become more efficient

Start over

Change processes, not org structure


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Managing Organizational Resistance

People dont like to change for several reason1. Not in their self-interest

2. Dont fully understand the impact or implications

3. May view the reason for change very different from initiator

4. Dont want to (low tolerance for change, fear)

Education!!!

Involvement

Covert Coercion



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The mission of the County of Santa Clara is to build and maintain a healthy and safe community for our residents.

The mission of the Roads and Airports Department is to preserve, operate, and enhance the County's expressways, unincorporatedroads, and three general aviation airports in a safe, timely and cost-effective manner to meet the needs of the traveling public.

At IBM, we strive to lead in the invention, development and manufacture of the industry's most advanced informationtechnologies, including computer systems, software, storage systems and microelectronics.

We translate these advanced technologies into value for our customers through our professional solutions, services and consultingbusinesses worldwide.

In collaboration with nearby industries and communities, SJSU faculty and staff are dedicated to achieving the university'smission as a responsive institution of the State of California: To enrich the lives of its students, to transmit knowledge to itsstudents along with the necessary skills for applying it in the service of our society, and to expand the base of knowledge throughresearch and scholarship

The City of San Jose provides quality public services, facilities and opportunities that create, sustain andenhance a safe, livable and vibrant community for its diverse residents, businesses and visitors.

Modesto -Mission Statement

Promote and meet the aviation needs of the community in a safe, efficient and cost effective manner.

the management function2

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