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SLIDES MANAGEMENT

management

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SLIDES MANAGEMENT

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  1. PROFESSOR DR NAWAR KHAN Professor PhD Engineering Management, MSc Production Engineering, MBA (HRM), BSc Mechanical Engineering, PEC Accreditation Convener, ISO Standards Lead Auditor RIPHAH INTERNATIONAL UNIVERSITY FACULTY OF MANAGEMENT SCIENCES (FMS) RIPHAH SCHOOL OF LEADERSHIP (RSL) AL MIZAN CAMPUS, 274 Peshawar Road Rawalpindi, Pakistan Tel # +92-51-5125162-7 Extn 256 nawar.khan@riphah.edu.pk

  2. PROFILE • Possess 36 years of professional experience • including academics, research and management • Hold prestigious appointments in a large variety of • Organizations and capacity • Published a master level reviewed text book on TQM • Published 150 plus research papers in different national / international reputed conferences and journals. • Worked on HEC project as PI and now member of technical committee of ‘Prime Minister Quality Award (PNQA)’. • Supervised 140 x MS & 10 x PhD while 10 x MS are in progress

  3. Establish Dept of EnggMgmt at CEME for MS and PhD Degrees in Engg management at NUST CEME • Worked as QMR for ISO 9000 QMS Certification • Director LQEC for 9 x years at CEME • Conducted accreditation audit of engg programs of different universities • Join Riphah International university as senior consultant (equivalent to professor) in FMS in November 2016 • Working as focal faculty for MS in EnggMgmt and MS ProjMgmt besides teaching UG • Also working on 2nd HEC project of 9.6 millions for next 2 years

  4. Published Master Level Reviewed Text Book

  5. PART-III PART-IV PART-I PART-II QUALITY MANAGEMENT SYSTEMS TQM CONCEPTS TQM TOOLS & TECHNIQUES TQM AWARDS CHAPTER: 1 - 5 CHAPTER: 6 - 9 CHAPTER: 10 - 14 CHAPTER: 15 - 20 PARTS OF THE BOOK

  6. TQM CONCEPTS CHAPTER: 1 - 5 PART-I THE TQM PHILOSOPHIES AND CONCEPTS THIS PART DEALS WITH TQM PHILOSOPHIES AND CONCEPTS. IT ALSO GIVES A SYNTHESIZED VIEW OF TQM FACTORS AND ELEMENTS.

  7. TQM TOOLS & TECHNIQUES CHAPTER: 6 - 9 PART-II THE TQM TOOLS AND TECHNIQUES THIS PART DEALS WITH TRANSFORMATION STRATEGY OF TQM PHILOSOPHIES INTO PRACTICES THROUGH APPLICATION OF TQM TOOLS AND TECHNIQUES.

  8. QUALITY MANAGEMENT SYSTEMS CHAPTER: 10 - 14 PART-III QUALITY MANAGEMENT SYSTEM THIS PART DEALS WITH QUALITY MANAGEMENT SYSTEMS INCLUDING ISO 9000:2015 QMS STANDARDS

  9. TQM AWARDS CHAPTER: 15 - 20 PART-IV THE TQM AWARD MODELS THIS PART PRESENTS THE HOLISTIC PICTURE OF TQM PHILOSOPHY IN THE FORM OF PRESTIGIOUS NATIONAL AND REGIONAL QUALITY AWARD MODELS OF COUNTRIES LIKE JAPAN, USA, EUROPE AND PAKISTAN.

  10. MANAGEMENT DEFINITION BASIC MANAGERIAL FUNCTIONS APPLICABILITY OUTCOME

  11. 1. DEFINITION OF MANAGEMENT • “MANAGEMENT IS A COMMON SENSE BUT MOSTLY IT IS UNCOMMON” – (management concept, definition, applicability, scope and outcome along with 5 physical senses. BUT SIXTH SENSE IS UNCOMMON • MANAGEMENT IS ART AND SCIENCE – SCIENCE (COMMON) + Art (style of individual) • Management represents all actions of the overall system that determine the quality mission, policy, objectives and responsibilities and implement them by incorporating quality planning, strategy, control, assurance and improvements within the system of an organization.Every manager perform the following basic functions; • MANAGEMENT IS THE PROCESS OF DESIGNING,MAINTAINING AND IMPROVING AN ENVIRONMENT / SYSTEM IN WHICH THE INDIVIDUAL, WORKING TOGETHER IN GROUPS TO ACCOMPLISH SELECTED AIM / GOAL. • WE SHOULD ADD THE TASK IMPROVEMENT TO IT ALSO AS IT WAS MISSED IN PAST • DESIGN + MAINTENANCE + IMPROVE THE SYSTEM • Q = WHAT IS A SYSTEM?

  12. SYSTEM A SYSTEM IS A COMBINATION OF ELEMENTS WORKING TOGETHER FOR TRANSFORMATION / CONVERSION OF INPUTS INTO OUTPUTS (WAPDA, PIA, RAILWAY…………………..) ELEMENTS OF A SYSTEM OUTPUTS Product, service etc HUMAN RESOURCE INPUTS 7 Ms TECHNOLOGY PROTOCOLS CONVERSION PROCESS 13

  13. LEADER VS FOLLOWERS VSMANAGEMENT VS ADMINISTRATORS VS WORKERS • LEADER: HAS NO OFFICIAL APPOINTEMENT BUT CAN INSPIRE / INFLUENCE THE WORK FORCE FOR ACHIEVEING THE OBJECTIVES THROUGH LEADERSHIP TRAITS • FOLLOWERS: NO LEGAL BONDING EXCEPT OF COMMON INTEREST • MANAGERS: CAN MAKE DECISIONS ABOUT SYSTEM, MAINTENANCE and improvement. THEY ARE 85% RESPONSIBLE FOR THE OUTCOME. HAS OFFICIAL APPOINTMENT FOR AUTHORITY AND RESPONSIBILITY (CALLED WHITE COLLAR FORCE) • A MANAGER SHOULD ALSO HAVE LEADERSHIP QUALITIES OF MOTIVATION, INSPIRATION, etc • ADMINSITRATOR: THEY ARE THE EXECUTORS. FOLLOW THE RULES AND REGULATIONS BUT CAN NOT CHANGE IT. • WORKERS.THEY WORK IN A SYSTEM AND HAVE FREEDOM IN SCOPE FOR CHANGE (CALLED BLUE COLLAR FORCE).

  14. 2. BASIC MANAGERIAL FUNCTIONS PLANNING – THINKING BEFORE DOING ORGANIZING – DIVIDING MAIN FUNCTIONS INTO SUB FUNCTION STAFFING – RIGHT PERSON FOR THE RIGHT JOB LEADING – (COMMAND, COORDINATION, COMMUNICATION, MOTIVATION) AND INSPIRATION (THROUGH VISION, ACTIONS,STRATEGY, GUIDANCE AND COACHING, RESOURCES PROVISION) CONTROLLING – TO BRING DEVIATIONS WITHIN PERMISSIBLE LIMITS OF THE PLAN 15

  15. MANAGEMENT IS APPLICABLE TO; ALL TYPES OF BUSINESSES (FOR PROFIT AND NOT FOR PROFIT BOTH) ALL BUSINESS FUNCTIONS AT ALL LEVEL OF HIERARCHY The primary, secondary and tertiary industries BUSINESSES are linked together and work in tandem 3. APPLICABILITY OUTPUT / INPUT OUTPUT / INPUT INPUT OUTPUT PRIMARY INDUSTRIES SECONDARYINDUSTRIES TERTIARY INDUSTRIES 16

  16. 3. APPLICABILITY 17

  17. 3. APPLICABILITY 18

  18. 3. APPLICABILITY 19

  19. 3. APPLICABILITY AT ALL BUSINESS FUNCTIONS • Major functions of a business are; • MARKETING (Advertisement, R&D, Intelligence) • HR • FINANCE (Finance-Revenue/budget; accounting- Ledger keeping) • PRODUCTION / OPERATION • SALE / PURCHASE • LEGAL • HEALTH CARE

  20. 3. APPLICABILITY AT ALL LEVEL OF HIERARCHY TOP, MIDDLE AND LOWER LEVEL (BUT WITH VARIED SCOPE). TOP LEVEL MIDDLE LEVEL LOWER LEVEL • THE SCOPE IS BIGGER AT TOP LEVEL REDUCES AT MIDDLE LEVEL, AND FURTHER REDUCES AT LOWER LEVEL.

  21. 4. OUTCOME OF MANAGEMENT MANAGERIAL CHARACTERISTICS EFFECTIVENESS – TO ACHIEVE THE SELECTED AIM / GOAL EFFICIENCY: : USE LEAST OF RESOURCES TO GET MAXIMUM OUTCOME . OUTCOME = OUTPUT / INPUT OUTCOME MEAN BOTH QUALITY AND UANTITY IT IS RESOURCE BASED AND MEASURED IN PERCENTAGE (%). QUALITY IS ACCOUNTED FOR. BUT TIME IS NOT PRODUCTIVITY: IS ALSO MEASURED AS: OUTPUT / INPUT BUT IS TIME BASED. QUALITY IS COMMON TO BOTH EFFECTIVNESS AND EFFICIENCY - IT IS MEASURED IN UNIT / UNIT, RS / RS……..

  22. 4. OUTCOME OF MANAGEMENT MANAGERIAL CHARACTERISTICS TYPES OF PRODUCTIVITY: 1. TOTAL PRODUCTIVTY IS: TOTAL OUT PUT / TOTAL INPUT 2. PARTIAL PRODUCTIVITY IS: TOTAL OUTPUT / PARTIAL INPUT, TOTAL AC PRODUED / TOTAL HR COMPETITIV BUSINESS POSITION: STRONG BUSINESS POSITION IN COUNTRY AND ABROAD = BASED ON TECHNICAL, MANAGERIAL, ECONOMIC AND REPUTAION BASIS. RESULTS: GREATER MARKET SHARE – HIGHER GAIN - STRONG SURVIVABILITY AND MORE PROSPERITY – OPEN NEW PROGRAMS , NEW BUSINESSES AND NEW PROJECTS WIN – WIN FOR ALL

  23. 4. OUTCOME OF MANAGEMENT Effectiveness Results Market share, Gain, survivability, prosperity, new business avenues Competitive Business position Productivity Management Efficiency

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