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AST 307

AST 307. Airport Operations Professor Greg Schwab. Management Functions And Principles. FIVE FUNCTIONS OF MANAGEMENT PLANNING ORGANIZING STAFFING LEADING CONTROLLING. Planning. The process of selecting and developing the best course of action to accomplish an objective

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AST 307

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  1. AST 307 Airport Operations Professor Greg Schwab

  2. Management FunctionsAnd Principles • FIVE FUNCTIONS OF MANAGEMENT • PLANNING • ORGANIZING • STAFFING • LEADING • CONTROLLING

  3. Planning • The process of selecting and developing the best course of action to accomplish an objective • Primary management function • Major planning decisions are normally vested in authority directors, commissioners, city/county council members or other governing bodies • A manager must have the following interpersonal skills: figurehead, leader, liaison

  4. HOW? WHAT? WHEN? WHY? WHO? WHERE? Planning Requirements • Specific Objectives: Mission, Objectives, Operations • Evaluate the Environment • Evaluate the Alternatives • Select Best Course of Action • Develop a General Plan • Within Resource Constraints • A Plan Answers:

  5. Organizing • Determine and develop the: • Structure • Channels of authority (chain of command) • Reporting relationships • Communication linkages • Departmentalization and division of labor • Assignment of responsibility for utilizing human and/or other resources

  6. Organizing • Structure has three characteristics: • Complexity, formality, centralization • Classic functional categories: • Simple, functional, divisional, conglomerate, matrix

  7. Airport Director Operations Maintenance Finance 1 2 1 2 1 2 Principles of Organization • Authority: line, staff, functional • Span of control: the maximum number of subordinates whose work you can effectively supervise.

  8. Organizing • Job analysis and design: grouping tasks together to form complete jobs. Result: job description and specification. • Alternatives to job specialization: job rotation, job enlargement, job enrichment, job characteristics

  9. Staffing • Determination of human resource needs and subsequent employee processes of recruiting, selection, training, retention, appraising, separation. • Staffing helps to: maintain good human relations, unify efforts, promote mutual understanding, get concurrence

  10. Leading • Leading involves balancing leadership, authority, and power • Leadership: ability to use various skills & strategies to influence others. • Leading: guiding others in getting the job done/ maintaining morale among employees • Leaders must concentrate on organizational direction and vision. • Power: legitimate, expert, referent, connection, information, reward, coercive.

  11. Leading • Leaders must balance getting the job done and maintaining relationships. • Delegation of authority: assigning authority, responsibility, and accountability to another to get a job done. • Must have all three to effectively delegate authority

  12. Controlling • Monitoring organizational activities to ensure actual performance is in accordance with planned performance • Establish standards • Measure actual performance • Compare results with standards • Take corrective action and follow-up

  13. Controlling • For control to be effective: • Must be properly integrated with planning • Must be flexible • Must be accurate • Information must be timely • Must be objective • Must be economical • System must be understood by those using it

  14. Organizational Change • Six stages: • Becoming aware of the pressure for change • Recognizing the need for change • Diagnosing the problem or event correctly • Planning the change to address the problem • Implementing the change • Follow-up and reinforce the change

  15. Organizational Change • Philosophies: TQM & Re-engineering • Resistance to change • Not in employee self-interest • Lack of understanding the impact or implications of the change • Employees view the change differently than management • Low tolerance for change among employees

  16. Organizational Change • Over-coming employee resistance • Communicate plans beforehand and get input • Get employees involved in the process • Negotiation and agreement • Coercive power • Vision, Mission, and Goal Statements • SWOT Analysis • Strategic Planning

  17. MANAGEMENT THEORIES, ROLES, MOTIVATION, AND COMMUNICATION

  18. Overview • What is Motivation? • Approaches: Classical, behavioral, scientific, integrative systems • Motivation Theories • Maslow’s Hierarchy of Needs • McGregor’s Theory X and Theory Y • Herzberg’s Motivation-Hygiene Theory

  19. Motivation Defined • Effort directed toward accomplishing an objective or mission • Physical Energy • Psychological (mental) Energy • People doing what needs to be done because they want to do it. Motivation is INTERNAL

  20. Classical • Administrative Theory • Fayol’s 14 Principles • Scientific Management Theory • Frederick Taylor - father of scientific thought • Frank & Lillian Gilbreth • Henry Gantt • Bureaucracy Theory • Max Weber

  21. Behavioral • Hawthorne Studies • Abraham Maslow • Douglas McGregor

  22. Management Science • Focused on mathematical models to solve problems • Critical Path Method (CPM) • Program Evaluation and Review Technique (PERT)

  23. Integrative Systems • Systems approach is a way of looking at organizations • An organization is a group of interrelated parts which cannot be dealt with separately • Socio-Technical Systems (STS) Design • Integrates technology and employees within an organization • Contingency Management - No one best way to manage

  24. Managerial Roles • Interpersonal • Figurehead, leader, liaison • Informational • Monitor, disseminator, spokesperson • Liaison • Develop interpersonal relationships outside the manager’s area of command, both inside and outside the organization • Role Conflict: Intra-role conflict, inter-role conflict, interpersonal role conflict

  25. Leadership Roles • Leadership by Assumptions - McGregor • Leadership Style - Tannenbaum & Schmidt • Contingency - Fiedler, Hersey - Blanchard

  26. McGregor’s Theory X • Average employee dislikes work and will avoid it • Most employees must be coerced and closely supervised • Most employees have little ambition and are mostly interested in job security • Most employees avoid responsibility • Hard Approach • Coercion (usually disguised) • Tight controls over behavior • Soft Approach • Satisfying people’s demands • Abdication of management

  27. McGregor’s Theory Y • Physical and mental effort in work is as natural as play • Most people prefer to exercise self-direction and control • People learn, when encouraged, to accept and seek responsibility • People are interested in displaying imagination, ingenuity, and creativity

  28. McGregor’s Theories • Theory X • Management by External Control • Hard and Soft Approach • Theory Y • Management by Self Control • Job Enrichment • Participation

  29. Tannenbaum & Schmidt DEMOCRATIC AUTOCRATIC TASK BEHAVIOR B O S S B O S S RELATIONSHIP BEHAVIOR PERCEPTION PERSONAL POWER POSITION POWER DESIRE AND WILLINGNESS

  30. Contingency & Situational Approaches • Frederick Fiedler considered three factors of the leadership situation • Leader-member relations • Task structure • Position power • Paul Hersey & Kenneth Blanchard • Leadership style & maturity level of subordinates

  31. S U P P O R T I V E B E H A V I O R (High) High Directive and High Supportive and THE FOUR LEADERSHIP STYLES High Supportive Low Directive Behavior Behavior PARTICIPATING SELLING S3 S2 S4 S1 DELEGATING TELLING High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

  32. Motivation Theories • Hierarchy of Needs - Maslow • Two-Factor - Hertzberg • Equity • Path - Goal • Expectancy • Reinforcement

  33. SELF ACTUALIZATION ESTEEM BELONGING SAFETY SURVIVAL Maslow’s Hierarchy Of Needs Self-Fulfillment, Personal Growth, Realizing Potential Recognition, Worth, Status, Self-Respect Love, Acceptance, Approval, Warmth Physical, Psychological Safety Food, Clothing, Shelter

  34. Two-Factor Theory • Frederick Herzberg • Hygiene Factors • Motivation Factors

  35. Hygiene Factors (Physical) • Prevent Dissatisfaction • Economic • Working Conditions • Security • Social Factors • Status Hygiene Factors Merely Prevent Dissatisfaction!

  36. Motivators (Psychological) • Challenging Work • Feelings of Personal Accomplishment • Recognition • Achievement • Increased Responsibility

  37. Theories • Equity: We give something, we expect something in return • Path - Goal: Clarify tasks/behaviors necessary for receiving rewards • Expectancy: How much do we want the rewards offered and are they attainable • Reinforcement: B.F. Skinner & Ivan Pavlov • Type and timing of reinforcement for good and poor behavior

  38. Motivating Tips • Start with a goal or mission • Match the people with the task • Make the task clear • Give one minute praises in public • Give one minute reprimands in private • Tell your people about the payoff • Personalize the reward system • Don’t make promises you can’t keep • Consequences = Behavior • Remove roadblocks • Be a good role model

  39. Communication Principles • Process • Listening & Feedback • Six messages • Noise • Barriers • Classes of Communication - Intra & Inter personal • Networks - Oral/written, communication direction • Conflict Management

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