Management at BHL

1. Management at BHL Lisa O’Connell IT506F – Portfolio Presentation

2. Introduction • This presentation looks at Management approaches used within a known small organisation BHL. • Relevant research has been used to discover the Organisational management approach along with departmental management and finally how a project is managed within BHL.

3. Organisational Management -Structure Flat Management Structure as described by P. Drucker (1988)

4. Organisational Management Approach by MD Research was made into which of the X or Y Theories (McGregor) - the MD was seen as by his counterparts. • Two out of three staff scored him as Generally Y Theory Management, and one member scored him as Generally X Theory Management.

5. Team Cohesiveness and Motivation • Family environment creates a unified and interrelated way of working without the use of formal documentation, regulations, policies, procedures or mission statements. • Motivation is provided through the use of intrinsic rewards such as praise and gratitude for work produced or targets met, closely relating to Hertzbergs motivators of his Hygiene Theory • A lack of formal procedures such as appraisals are generally not missed by personnel, although would help BHL as an organisation if difficult staff members become apparent, or in the case of discipline or dismissals.

6. Department Management Sales & Marketing Engineering & Technical Administration

7. Departmental Management Approach by JC • During an interview with JC it become apparent using McLellands Managerial Needs Theory that JC resembles the category of ‘Need for Affiliation’ (nAff) – described as sensitive to the needs of others. • Using the research into X-Y management approaches (McGregor), it was discovered that personnel thought JC was Generally Y Theory – 2 out of 3 personnel. • Both these results show JC is a caring and considerate manager to his personnel

8. Team Cohesiveness and Motivation • JC addresses individuals with respect as equal partners in the organisation, creating a trust and respect which in turn creates cohesiveness of his team and motivation of all personnel within the organisation. • JC expressed that gratitude is the motivation of people, and displays this in his management style (Y-Theory). • JC uses negotiation with other departments to ensure the importance of his work and is completed on time. • JC sees a failure as something yet to be accomplished which takes away the fear of failing by personnel and provides support to achievement.

9. Project Management • A project was undertaken by LO to sort, archive and destroy critical information held within BHL. This also being the first recognised management of a project for LO. • Project drivers were identified and all personnel involved informed. • Appropriate project management tools were used to manage this project such as GANNT charts, Critical Path Method (CPM) and Project Evaluation and Review Technique (PERT) • Risks associated to the project were also identified and discussed with all participants of the project.

10. Project Drivers

11. Project Management Tools • GANNT charts can be produced within a spreadsheet program such as Excel. Although they can also be produced with Project management software or Freeware. • www.smartsheet.com provides a trial version of its project management software. • PERT and CPM are a little more detailed with incorporating how many days and staff are to partake in tasks. CPM follows the path of tasks that must be completed on time with no overhang.

12. GANNT Chart Activity List, showing dependencies.

13. GANNT Chart Tasks showing dependencies and tasks already completed

14. 1 4 5 2 3 PERT and CPM 2 10 11 12 8 1 3 1 2 3 3 7 6 5 4 1 0 3 0 1 3 8 10 12 4 5 6 11 7 1 1 2 2 0.5 0 0.5 0 0 7 4 6 5 3 1 Number of days to accomplish task Accumulative amount of days, task B takes 2 days starting day 1, ending on day 3. Forward Pass Accumulative days backwards or backward pass. Critical Path, shows which tasks must be accomplished on time. Worked out by taking forward pass from backward pass. If 0 is shown it is critical Staff required to accomplish task.

15. Conclusions BHL is a flat structured organisation with managers who portray the behaviour of Y-Theory managers as defined by McGregor (1966). This has enabled BHL to survive hard times within our business markets with the ability to be flexible. The structure of BHL has encouraged staff to become long term personnel with a matured trust and understanding of the organisation and managers within. All personnel aim to achieve the same goal of keeping BHL open and functioning which has strengthened the cohesiveness of the team members.

16. Conclusion Continued Project management tools are known about at BHL but managers choose not to use these tools stating it is a long process or not all staff know how to use and follow them. The project managed by LO is still in motion but all tasks identified have so far been met and before the allotted timescales leaving the project on time, although the paperwork having to be removed was misjudged by the project manager and a second skip will be necessary adding costs to the project. The management tools have aided with keeping to time limits, but the manager of the project will take on board next time the very worst scenario possible.