MANAGEMENT CONCEPT AND IMPLEMENTATION IN TP

1. MANAGEMENTCONCEPT AND IMPLEMENTATION IN TP Prof. Dr. Basuki Wibawa

2. MANAGING in a Dynamic Environment

3. DEFINITION • Education Technology is the study and ethical practice of facilitating learning and improving performance by creating, using, and managing appropriate technological processes and resources. • Eelement of Definition: Study, Ethical Practice, Facilitating, Learning, Improving, Performance, Creating, Using, Managing, Appropriate, Technological, Processes, and Resources.

4. Domain of the Field

5. Domain of the Field • ????????

6. Learning resources • Message: information to be transmitted by the other components; takes the form of ideas, facts, meanings, data (e.g. any subject matter). • People: e.g. teacher, student, speaker. • Material: traditionally called media/software (e.g. pictures, books) • Device: traditionally called hardware (e.g. radio). • Technique: routine procedures for using materials, devices, settings, and people to transmit message (e.g. field trip). • Setting: the environment in which the messages are received (e.g. physical and environmental).

7. Introductory Concepts: What AreManagerial Competencies? • Competency– a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness • Managerial Competencies– sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

8. Why are Managerial Competencies Important? • You need to use your strengths to do your best • You need to know your weaknesses • You need developmental experiences at work to become successful leaders and address your weakness • You probably like to be challenged with new learning opportunities • Organizations do not want to waste human resources • Globalization deregulation, restructuring, and new competitors add to the complexity of running a business

9. A Model of Managerial Competencies Communication Competency Teamwork Competency Planning and Administration Competency Global Awareness Competency Strategic Action Competency Self-Management Competency

10. A Model of Managerial Competencies Communication Competency Managerial Effectiveness Teamwork Competency Planning and Administration Competency Global Awareness Competency Strategic Action Competency Self-Management Competency

11. Characteristics of an Organization • An organization has a structure. • An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.

12. Management Organization Two or more people who work together in a structured way to achieve a specific goal or set of goals. Goals Purpose that an organization strives to achieve; organizations often have more than one goals, goals are fundamental elements of organization. The Role of Management To guide the organizations towards goal accomplishment

13. Manager - People responsible for directing the efforts aimed at helping organizations achieve their goals. - A person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals.

14. IMPORTANT OF MANAGEMENT • Accomplishment of Goals. • Effective utilization of resources • Sound organization • Providing vision and foresight • Harmony in work  • Help and motivates employees in achieving personal objectives. • Development of society and nation.

15. MANAGEMENT AS SCIENCE • is a systematized body of knowledge pertaining to particular field of enquiry. • Contains concepts, hypotheses, theories and principles to explain cause and effect relationship between 2 or more factors. • To be organized as science, a discipline should have:- • Have a method of scientific enquiry • Establish cause and effect relationship • Principles should be verifiable • Ensure predictable results • Universal applications • Management is systematized body of knowledge and the researchers usesscientific techniques to collect and analyse data about human cause andeffect relationship. • Management is called as a science but its not a perfect science.

16. MANAGEMENT AS AN ART • Art signifies the application of knowledge and personal skills to brings out desiredresult. • Science is learnt, an art is practiced. • Science is to seek knowledge and art is to apply knowledge. • Management aPractice of management does involve the use of knowledge of management concepts, principles and techniques.; Manager has to apply his personal skills to deal with various problems in org.Management is situationalArt of management can be mastered through continuous practice. • Management is creatFeatures of AR T:- • Denotes personal Skills • Signifies practical knowledge • Helps in achieving concrete results • Creative in nature

17. MANAGEMENT AS A PROFESSION • Profession ³ an occupation backed by specialised body of knowledge and training and to which entry isregulated by representative body. • R equirement of Profession:- • a) Specialised field of knowledge • b) Restricted entry based on the knowledge and training • C) Representative or professional association • D) Ethical code of conduct for self ± regulation. • E) Social recognition • F)Professional fee.

18. Management • Managementrefers to continous process of the tasks and activities involved in directing an organization or one of its units: planning, organizing, actuating/leading, and controlling of all resources to achieve goal efficient anf efectively. • Key Words: ? • The process of reaching organizational goals by working with and through people and other organizational resources.

19. What are the Types of Managers? • Function: A classification referring to a group of similar activities in an organization likemarketing or operations. • Functional Managers:A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production • Focus on technical areas of expertise • Use communication, planning and administration, teamwork and self-management competencies to get work done

20. Organizing Leading Planning Controlling Basic Managerial Functions

21. Management and Organizational Resources

22. Planning Planning involves tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.

23. Planning • Determining organizational goals and means to reach them • Managers plan for three reasons • Establish an overall direction for the organization’s future • Identify and commit resources to achieving goals • Decide which tasks must be done to reach those goals • Discussed

24. Organizing Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action.

25. Organizing • Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company • Includes creating departments and job descriptions

26. Leading Leading (Actuate, Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve performance.

27. Leading • Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals • Crucial element in all functions • Discussed — Dynamics of Leadership

28. Controlling 1. Gather information that measures recent performance 2. Compare present performance to pre-established standards 3. Determine modifications to meet pre-established standards

29. Controlling • Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction • Discussed

30. Basic Levels of Management(adapted from Figure 1.3) Top Managers Middle Managers First-Line Managers Nonmanagers

31. Top Managers • Responsible for providing the overall direction of an organization • Develop goals and strategies for entire organization • Spend most of their time planning and leading • Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies • Use of multicultural and strategic action competencies to lead firm is crucial

32. Levels of Management • First-line Managers:have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors • Middle Managers: • Coordinate employee activities • Determine which goods or services to provide • Decide how to market goods or services to customers Assistant Manager, Manager (Section Head) • Top Managers:provide the overall direction of an organization Chief Executive Officer, President, Vice President

33. First-line Managers • Directly responsible for production of goods or services • Employees who report to first-line managers do the organization’s work • Spend little time with top managers in large organizations • Technical expertise is important • Rely on planning and administration, self-management, teamwork, and communication competencies to get work done

34. Middle Managers • Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement • Responsible for coordinating activities of first-line managers • Establish target dates for products/services to be delivered • Need to coordinate with others for resources • Ability to develop others is important • Rely on communication, teamwork, and planning and administration competencies to achieve goals

35. Management Level and Skills

36. Six Core Managerial Competencies: What It Takes to Be a Great Manager • Communication Competency • Planning and Administration Competency • Teamwork Competency • Strategic Action Competency • Multicultural Competency • Self-Management Competency

37. Communication Competency • Ability to effectively transfer and exchange information that leads to understanding between yourself and others • Informal Communication • Used to build social networks and good interpersonal relations • Formal Communication • Used to announce major events/decisions/ activities and keep individuals up to date • Negotiation • Used to settle disputes, obtain resources, and exercise influence

38. Planning and Administration Competency • Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done • Information gathering, analysis, and problem solving from employees and customers • Planning and organizing projects with agreedupon completion dates • Time management • Budgeting and financial management

39. Teamwork Competency • Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination • Designing teams properly involves havingpeople participate in setting goals • Creating a supportive team environment gets people committed to the team’s goals • Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths

40. Strategic Action Competency • Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them • Understanding how departments or divisions of the organization are interrelated • Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders • Leapfrogging competitors

41. Strategic Action Competency Snapshot “Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.” Howard Stringer, CEO, Sony

42. Multicultural Competency • Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations • Cultural knowledge and understanding of the events in at least a few other cultures • Cultural openness and sensitivity to how others think, act, and feel • Respectful of social etiquette variations • Accepting of language differences

43. Self-Management Competency • Developing yourself and taking responsibility • Integrity and ethical conduct • Personal drive and resilience • Balancing work and life issues • Self-awareness and personal development activities

44. Self-Management Competency Snapshot “My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.” Anne Mulcahy, CEO, Xerox

45. APPROACHES TO MANAGEMENT • Scientific Management Approach • ManagementProcess Approach • Human Relation Approach • Behavioral Science Approach • Quantitative Approach • Systems Approach • Contingency Approach • Operational Approach • Empirical Approach.

46. SCIENTIFIC MANAGEMENT • Industrial Revolution in England necessitated thedevelopment of new management principles and practices. • Need of bringing people together for the purpose of workingtogether. • Establishment of formal organizational structure, formal linesof authority, factory systems and procedures. • Management movement known as³Scientific Management´Fredrick Winslow Taylor (1865-1915),emphasized the nee the need for adopting scientific approach. • Important aspects,standard time, standard output, standardcost, standardisation of production process, change in theattitude of management and workers • Supporters Henry L. Gantt, Frank Gilberth, Lillian Gilberth,Harrington Emerson, etc

47. Management Process Approach • Perceive management as a processconsisting of planning,organising, commanding and controlling. • R egardsmanagement as a universal process • The process school is also called as ³Traditional´ or³Universalist´ school. • Henry Fayol is regarded as the father of this school. • Supporters, Oliver Sheldon, J.D. Mooney and Chester IBernard

48. Human Relations Approach • R ecognising the importance of human element in org. • Elton Mayo, Hawthrone Experiment and investigated themyriad of informal relationships, social cliques, patterns of communication and informal leadership. • Lead to trend known as ³ Human relation movement´

49. Behavioral Science Approach • Utilises and uses the methods and techniques of social sciences suchas psychology, sociology, social psychology and anthropology. • Pioneer of this school, Gantt and Munsterberg. • As per them, study of management must be centered around the people and their interpersonal relations. • Concentrated on motivation, individual drives, group relations, leaderships, group dynamics and so forth. • Contributors, Abraham Maslow, Fredrick Herzberg, Victor Vroom,Douglas McGregor.

50. Quantitative Approach • Using of scientific tools for providing scientific basis for managerialdecisions. • Management problems can be expressed in terms of mathematical symbols and relationships. • Linear programming, CPM, PERT, Break even analysis, Gametheory and queuing theory widely popular.