Principals of Management

NAME : MOHAMAD SHAHMIN FIKRI BIN ARBAEIN

NO. MATRIX : 201220588
CLASS : 21D
Principals of
Management
 Decision Making
Identification of Allocation of Implementation
Identification of Development of Analysis of Selection of
Decision Weights to of the
a Problem Alternatives Alternatives Alternatives
Criteria Criteria Alternatives

Evaluation
of Decision
Effectivenes
 Overconfi
dence Immediat
e
Hindsight
Gratificat
ion

Self- Anchorin
Serving g Effect

Selective
Sunk
Perceptio
Costs Decision- n
Making Errors
and Biases

Randomn Confirma
ess tion

Represent
Framing
ation

Availabili
Revision
ty
 Experince- Managers make
decision based on
Based Decision their past experinces

Affect-Initiated Managers make

decision based on
Decision feeling or emotions

Cognitive- Managers make

decisions based on
Intuition Based skills, knowledge,
Decisions and training

Subconscious Managers use data

from subconscious
Mental mind to help them
Processing make decisions

Values or Ethics Managers make

decision based on
Based ethical values or
Decisions culture
Advantage of Group Disadvatage of Group
Decision Making Decision Making

More complete
Time-consuming
information

Diversity of
Minority
experiences and
domination
perspectives

More alternatives Ambiguous

generated responsibility

Increased
Pressures to
acceptance of a
conform
solution

Increased
legitimacy
 Planning
Planning focuses on future and it
involves all the activities that
determin objectives for the future
and the appropriate means for
achieving those objectives. Outcome
of planning is a plan, which is a
document that specifies the course of
action the organization will take.
 Planning
Sociocultural

Political/ Technologi
Legal cal
The
Organization
Demograp
hics Global

Economics
 Customers
Social and
Political
Employees
Action
Groups

Competito
Unions
rs

Organization Trade and

Shareholde Industry
rs Associatio
ns

Communit Governme
ies nts

Suppliers Media
 Degree to which employees are
Attention to Detail expected to exhibit precision,
analysis, and attention to detail.

Degree to which managers focus on

Outcome Orientation

Organizational Cultural
results or outcomes rather than on
how these outcomes are achieved

Degree to which management

People Orientation decisions take into account the
effects on people in the organization

Degree to which work is organized

Team Orientation around teams rather than individuals

Degree to which employees are

Aggressiveness aggressive and competitive rather
than cooperative

Degree to which organizational

Stability decision and actions emphasize
maintaining the status quo

Innovation and Risk Degree to which employees are

encouraged to be innovative and to
Taking take risks
 Uncertain
ty

Technology

Structure People Change is Not

Why People
in Resist
Organization’ Habit
s Best Interest
Organizational
Change
Categories
of
Orzanizati
onal
Change
Concern
Over
Personal
Loss
Traditional Goal Setting

Top Management’s
Objective

Division Manager’s
Objective

Department Manager’s Objective

Individual Employee’s Objective

Organizing
The function of
management in which
the organization’s
structure is created
Organizing
Functional

Process Product
Types of
Departme
ntalizatio
n

Geographic Customer
 Executive
Director
Line versus
Assitant to the
Executive Stuff Authority
Director

Director of
Director of Director of Other
Human
Operations Purchasing Directors
Resources

Unit 1 Unit 2
Manager Manager

Human Human
Purchasing Purchasing
Resources Resources

Other Operations Operations Other

Line authority
Staff authority
 Types of Power
Coercive • Power based on fear
Power

Reward • Power based on the ability to distribute something that others value
Power

Legitimate • Power based on one’s position in the formal hierarchy

Power

Expert • Power based on one’s expertise, special skill, or knowledge

Power

Referent • Power based on identification with a person who has desirable resources or personal traits
Power
Organizational Design Information Sharing
• Boundaryless • Open
• Teams • Timely
• Empowerment • Accurate

The Learning
Organization
Leadership Organizational Culture
• Shared Vision • Strong Mutual Relationships
• Collaboration • Sense Of community
• Caring
• Trust
 Creator-
Innovater

Explorer-
Linker
Promoter

Team
Reporter- Assessor-
Member Developer
Adviser
Roles

Upholder- Thruster-
Maintainer Organizer

Concluder
-Inspector
Motivation

Motivation is the process

by which a person’s
effort are energized,
directed, and sustained
toward attaining a goal.
Maslow’s Hierarchy of Needs

Self-actualization

Esteem

Social

Safety

Phsyiology
 McGregor’s Theory X and Theory Y

Theory X
• Little ambition
• Dislike work Theory Y
• Avoid responsibility
• Must be closely controlled • Enjoy work
• Seek and accep responsibility
• Exercise self-direction
 Herzberg’s Two-Factor Theory
MOTIVATORS HYGIENE
FACTORS
Supervision
Company policy
Achievement Relationship with supervisor
Recognition Working conditions
Work itself Salary
Responsibility Relationship with peers
Advancement Personal life
Growth Relationship with employees
Status
Security

Extremely Satisfied Neutral Extremely Dissatisfied

 Need for
achievement

McClelland’s
Three-Needs
Theory

Need for Need for

affiliation power
 How Managers Motivate Unique Group of
Workers
Motivating A Diverse Workforce
• To maximize motivation among
today’s workforce, managers need
to think in terms of flexibility.

Motivating Contingent Workers Motivating Professionals

• As full-time jobs have been eliminated • In contrast to a generation ago, the
through downsizing and other typical employee today is more likely to
restructurings, and other forms of be a professional with a college degree
temporary work have increased. than a blue-collar factory worker.
Leadership

A process by which an
executive can direct, guide
and influence the behavior
and work of other towards
accomplishment of specific
goals in a given situation.
 • Telling – The leader defines roles and tells people what, how,
when, and where to do various tasks.
• Selling – The leader provides both directive and supportive
behavior.

Leader • Participating – The leader and followers share in decision

making; the main role of the leader is facilitating and
communicating.
• Delegating – The leader provides little direction or support.

• R1 : People are both unable and unwilling to take responsibility

for doing something. Followers aren’t competent and confident.
• R2 : People are unable but willing to do necessary job tasks.
Followers are motivated but lack the appropriate skills.

Followers • R3 : People are able but unwilling to do what the leader wants.
Followers are competent but don’t want to do something.
• R4 : People are both able and willing to do what is asked of them.
 Leadership Behaviors
• Lets subordinates know • Shows concern for the
what’s expected of them, needs of the follower and
schedules work to be friendly.
done, and give specific
guidance on how to
accomplish tasks.

Directive Supportive
Leader Leaders

Achiecement-
Participative
oriented
Leader
Leader

• Sets challenging goals • Consults with group

and expects followers to members and uses their
perform at their highest suggestions before
level. making a decision.
Practice

Building
Openness

Be Fair
Trust
Speak Your
Feelings

Tell The
Truth

Be
Consistent

Fulfill Your
Promise

Maintain
Confidences

Demonstrate
Confidence
 Controlling

Control is any process that

guides activity towards some
pre-determined goal. The
essence of the activity is the
achieving desire results.
 Planning
• Goals
• Objectives
• Strategies
• Plans

Controlling Planning – Organizing

•
•
•
Standards
Measurements
Comparison
Controlling • Structure
• Human Resource
Management
• Actions
Link

Leading
• Motivation
• Leadership
• Communication
• Individual and
Group Behavior
‘When’ Does Control Take Place

Input
Processes
Feedforward
control Output
Concurrent
• Anticipates problems Control Feedback Control
• Corrects problems as • Correct problems
they happen after they occur
 Coordination
and Cultural
Collaboration
Attitude

Organizatio
Technology
nal Culture
Investment
and Attitude

Value Chain Obstacles to Required

Organizational
Value Chain
Strategy Barriers Capabilities
Management

Organizatio
Employees nal
Processes

People
Leadership
Thank You