Principles of Management

Class test 1

1. What is Mary Parker Follet’s definition of

management?
2. What are the four functions of management?
3. Explain any two features of management.
4. Explain any two reasons why management is
considered as an art.
5. State the 3 objectives of management.
 Ethics in the workplace

 The application of moral principles, standards of

behavior, or set of values regarding proper conduct
in the workplace as individuals and in a group setting
 Ethics allow you to distinguish the difference between
right and wrong
 Every company is different but they all should take
the following into consideration:
◦ Trustworthiness
◦ Respect
◦ Responsibility
◦ Fairness
◦ Caring
 Relationships and Ethics

 Ethics applies to any relationship between the

following individuals:
◦ Management/Supervisors
◦ Colleagues/Employees
◦ Customers
 Communication is key among management,
employees, and customers in order for respect to be
extended to each person within the organization, and
promote relationships that are based on honesty and
integrity
 Be cautious to cross the line between personal
friendships in the workplace and professionalism
Good Workplace Ethics
◦ Staying productive
◦ Be accountable for your actions
◦ Take initiative
◦ Think critically to be able to solve problems
◦ Blowing the whistle
◦ Be punctual
◦ Stay positive
◦ Stay professional
◦ Take pride in your work
◦ Immediately attempting to correct an issue
◦ Set the example
How to Encourage Good Ethics in the
Workplace
◦ Fair consequences
◦ Fair treatment
◦ Recognition
◦ Communication (be clear and consistent)
◦ Have office policies
◦ Transparency
◦ Trainings
◦ Have plans of action
◦ Constructive feedback
Benefits of Good Ethics in the workplace
◦ Loyalty
◦ Desirable work environment
◦ Produce results
◦ Build good references
◦ Good office morale
◦ Growth and expansion
◦ Recognition
Poor Ethics
◦ Illegal practices
◦ Stealing
◦ Ignoring procedures and policies
◦ Abusing confidentiality agreements
◦ Falsifying information
◦ Making decisions for your own personal gain
◦ Lack of communication
◦ Withholding information
Poor customer services
◦ Gossiping
◦ Abusing computer privileges
◦ Ignoring problems
◦ Blackmail
◦ Lying
◦ Bribes
◦ Taking on roles that are not under your job title
◦ Being unpunctual; poor attendance
Rationalization by the wrongdoer
Attempt by wrongdoer to justifying why they
acted a certain way:
◦ Everybody does it
◦ It’s not part of my job description
◦ Nobody is going to notice
◦ I don’t get paid enough
◦ Unrealistic expectations of what the job entails
Consequences of Poor Ethics in the Workplace
◦ Stricter rules
◦ Fewer privileges
◦ An undesirable work environment
◦ Stunts growth and productivity
◦ Causes a domino effect among other colleagues
◦ Potential job loss
◦ Potential closing of the organization
Group work

Make three groups and group 1 will plan an

anniversary function, group 2, a field visit to
Gan, Meteorological centre..Group 3, a farewell
to a staff
Planning
 Every manager has to select objectives for his
enterprise, department, section, unit or group. Based
on the objectives he has to set goals for a specific
period and make plans that contain ways of reaching
the set goals.

 Planning in general is explained as generating

alternatives and selection of the most suitable
alternatives from among them for solving a problem.

 Therefore planning is deciding in advance what to

do, how to do it, when to do it, and who is to do it.
In other words Planning is the process of setting goals,
developing strategies, and outlining tasks and schedules
to accomplish the goals.

In this sense plans can be grouped into Standing Plans

and single user plans

STANDING PLANS are used over and over again because

they focus on organizational situations that occur
repeatedly.

SINGLE USER PLANS are used only once, or at most,

couple of times, because they focus on unique or rare
situations within the organization.
STANDING PLANS:
Policies, Procedures and Rules:
A POLICY is a standing plan that furnishes broad guidelines for taking action
consistent with reaching organizational objectives.

A PROCEDURE is a standing plan that outlines a series of related actions that

must be taken to accomplish a particular task.

Procedures outline more specific actions than policies do.

Organizations usually have many different sets of procedures covering the

various tasks to be accomplished.

Managers must be careful to apply the appropriate organizational procedures for

the situations they face and apply them properly.

A RULE is a standing plan that designates specific required action. A rule

indicates what an organization member should or should not do and allows no
room for interpretation.
SINGLE USE PLANS:

Programs & Budgets:

A PROGRAM is a single use plan to carry out a special project

within an organization. The Project itself is not intended to
remain in existence over the entire life of the organization.
Rather, it exists to achieve some purpose, that if
accomplished, will contribute to the organization’s long term
success.

A BUDGET is a single user financial plan that covers a specified

length of time. It details how funds will be spent on labour,
raw materials, capital goods, information systems, marketing
and so on, as well as how the funds will be obtained.
Steps in planning

Management planning is the process of assessing an

organization's goals and creating a realistic, detailed plan of
action for meeting those goals. Much like writing a business
plan, a management plan takes into consideration short- and
long-term corporate strategies. The basic steps in the
management planning process involve creating a road map that
outlines each task the company must accomplish to meet its
overall objectives.
Establish Goals
The first step of the management planning
process is to identify specific company goals.
This portion of the planning process should
include a detailed overview of each goal,
including the reason for its selection and the
anticipated outcomes of goal-related projects.
Where possible, objectives should be described
in quantitative or qualitative terms. An example
of a goal is to raise profits by 25 percent over a
12-month period.
Identify Resources
Each goal should have financial and human
resources projections associated with its
completion. For example, a management plan
may identify how many sales people it will
require and how much it will cost to meet the
goal of increasing sales by 25 percent.
Establish Goal-Related Tasks
Each goal should have tasks or projects
associated with its achievement. For example,
if a goal is to raise profits by 25 percent, a
manager will need to outline the tasks
required to meet that objective. Examples of
tasks might include increasing the sales staff
or developing advanced sales training
techniques.
Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering
objectives in terms of their importance. The
tasks deemed most important will theoretically
be approached and completed first. The
prioritizing process may also reflect steps
necessary in completing a task or achieving a
goal. For example, if a goal is to increase sales
by 25 percent and an associated task is to
increase sales staff, the company will need to
complete the steps toward achieving that
objective in chronological order.
Create Assignments and Timelines
As the company prioritizes projects, it must
establish timelines for completing associated
tasks and assign individuals to complete them.
This portion of the management planning
process should consider the abilities of staff
members and the time necessary to realistically
complete assignments. For example, the sales
manager in this scenario may be given monthly
earning quotas to stay on track for the goal of
increasing sales by 25 percent.
Establish Evaluation Methods
A management planning process should
include a strategy for evaluating the progress
toward goal completion throughout an
established time period. One way to do this is
through requesting a monthly progress report
from department heads.
Identify Alternative Courses of Action
Even the best-laid plans can sometimes be
thrown off track by unanticipated events. A
management plan should include a
contingency plan if certain aspects of the
master plan prove to be unattainable.
Alternative courses of action can be
incorporated into each segment of the
planning process.