Management Functions and Principles REVIEW

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Presentation transcript:

Management Functions and Principles REVIEW RCLS - CCSC Fall 2011 Management Functions and Principles REVIEW

Overview Management Planning Organizing Coordinating Directing Controlling

Management The Air Force Defines management as “the process of organizing and using resources to accomplish predetermined objectives” Set Goals and Create the conditions for reaching them

Management Thoughts Traditional School of Thought Straight line chain of command that places the responsibility on one person with authority to give orders to subordinates Behavioral School of Thought Emphasizes people are its most valuable resource, and that individual efforts must be recognized and rewarded

Management Thoughts The Mathematical School of Thought Requires that decisions be based on precise analytical data The Systems School of Thought Emphasizes flow charts and flow diagrams to plot and analyze internal and external factors and how they effect mission achievement

Management Philosophy Management is an inherent responsibility of command Achieve the greatest effectiveness possible with available resources Central control of resources is essential to their best use Maximum effectiveness can be achieved only if people are recognized and respected as individuals

Planning High echelon planning is broad and general; detailed planning is done at lower echelons Operations are always changing, you must plan all the time Planning comes before Organizing, Coordinating, Directing, and Controlling

Steps to Planning Define and Analyze your Objective Break the mission into parts Analyze each objective to learn what you need to achieve it Find the steps necessary to finish the job Evaluate the situation Decide the roles of other parts of the unit Determine how they fit into the scheme of the operation and what contribution they can make Consider Possible Courses of Action

Steps to Planning Select the Best Course of Action Develop an Alternate Plan Things change!!! Your alternate plan must be as carefully selected and a fully developed as your primary plan Test Both Plans for Completeness The plans should tell “who, what, when, where, and how” Question not only the general plan, but each detail --Get you people together, explain the objective, tell them what resources are available, and ask them to “brainstorm” for ideas

Organizing Unity of Command Span of Control This means that only one person has control of, and bears responsibility for, the activity Keeps responsibilities from overlapping with each other Span of Control This is how many cadet NCOs and/or officers you can effectively supervise The number of people assigned to the job, the time, and the distance between the activities determine what that number is

Organizing Logical Assignment Delegation of Authority Sometimes called homogeneous assignment or functional grouping Meaning grouping related functions to improve operational efficiency Delegation of Authority Giving others the authority to make decisions, take action, and to give orders on your behalf No one person can do everything necessary to achieve the unit’s objectives

Unit Organizational Structure Line Oldest and simplest form of organizational structure Vertical line along which you lead subordinates Each position along the line has general authority over the lower positions

Unit Organizational Structure Line and Staff The line member still maintain primary control Staff consists of specialists that act as advisors and allow the commander to make sound decision even when he/she may not be versed in i.e. ES, Aerospace, etc.

Unit Organizational Structure Functional Allows each staff specialist to make routine directives relating to their area without the commander being directly involved Relieves you as the commander from having to make decisions that call for specialized knowledge

Coordinating An exchange of information Internal and External Coordination Internal Coordination deals with with elements that are directly or indirectly under your control. Three types of Internal Coordination: vertical, lateral, and informal External Coordination is communicating with other units outside of your own to get their cooperation in achieving a common objective

Internal Coordination Vertical Flow Is the upward and downward movement of communication through the formal structure of your unit May be written or oral, directive or non-directive, formal or informal, or even gestures or facial expressions Informal Flow Unofficial verbal or written communication that follows the informal channels rather than formal ones Information sometime get distorted

Internal Coordination Lateral Flow Allows supervisors on the same organizational level to coordinate their activities without referring every matter to the commander Improve understanding and increases the speed of information Make sure subordinates keep from making policy changes or commitment beyond their authority, and that they keep you informed of all interdepartmental coordination and activities

Communication Media for Coordinating Written Coordinating can be done through written instructions, reports, and other types of printed material Written communication is often slower than verbal Verbal Helps create a friendly and cooperative attitude, and stimulates individual and group morale. Allows question to be asked and answered on the spot 2) Verbal communication includes conferences, staff meeting, and seminars

Directing Four Qualities of directing Focusing on the objective, stimulating cadets toward accomplishing the mission, supervising, and directing the procedure Directing is putting the plan into action and using resources to get the mission done Directing has two aspect: people and procedures You not only supervise people but resources as well

Essentials of Directing The Four Essentials of Directing Let your cadets know what you want them to do Establish work practices and resolve conflicts that arise, Make decisions and issue orders that will assure efficient use of resources and keep to procedures Implement methods to improve operations

Types of Directions There are four types of directions Demand Request Most often used in day-to-day directing No less binding that a demand type order, but treats cadets with more respect Suggestion Volunteer 1) Most effective when you must keep strict control 3) Best used with fully competent workers who readily accept responsibility 4) Rarely used, and only to request something you cannot order

Controlling Controlling is deciding if an action is carrying out a plan, and periodically checking to see that it does Controlling must have a method for measuring performance, and correcting the deficiency to meet that standard Controlling is intervening, when necessary, to bring the task back into line with the general plan

The Process of Controlling Establishing the Standard Set standards that are to be met Decide what the results should be or what you expect them to be Detecting Deviations from the Standards Collect data regularly using personal visits, staff meetings of personnel involved, committee meetings, briefing by experts in the field, and special reports Trend Data shows what changes have occurred from one point in time to another

The Process of Controlling Measuring the Deviation When you detect a deviation, find out to what extent the deviation has occurred Measure it without interfering with normal operations unless it is a matter of personal safety. Taking the Necessary Corrective Action Change the work method without changing the plans, or change the plans or goals without changing the work method Reassign or clarify duties, get more analysis of why things went wrong Explain the job more fully

Questions??