Management and Planning

Transcription

1 Management and Planning A VERY BRIEF INTRODUCTION

2 Management and Planning Are processes that do not end Focus on present & future conditions Provide blueprints or mechanisms to address threats, solve problems & capitalize on strengths Are systematic, logical, defensible Involve value judgments Are holistic addressing a multitude of issues 2

3 Context of management Managers, especially of natural resource areas, often must make trade-offs between competing values, for example maximizing access and visitor enjoyment versus ensuring resource protection. 3

4 Classical Era of Management Industrial Revolution & assembly lines Henry Fayol divided mgmt into 6 functions: forecasting planning organizing commanding coordinating controlling Scientific Mgmt -- Fredrick Taylor: observe, experiment, standardize a science for each man s work Assembly lines & productivity! 4

5 Behavioral Era De-emphasized Efficiency Supervision, work conditions & worker selection are important to productivity Human Relations satisfying worker s needs 5 Supportive environment & improved morale = better productivity

6 Modern Era Theory X & Theory Y & Theory Z Situational Mgmt = adaptive mgmt Manager as Leader Systems approach to analyze interaction between work & the environment 6

7 Roles of managers Communicator both internally & externally with groups & individuals Leader inspires others (inside & outside) to attain high levels of performance Coach teacher that helps employees perform at their best (mentoring) Change Agent anticipates & prepares for & takes advantage of change, teaching coping strategies Power Broker is savvy about the political system internally & externally 7

8 Manager as change agent Change can be initiated from both INSIDE and OUTSIDE the organization: new policies & regulations, demographics, economics AND from within through increased work responsibilities new technology & personnel responsibilities, technology, changes Managers choose whether, and when, they REACT to change or are PROACTIVE Change can cause a variety of positive & negative reactions in the manager & the staff. It can be frightening or liberating. Managers must learn what they CAN and CANNOT change. 8

9 Manager as power broker The wishes of the public, the employees, & the directors of policy & budgets are often in conflict. Managers are constantly brokering agreements, playing politics, seeking cooperation & collaboration. You will be judged on: how you use and share power, and display how you only apply it only to advance organizations goals. 9

10 Different Types of Management Public vs. Private Public management is often called public administration preserve & protect a public resource Private management is often associated with productivity & profit motive Quasi Public/Private (e.g. NGOs) focus on service 10 Differences in the ways managers view their mission

11 What s the Focus of Management? Internal vs. External Internal: Focuses more on organizational structure, staffing, coordination, organizing, budgeting, etc. hiring and firing of employees, determining allocation of resources, day-to-day mgt. activities. External: Focuses more on the operational aspects of mgt. including the planning, and setting of objectives for resource protection and use, visitor mgt. of experiences, safety, and law enforcement 11

12 Vertical vs. Horizontal Focus Vertical deals with people/staff/resources below & above you in the chain of command Horizontal deals with crossing departmental lines and dealing with groups & agencies outside your organization 12

13 Managerial Duties POSDCRB Gulick (1937) via Krumpe 2000 Planning process of looking ahead and selecting among the alternatives which affect the future of the enterprise. Organizing relationships set by the manager among the various specialists who will be working toward fulfilling the enterprise s objectives. Staffing concerned with the people who perform the work. Directing leadership of employees towards the fulfillment of the objectives. Coordinating synchronization of efforts, chain of supervision. Reporting determination as to whether enterprise objectives are being attained and taking corrective steps if necessary. Budgeting allocation of financial and other resources. 13