time management

Examples of time management in the following topics:

• Introduction

  • understand three of the most important operations management practices: Total Quality Management, Supply Chain Management, and Just-in-Time/Lean Operations

• The Role of Management in an Organization

  • Different levels of management will participate in different components of this design process, with upper management creating the initial organizational architecture and structure.
  • All levels of management perform these functions.
  • However, the amount of time a manager spends on each function depends on the level of management and the needs of the organization—factors which play a role in organizational design.
  • Middle-level managers include general managers, branch managers, and department managers, all of whom are accountable to the top-level management for the functions of their departments.
  • They devote more time to organizing and directing.

• Management Levels: A Hierarchical View

  • Examples of top-level managers include a company's board of directors, president, vice-president and CEO; examples of middle-level managers include general managers, branch managers, and department managers; examples of low-level managers include supervisors, section leads, and foremen.
  • General managers, branch managers, and department managers are all examples of middle-level managers.
  • Middle-level managers devote more time to organizational and directional functions than top-level managers.
  • Also referred to as first-level managers, low-level managers are role models for employees.
  • These managers provide:

• Middle-Level Management

  • Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
  • Most organizations have three management levels: first-level, middle-level, and top-level managers.
  • Middle-level managers can include general managers, branch managers, and department managers.
  • They are accountable to the top-level management for their department's function, and they devote more time to organizational and directional functions than upper management.
  • Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.

• Working with Management

  • Nonprofit management has the additional task of keeping the faith of donors.
  • In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management.
  • Senior management is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibility of managing a company.
  • However, every manager is different and priorities may vary based on the project.
  • It is important for employees to build a relationship with their managers over time.

• Self-Managing Teams

  • Self-managing teams are distinct from self-directed teams.
  • Because they eliminate a level of management, the use of self-managing teams can better allocate resources and even lower costs.
  • There are also potential drawbacks to self-managing teams.
  • Self-management adds a layer of responsibility that can be time-consuming and require skills that some team members may not have.
  • This diagram illustrates the idea that virtual, management, and work teams can be empowered by being allowed to self-manage and monitor the quality of their own output.

• The Need for Management

  • IBM is still in business today due to the management skills of Louis V.
  • The prevailing wisdom of the time held that IBM's core mainframe business was headed for obsolescence.
  • The purpose of management is to serve customers.
  • Yet, if one looks through most management books for a definition of management, 99.9 percent of the time the word customer will not be mentioned.
  • Equally remiss is the fact that most definitions of management neatly filter out service in their descriptions of management.

• Managing Up and Employee Feedback

  • Organizations derive significant value from empowering employees to help manage their managers.
  • Just as an accountant is measured by their performance producing accurate and timely financial submissions, so too is a manager measured by the satisfaction and productivity of their employees.
  • As an employee, it is important to organizational success to manage one's manager to some degree.
  • Good managers will value employees willing to provide feedback, make objective observations, and help managers grow.
  • Assessment – For both managers managing down and employees managing up, some form of formal assessment is useful in enabling effective evaluations.

• Managing Organizational Diversity

  • Managing diversity and inclusion in organizations is a critical management responsibility in the modern, global workplace.
  • Management may encounter significant challenges in incorporating diverse perspectives in group settings, but managing this diversity in the workplace is essential to success.
  • Following this process, upper management must also align resource allocation with diversity—committing time, efforts, capital, and staff to promoting it.
  • When failures in diversity management occur, managers must be accountable in taking corrective action.
  • Upper management and departmental managers are not the only individuals involved in diversity management, however.

• Administrative Management: Fayol's Principles

  • Fayol was a classical management theorist, widely regarded as the father of modern operational-management theory.
  • Taylor was concerned with task time and improving worker efficiency, while Fayol was concerned with management and the human and behavioral factors in management.
  • Fayol developed 14 principles of management in order to help managers conduct their affairs more effectively.
  • Fayol is also famous for his five elements of management, which outline the key responsibilities of good managers:
  • Outline Fayol's effect on administrative management through the recognition of his 14 management principles