Adigrat University

College of Engineering and Technology

Department of Chemical Engineering
Course Title: Production and Project
Management (ChEg5211)
Target Group: 5th year Chemical Engineering
Students
Instructor name: Tsgehiwot A.
Academic year: 2016 E.C

1
2
 1 .Management
Topics to be covered
Introduction to management

Functions of management
 Planning
 Organizing
 Directing
 Controlling

 Types of manager's
Managerial roles and skills 3
Introduction to management

 Manager is someone who works with and through other

people by coordinating their work activities in order to
accomplish organizational goals

 Management is the attainment of organizational goals

in an effective and efficient manner through planning,

organizing, staffing, directing and controlling

organizational resources.

4
What Is Management?
• Management
• The process of coordinating work activities so that they are
completed efficiently and effectively with and through other
people
• Efficiency - getting the most output from the least amount
of inputs
• “doing things right”
• concerned with means (incomes)
• Effectiveness - completing activities so that organizational
goals are attained
• “doing the right things”
• concerned with ends 5
Efficiency and Effectiveness in Management
Efficiency (Means) Effectiveness (Ends)

Resource Goal
Usage Attainment

Low Waste High Attainment

Management Strives For:

Low resource waste (high efficiency)
High goal attainment (high effectiveness)

6
Characteristics of Management
 Management is Concerned Management is an
with Group Efforts/Activity environment oriented
 Management is (Dynamic) activity
Self-motivated Management has its own
tools and techniques
 Management is Goal
Management is leadership
Oriented Activity.
responsibility, not just an
 Management is a System activity
of Authority Management is concern
 Management is relationship with performance results
building within and outside and accomplishment

7
Functions of Management
Planning
Organizing
Directing/leading
Controlling

8
 Planning
 Planning is determining the objectives and formulating the
methods to achieve the goal.

 A job well planned is half done.

 During planning one needs to ask oneself the following:

What am I trying to accomplish i.e. what is my objective?
What resources do I have and do I need to accomplish the
same? E.g. raw material for thesis

What are the methods and means to achieve the

objectives?

9
 Planning….
• It includes identifying goals, objectives, resources needed to
carry out methods, responsibilities and dates for completion
of tasks.

• Examples of planning are strategic planning, business

planning, project planning, staffing planning, advertising or
promotions planning, etc.

 Assignment
• Prepare a format or sample for How to write:

• strategic planning, business planning, project planning,

staffing planning, advertising and promotions (marketing)
planning

10
 Steps in Planning
1. Determining the goals or objectives for the entire

organization.

2. Making assumptions on various elements of the

environment

3. Decide the planning period

4. Examine alternative courses of actions.

5. Evaluating the alternatives.

6. Real point of decision making.

7. Make derivative plans 11

 Organizing
 Determine what is to be done/ Division of Work.

 Assign Tasks: Departmentalization.

 Link Departments: Hierarchy Development

 Authority, Responsibility and Delegation

 Decide the Levels at which Decisions are to be made

Centralization vs. Decentralization

 Decide how to Achieve Coordination.

12
 Directing/Leading
 Leading:- A function that includes motivating employees,
directing others, selecting the most effective communication
channels, and resolving conflicts

Provides positive and dynamic leadership

Provides proper motivation of personnel

Ability to command people

Creating good working conditions

13
Controlling
Controlling is a three-step process of measuring progress
toward an objective, evaluating what remains to be done, and
taking the necessary corrective action to achieve the stated
objectives.

Measuring: determining through formal and informal

reports the degree to which progress toward objectives is
being made.

Evaluating: determining cause of and possible ways to act

on significant deviations from planned performance

Correcting: taking control action to correct an unfavorable

14
trend or to take advantage of an unusually favorable trend.
Types of controlling
• Feed Forward Control - Control that attempts to identify and
prevent deviations before they occur is called feed forward
control, sometimes called preliminary or preventive control.

• Concurrent Control - Control that monitors ongoing employee

activities during their progress, to ensure they are consistent

with quality standards, is called concurrent control.

• Feedback Control - In this case, the control takes place after

the action, sometimes called post-action or output control.

15
Types of Manager’s
First-line Managers: often called supervisors stand at the base
of the managerial hierarchy.
Manage the work of non-managerial individuals who are
directly involved with the production or creation of the
organization’s products
Middle Managers: heads of various departments and organize
human and other resources to achieve organizational goals.
All managers between the first-line level and the top level of
the organization
Top Managers: set organizational goals, strategies to
implement them and make decisions.
Responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire
organization

16
17
Managerial Skills
A manager is someone skilled in knowing how to analyze and
improve the ability of an organization to survive and grow in a
complex and changing world.

 This means that managers have a set of tools that enable

them to grasp the complexity of the organization's
environment.

Managerial Skills types

Technical skills
Human skills
Conceptual skills 18
Technical Skills
• Technical skill involves understanding and demonstrating
proficiency in a particular workplace activity.

• A persons’ knowledge and ability to make effective use of any

process or technique constitutes his technical skills.

• For e.g: Engineer, accountant, data entry operator, doctor etc.

19
Human Skills
 An individuals’ ability to cooperate with other members of the
organization and work effectively in teams.

 Ability to work well with other people both individually and in

a group

 Communication

 For eg: Interpersonal relationships, solving people’s problem

and acceptance of other employees

20
Conceptual Skills
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.

Technical - knowledge of and proficiency in a certain

specialized field

For eg: Idea generation and analytical process of information.

21
 Manager’s Roles
Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
Interpersonal role
Informational role
Decisional role
Interpersonal Role
Figurehead- ethical guidelines and the principles of
behavior employees are to follow in their dealings with
customers and suppliers.
Leader- give direct commands and orders to subordinates
and make decisions
Liaison-coordinate between different departments and
establish alliances between different organizations. 22
Informational Role:
 Monitor- evaluate the performance of employees in different functions
 Disseminator-communicate to employees the organization’s vision and
purpose

 Spokesperson- give a speech to inform the local community about the

organization’s future intentions.

Decisional Role:
Entrepreneur- commit organization resources to develop innovative
goods and services.

Disturbance handler- to take corrective action to deal with unexpected

problems facing the organization from the external as well as internal

environment.

Resource allocator- allocate existing resources among different

23
functions and departments.

Negotiator- work with suppliers, distributors and labor unions

Manager’s Roles

24