MESLEKİ İNGİLİZCE-1 KISIM 3 - PowerPoint Presentation

Slide1

MESLEKİ İNGİLİZCE-1 KISIM 3

SONER HOCA

Slide2

Administration

TERMINILOGY

Slide3

Objectives from the specification

understand that administration involves the storing, processing, retrieving and disseminating of information to support the business functions (i.e. human resources, finance, operations, marketing and sales, customer service and research and development)

be aware of the importance of administration in ensuring the efficient running of a business, enabling it to respond to actual and potential competition

be aware of the range of job roles (

ie

managers, supervisors and operatives) and be able to identify appropriate titles and responsibilities within different management structures (e.g. flat or hierarchical)

understand the difference between routine tasks (such as filing, inputting data) and non-routine tasks (such as dealing with new product development)

understand the difference between routine and non-routine decision-making and identify the appropriate decision-makers

understand the importance of planning, e.g. for a meeting, and the consequences of poor planning for a business

understand the processes involved in planning and prioritising

Slide4

Name 5 of the main departments in a business

Human resources

Finance

Sales

Marketing

Customer Services

Production

Research and Development

Slide5

Explain what each of the functional areas is responsible for

Human resources

management of people

Finance

Accurate records of cash flow; predicting profit and loss

Sales

Selling products or services

Marketing

Advertising products/services; knowing what the customer wants

Customer Services

Keeping the customer happy

Production

(if the company makes a product) Making the company’s product(s)

Research and Development

Researching and developing new products

Slide6

What is administration?

Administration is essential for the smooth running of a business to ensure that they can compete with others in the same field

Administration involves the

storing

,

processing

,

retrieving

and

disseminating

(passing on) of information that supports the business functions

Administrators perform this function so that managers do not have to and can concentrate on decision making

Typical tasks include preparing sales figures, filing documents, updating databases, sending out mail shots, setting up meetings

Slide7

Job roles

Within a large organisation there are a number of job roles, such as directors, managers, supervisors and operatives (workers)

Slide8

What do each of those roles do?

Directors

Responsible for the business’s strategy

Managers

responsible for carrying out the director’s strategy and making day to day decisions

Supervisors

Responsible for carrying out the manager’s instructions and usually look after specific projects or small teams

Operatives

Are not responsible for other staff and are often given specific tasks to perform by managers or supervisors

Slide9

Routine v’s non-routine tasks

A routine task is one that is performed regularly in the same way. Each area of a business will have its own routine tasks and those will vary depending on the type of the business.

Examples include filing a tax return every year; ordering stock every week; filing documents every day; entering details of invoices into a spreadsheet every day; re-stocking shelves every day

Routine tasks are often carried out by operatives.

Slide10

Routine v’s non-routine tasks

Non-routine tasks are unpredictable and usually “one off” tasks, such as re-fitting a shop; responding to a customer complaint; developing a new product; upgrading equipment

Non-routine tasks often involve high level decisions and so involve managers

Slide11

Decisions

Businesses are structured to enable decisions to be made easily. There are far fewer people at the top of the management structure than at the bottom. Decisions are usually made by people at the top of the

hierarchy

, but decision making powers can be

delegated

to people lower down in the organisation

Slide12

Routine v’s non-routine decisions

In the same way as there are routine and non-routine tasks there are routine and non-routine decisions.

Routine decisions involve day to day judgements about the day to day running of the business. For example, a monthly decision about what stationary to order.

A non-routine decision is a more important decision that may have a major effect on the business, for example the decision to open a new shop.

Slide13

Delegation

Delegation of decision making authority can help to motivate staff and make them

f

eel valued.

Disadvantages are that staff may not know who to go to for a particular decision and if the wrong decision is made and reversed by a manager then the member of staff making the decision will feel bad.

If decisions are frequently delegated then the business is said to have a decentralised structure.

Slide14

Planning

Poor planning and poor decision making can lead to loss of time and resources and ultimately to business failure.

Planning needs to take place regarding all areas of the business so that it can function.

Planning needs to take place regarding resources so that there are no shortages and regarding staff so that there are enough.

Slide15

The planning process

Identify your objectives

Break the project into separate tasks

Estimate the time needed for each task and whether they have to done one after the other or can be done simultaneously. Set milestones for each task (i.e. dates when they have to be completed)

Identify the resources needed (e.g. staff, equipment, materials, money)

Think about how outside influences will affect the plan (e.g. suppliers)

Slide16

Functional Areas of Business

R&D

Marketing

Finance

Production

HR

Slide17

Functional Area of Business

R&D

=

Research & Development

New product design and development

Slide18

Functional Area of Business

Marketing

Planning and executing the

conception, pricing, promotion, and distribution of ideas, goods, and services

to create exchanges that satisfy individual and organizational objectives

Slide19

Functional Area of Business

Finance

Revenue, expenses, budget, financial records and financial statements

Slide20

Functional Area of Business

Production

Extraction and cultivation

(products are obtained from nature or grown using natural resources)

Processing

(changing and improving the form of another product)

Manufacturing

(combines raw materials and processes goods into finished products)

Slide21

Functional Area of Business

HR

=

Human Resources

People who work for a business/organization

Involves in

planning & staffing, performance management, compensation & benefits, and employee relations

Slide22

Manager = ?

Slide23

Who managers are?

Someone who

coordinates

and

oversees

the work of other people in order to accomplish organizational goals.

Slide24

How many level of managers can we classify?

Slide25

How to classify managers in organizations?

Traditional Pyramid Form of Management Level

Top

Managers

Middle Managers

First-Line Managers

Non-Managerial

Employees

Functional Areas

R&D Marketing Finance Production HR

Slide26

I. Lowest Level

of Management

First-line managers:

manage the work of

nonmanagerial

employees who typically are involve with producing the organization’s products or servicing the organization’s customer

They are often called:

supervisor, shift manager, district manager, department manager, office manager

Slide27

II.

Middle Level

of Management

Middle managers:

manage work of first-line managers

They are often called:

regional manager, project leader, store manager, division manager

Slide28

III.

Upper Level

of Management

Top managers:

are responsible for making

organizationwide

decisions and establishing the plans and goals that affect the entire organization.

They are often called:

executive vice president, president, managing director, chief operating officer, chief executive officer

Slide29

What is Management?

Management

involves coordinating and overseeing the work activities of others so that their activities are completed

efficiently

and

effectively

.

Or

Management

is the art of getting work done through others

Slide30

2 Important Words for Management:

Efficiency

and

Effectiveness

Slide31

Efficiency and

Effectiveness

Efficiency

Effectiveness

Efficiency

= getting the most output from the least amount of inputs

“doing things right”

concern with

means

(ways) of getting things done

Effectiveness

= do those work activities that will help the organization reach its goals

“doing the right things”

concern with

ends

(result) of organizational goal achievement

Slide32

Efficiency and

Effectiveness

Efficiency

Effectiveness

Efficiency

= getting work done with a minimum effort, expense, or waste

(use resources – people, money, raw materials– wisely and cost-effectively)

Effectiveness

= accomplish tasks that help fulfill organizational objectives

(make the right decisions and successfully carry them out to accomplish the org. goal)

Slide33

Efficiency and

Effectiveness

in Management

Resource

Usage

Goal

Attainment

Management Strives for:

Low Resource Waste (

high efficiency

)

High Goal Attainment (

high effectiveness

)

Low Waste

High Attainment

Efficiency

(Means)

Effectiveness

(Ends)

Slide34

Management Functions

PLANNING

ORGANIZING

LEADING

CONTROLLING

MANAGER

Slide35

1. PLANNING

Define goals

Establish strategies for achieving those goals

Develop plans to integrate and coordinate activities

Setting goals and plans

(how to achieve them)

Slide36

2. ORGANIZING

Determine

What tasks are to be done ?

Who is to do them ?

How tasks are to be grouped ?

Who reports to whom ?

Where decisions are to be made ?

Arrange tasks and other resources to accomplish organization’s goals

Slide37

3. LEADING

Motivate subordinates(lower positions)

Help resolve group conflicts

Influence individuals or teams as they work

Select the most effective communication channel

Deal with employee behavior issues

Hire, train, motivate

(lead)

people

Slide38

4. CONTROLLING

Monitor activities’ performance

Compare actual performance with the set goals

Evaluate activities’ performance whether things are going as planed

Correct any disturbance to get work back on track and achieve the set goals

Ensure all activities are accomplished as planned