Transcript Bus Mngt 1.00

1.00 UNDERSTAND COMMUNICATION
SKILLS, STRATEGIC MANAGEMENT,
EMOTIONAL INTELLIGENCE, AND
PROFESSIONAL DEVELOPMENT
Ms. Salim
A. DISTINGUISH BETWEEN POLICIES AND
PROCEDURES.

A "Policy" is a predetermined course of action
which is established to provide a guide toward
accepted business strategies and objectives.


In other words, it is a direct link between an
organization's "Vision" and their day-to-day
operations.
Policies identify the key activities and provide a
general strategy to decision-makers on how to
handle issues as they arise.

This is accomplished by providing the reader with
limits and a choice of alternatives that can be used to
"guide" their decision making process as they attempt
to overcome problems.
A. DISTINGUISH BETWEEN POLICIES AND
PROCEDURES.


The ultimate goal of every procedure is to provide the
reader with a clear and easily understood plan of
action required to carry out or implement a policy.
A well written procedure will also help eliminate
common misunderstandings by identifying job
responsibilities and establishing boundaries for the
job holders.
Good procedures actually allow managers to control events
in advance and prevent the organization (and employees)
from making costly mistakes.
 You can think of a procedure as a road map where the trip
details are highlighted in order to prevent a person from
getting lost or "wandering" off an acceptable path
identified by the company's management team.

THE MAJOR DIFFERENCES BETWEEN POLICIES
& PROCEDURES ARE IDENTIFIED BELOW:
Policies:
• Are general in nature
• Identify company rules
• Explain why they exist
• Tells when the rule applies
• Describes who it covers
• Shows how the rule is
enforcement
• Describes the consequences
• Are normally described using
simple sentences & paragraphs
Procedures:
• Identify specific actions
• Explain when to take
actions
• Describes alternatives
• Shows emergency
procedures
• Includes warning &
cautions
• Gives examples
• Shows how to complete
forms
• Are normally written using
an outline format
B. DISCUSS THE NEED FOR COMPANY
POLICIES AND PROCEDURES.
Policies & procedures are required when there is
a need for consistency in your day-to-day
operational activities.
 Policies and procedures also provide clarity to the
reader when dealing with accountability issues or
activities that are of critical importance to the
company, such as, health & safety, legal
liabilities, regulatory requirements or issues that
have serious consequences.

C. DESCRIBE THE IMPACT OF INEFFECTIVE
POLICIES AND PROCEDURES.

And if your organization already has established
Policies & Procedures how can you determine if they
are meeting your needs?
A few "Critical" signs that your policies and procedures
need to be reviewed and updated would include an increase
in the number of accidents, higher failure rates or costly
overruns.
 The workforce can also provide important clues that your
company's policies and procedures need to be reviewed.
 Employees may also be demonstrating inconsistency in
their job performance and there may be an increase in the
workforce's stress levels.
 Finally, your customers may provide additional clues in the
form of increasing complaints.

D. EXPLAIN THE IMPORTANCE OF
UNDERSTANDING COMPANY POLICIES AND
PROCEDURES.
From an employee perspective the guidelines
provided in policies and procedures allow workers
to perform their jobs with respect and dignity.
 Polices provide guidance on how to handle issues
properly as well as clearly identifying their job
constrains.
 The organization benefits by allowing managers
the freedom to concentrate on strategic issues
because policies and procedures are in place to
guide the normal-day-to-day operations.

STUDENTS ACTIVITY:

e. Identify company resources that can be accessed for
policies and procedures.
http://www.angelfire.com/on3/safety1st/pol.html
 http://www.volresource.org.uk/samples/checklst.htm



Sites provide ideas
f. Demonstrate how to analyze company resources to
ascertain policies and procedures.
In small groups, students should review and compare the
different companies’ policies/procedures. Each group should
then record the policies and procedures that it would want
employees to follow in its own business.
Or
- Using the student handbook, analyze the policies to
determine how they were developed, what types of
activities and procedures are affected, and the students’
perception of the clarity and effectiveness of the policies.

1.02 RECOGNIZE MANAGEMENT’S
ROLE TO UNDERSTAND ITS
CONTRIBUTION TO BUSINESS
SUCCESS.
A. DEFINE THE FOLLOWING TERMS:
MANAGEMENT, PLANNING, ORGANIZING,
STAFFING, DIRECTING, AND CONTROLLING.

Management: the process of accomplishing the
goals of an organization through the effective use
of people and other resources.

Emerging trends in management include assertions
that leading is different than managing, and that the
nature of how the four functions is carried out must
change to accommodate a "new paradigm" in
management.
A. DEFINE THE FOLLOWING TERMS:
MANAGEMENT, PLANNING, ORGANIZING,
STAFFING, DIRECTING, AND CONTROLLING.
planning: determine objectives in advance and
the methods to achieve them
 organizing: establish a structure of authority for
all work
 staffing: recruit, hire and train workers;
maintain favorable working conditions
 directing: make decisions, issue orders and
directives
 coordinating: interrelate all sectors of the
organization

B. EXPLAIN THE ROLE OF MANAGERS IN
BUSINESS ORGANIZATIONS.




Managers direct the activities of other people in the
organization
Management is both art and science. It is the art of making
people more effective than they would have been without
you. The science is in how you do that.
A manager wears many hats. Not only is a manager a team
leader, but he or she is also a planner, organizer,
cheerleader, coach, problem solver, and decision maker —
all rolled into one. And these are just a few of a manager's
roles.
In his classic book, The Nature of Managerial Work, Henry
Mintzberg describes a set of ten roles that a manager fills.
These roles fall into three categories:



Interpersonal: This role involves human interaction.
Informational: This role involves the sharing and analyzing
of information.
Decisional: This role involves decision making.
C. DESCRIBE THE CATEGORIES OF RESOURCES
MANAGED BY BUSINESSES.
 Natural
resources are raw materials
produced by nature.
Many natural resources are nonrenewable (oil,
coal, gems).
 Renewable resources are trees, wind, water, crops,
and plants.

 Human
resources are the people who
contribute physical and mental energy to
the production process.
 Capital resources are the tools,
equipment, and buildings that are used to
produce goods and services.
D. EXPLAIN THE RESPONSIBILITIES OF EACH
LEVEL OF MANAGEMENT.
D. EXPLAIN THE RESPONSIBILITIES OF EACH
LEVEL OF MANAGEMENT.



Top Level of Management - Administrative level
It consists of board of directors, chief executive or managing
director. The top management is the ultimate source of
authority and it manages goals and policies for an enterprise.
It devotes more time on planning and coordinating functions.
The role of the top management can be summarized as follows








Top management lays down the objectives and broad policies of the
enterprise.
It issues necessary instructions for preparation of department
budgets, procedures, schedules etc.
It prepares strategic plans & policies for the enterprise.
It appoints the executive for middle level i.e. departmental managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.
The top management is also responsible towards the shareholders for
the performance of the enterprise.
D. EXPLAIN THE RESPONSIBILITIES OF EACH
LEVEL OF MANAGEMENT.


Middle Level of Management
The branch managers and departmental managers constitute middle
level. They are responsible to the top management for the
functioning of their department. They devote more time to
organizational and directional functions. In small organization, there
is only one layer of middle level of management but in big
enterprises, there may be senior and junior middle level
management. Their role can be emphasized as 







They execute the plans of the organization in accordance with the policies and
directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret and explain policies from top level management to lower level.
They are responsible for coordinating the activities within the division or
department.
It also sends important reports and other important data to top level
management.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers towards better
performance.
D. EXPLAIN THE RESPONSIBILITIES OF EACH
LEVEL OF MANAGEMENT.


Lower Level of Management - Supervisory / Operative / First-line managers
Lower level is also known as supervisory / operative level of management. It consists of
supervisors, foreman, section officers, superintendent etc. According to R.C. Davis,
“Supervisory management refers to those executives whose work has to be largely with
personal oversight and direction of operative employees”. In other words, they are
concerned with direction and controlling function of management. Their activities
include 












Assigning of jobs and tasks to various workers.
They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.
They are also entrusted with the responsibility of maintaining good relation in the organization.
They communicate workers problems, suggestions, and recommendatory appeals etc to the
higher level and higher level goals and objectives to the workers.
They help to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc for getting the things done.
They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise.
They motivate workers.
They are the image builders of the enterprise because they are in direct contact with the
workers.
STUDENT ACTIVITY:

e. Identify management functions.

Workbook: page 95, Questions 1-17 and page 96
Questions 1-8
f. Describe the purposes of management
functions.
 Review the following sites:

http://www.managementhelp.org/mng_thry/mng_thry
.htm
 http://www.cliffsnotes.com/study_guide/Managementand-Organizations.topicArticleId-8944,articleId8847.html

1.02 RECOGNIZE MANAGEMENT’S
ROLE TO UNDERSTAND ITS
CONTRIBUTION TO BUSINESS
SUCCESS (DAY 2).
A. EXPLAIN THE IMPORTANCE OF PLANNING TO
BUSINESS.




A plan is a blueprint for goal achievement that specifies
the necessary resource allocations, schedules, tasks, and
other actions.
A goal is a desired future state that the organization
attempts to realize. Goals are important because an
organization exists for a purpose, and goals define and
state that purpose. Goals specify future ends; plans specify
today's means.
The word planning incorporates both ideas: It means
determining the organization's goals and defining the
means for achieving them. Planning allows managers the
opportunity to adjust to the environment instead of merely
reacting to it. Planning increases the possibility of survival
in business by actively anticipating and managing the risks
that may occur in the future.
In short, planning is preparing for tomorrow, today. It's the
activity that allows managers to determine what they want
and how they will achieve it.
B.






DESCRIBE A PLANNING PROCESS.
Establishment of objectives

Planning starts with the setting of goals and objectives to be achieved.

Objectives provide a rationale for undertaking various activities as well as indicate direction of efforts.

Moreover objectives focus the attention of managers on the end results to be achieved.

Hence objectives should be practical, acceptable, workable and achievable.
Establishment of Planning Premises

Planning premises are the assumptions about the lively shape of events in future.

They serve as a basis of planning.

Planning premises may be internal or external. Internal includes capital investment policy,
management labor relations, philosophy of management, etc. Whereas external includes socio- economic,
political and economical changes.

Internal premises are controllable whereas external are non- controllable.
Choice of alternative course of action

When forecast are available and premises are established, a number of alternative course of actions have
to be considered.

For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the light
of resources available and requirements of the organization.
Formulation of derivative plans

Derivative plans are the sub plans or secondary plans which help in the achievement of main plan.

These detail plans include policies, procedures, rules, programmers, budgets, schedules, etc. For
example, if profit maximization is the main aim of the enterprise, derivative plans will include sales
maximization, production maximization, and cost minimization.
Securing Co-operation

After the plans have been determined, it is necessary rather advisable to take subordinates or those who
have to implement these plans into confidence.
Follow up/Appraisal of plans

After choosing a particular course of action, it is put into action.

The follow up must go side by side the implementation of plans so that in the light of observations made,
future plans can be made more realistic.
C. DISCUSS BARRIERS TO EFFECTIVE
PLANNING (E.G., TROUBLE MAKING ACCURATE
FORECASTS, TIME AND COST FACTORS,
INTERNAL AND EXTERNAL INFLEXIBILITIES,
AND RAPID CHANGE).
(1) Corporate planning is not integrated into the total management
system,
(2) There is a lack of understanding of the different steps of planning
process,
(3) Management at different levels in the organization has not
properly engaged in or contributed to planning activities,
(4) Responsibility for planning is wrongly vested solely in the
planning department,
(5) Management expects that plans developed will be realized with
little effort,
(6) In starting formal planning, too much is attempted at once,
(7) Management fails to operate by the plan,
(8) Management fails to grasp the overall planning process,
(9) Financial projections are confused with planning,
(10) Inadequate inputs are used in planning.
D. EXPLAIN CHARACTERISTICS ASSOCIATED
WITH EFFECTIVE PLANNING (E.G., SIMPLICITY,
FLEXIBILITY, LINKED TO LONG-TERM
OBJECTIVES, CONSISTENCY, FEASIBILITY,
DIRECTION FOR ACTION).
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
Develop accurate forecasts
Gain acceptance for the plan
Make sure the plan is sound
Assign responsibility for planning
Be objective
Keep the plan flexible
Revise your long- term plan every year
Make sure that the plan fits the situation
E. EXPLAIN WHY PLANNING IS GENERALLY
CONSIDERED THE FIRST, OR PRIMARY,
MANAGEMENT FUNCTION.

It is the basic management function which
includes formulation of one or more detailed
plans to achieve optimum balance of needs or
demands with the available resources.
STUDENT ACTIVITY:

f. Distinguish among strategic, tactical,
contingency, and managerial planning.

Use the following site:

http://www.cliffsnotes.com/study_guide/Detailing-Types-ofPlans.topicArticleId-8944,articleId-8871.html
1.03 APPLY ETHICS TO
DEMONSTRATE TRUSTWORTHINESS.
A. EXPLAIN BENEFITS OF TAKING
RESPONSIBILITY FOR DECISIONS AND
ACTIONS.

Article “Leading with responsibility “ states:
The definition of responsibility, as used in this
article, rests on the assumption that individuals have
the capacity to choose between alternatives.
 Taking responsibility means being accountable for
one's choices, not depending on others to establish
controls for one's behaviors.
 Responsibility can only reside in the individual and
cannot be disclaimed or diminished through
delegation or shared duties.
 Responsibility means not placing blame on others
and proactively taking ownership to resolve problems
in the interest of serving others above self.

B. DESCRIBE NEGATIVE CONSEQUENCES OF
FAILING TO ACCEPT RESPONSIBILITY FOR
DECISIONS AND ACTIONS.
•
•
•
•
•
•
•
•
•
•
•
Overly dependent on others for recognition, approval, affirmation
and acceptance.
Chronically hostile, angry or depressed over how unfairly you have
been or are being treated.
Fearful about ever taking a risk or making a decision.
Overwhelmed by disabling fears.
Unsuccessful at the enterprises you take on in life.
Unsuccessful in personal relationships.
Emotionally or physically unhealthy.
Addicted to unhealthy substances, such as the abuse of alcohol,
drugs, food or unhealthy behavior such as excessive gambling,
shopping, sex, smoking, work, etc.
Over responsible and guilt ridden in your need to rescue and enable
others in your life.
Unable to develop trust or to feel secure with others.
Resistant to vulnerability.
C. IDENTIFY BEHAVIORS AND TRAITS NEEDED
TO ACCEPT RESPONSIBILITY FOR DECISIONS
AND ACTIONS.


Seek out and to accept help for yourself.
Be open to new ideas or concepts about life and the human
condition.

Refute irrational beliefs and overcome fears.

Affirm yourself positively.





Recognize that you are the sole determinant of the choices you
make.
Recognize that you choose your responses to the people, actions
and events in your life.
Let go of anger, fear, blame, mistrust and insecurity.
Take risks and to become vulnerable to change and growth in
your life.
Take off the masks of behavior characteristics behind which you
hide low self-esteem.

Reorganize your priorities and goals.

Realize that you are the party in charge of the direction your life
D. IDENTIFY STEPS IN ACCEPTING
RESPONSIBILITY FOR DECISIONS AND
ACTIONS.












Realize that you cannot place the blame on others for the choices you make.
Be fair in your dealings.
Understanding that it's ok to make mistakes. No one will think less of you. On the
contrary you will earn the respect of others for admitting your errors.
Seek to improve your self-esteem When your self-esteem is high, your self-perception
and self-worth is so peaked that there's no need to pretend to be something you're not.
There's no more need to feel sorry for yourself. There are no more feelings of inferiority.
Admitting your poor judgment in a situation and taking responsibility comes easily.
Build your self-confidence When you are confident in your abilities, you won't become
defensive when you make a mistake. Owning your contribution to a situation and
taking responsibility becomes natural.
Giving of yourself in service to others, teachers empathy and compassion,
characteristics that helps one to overcome self-centeredness.
Learn ways to let go of fear. Fear can create insecurities.
Acceptance of who you are. Learn to love yourself unconditionally and accept who you
are.
Learn how to see things objectively without bias and prejudice.
Let go of bigotry.
Let go of feelings of victimization. Learn to see yourself as a victor and not a victim.
Develop your spiritual life. By adding a spiritual dimension to your life, it can help to
bring more self-awareness. Take your degree of success to a higher to level.
STUDENT ACTIVITY:

e. Demonstrate processes used to take responsibility for decisions and
actions.
 Individually, students should write about someone who has not taken
responsibility for her/his decisions and actions. This person might be
a celebrity, a politician, a family friend, etc. Each student should
explain that person’s decisions and actions and the negative
consequences of failing to accept responsibility for what s/he did.
 Each student should also identify possible reasons for the person’s
lack of responsibility, discuss steps that the person could have taken
to take responsibility for his/her actions, and explain how taking
responsibility for these decisions and actions could have improved the
person’s situation. When finished, students should share their work
with the class.
 Use the following sites:
 http://ezinearticles.com/?Taking-Responsibility-for-YourActions&id=842366
 http://www.entrepreneur.com/tradejournals/article/135285284.html
 http://humanresources.about.com/od/success/qt/responsible_s5.htm
 http://www.livestrong.com/article/14698-accepting-personalresponsibility/

Under “What are the steps in accepting personal responsibility?” complete
Step 2.
1.04 UNDERSTAND AND FOLLOW
COMPANY RULES AND REGULATIONS
TO MAINTAIN EMPLOYMENT.
A. DISCUSS INFORMATION COMMONLY FOUND
IN AN ORGANIZATION’S RULES OF CONDUCT.




A code of conduct is a set of rules or a protocol that explains
how people should conduct themselves. A code of conduct
often consists of things to do in certain situations and
requires certain behaviors.
A code of conduct can include any responsibilities or
practices that the organization feels necessary for its
mission.
Codes of conduct can also include commands for behavior,
such as the code of conduct for the software maker Ubuntu,
which includes "Be considerate" and "Be respectful" as part
of its code.
A code of conduct is a company's voluntary belief in a set of
morals, standards and proper behavior for its operations,
enforced by the business's leaders. Codes of conduct usually
fall in line with laws and general social mores against
corruption.
B. DESCRIBE THE RELATIONSHIP AMONG
ETHICS, RESPECT, AND RULES OF CONDUCT.
Ethics – refers to standards of moral conduct that
individuals and groups set for themselves, defining
what behavior they value as right or wrong.
 Respect - esteem for or a sense of the worth or
excellence of a person, a personal quality or ability, or
something considered as a manifestation of a personal
quality or ability (dictionary.com)
 A code of conduct can also act as a way of presenting
an organization's or company's philosophy or ethical
approach to the world; for example, an objective or
obligation that the organization pursues in its
activities.

C. DISCUSS INDIVIDUAL AND
ORGANIZATIONAL BENEFITS OF FOLLOWING
RULES OF CONDUCT.





Codes of conduct are beneficial to ensure that businesses
have covered all the bases by making the behavioral
expectations known, both internally and externally.
A code of conduct benefits the business itself, all members
of a business, their clients and usually society as a whole…
A company with a higher ethical standard tends to have a
better public perception, and employees may be more likely
to follow management's ethical guidelines themselves.
To see the benefits of a code of conduct, management must
ensure employees follow company ethical standards.
Ensuring the rest of a company follows a code of conduct
starts from the top.
D. EXPLAIN POSSIBLE CONSEQUENCES FOR
VIOLATING RULES OF CONDUCT.
Violation of such codes indicates that an employee's
behavior is not consistent with what the company's
expectations are, and can result in consequences.
 Being charged with violating ethical codes of conduct
can result in different types of consequences that vary
in severity, depending on the type of violation.
 Violation consequences may range from an employee
getting written up to termination.
 Some types of violations are simply not tolerated by
businesses, such as embezzlement.

STUDENT ACTIVITY:

e. Demonstrate techniques to follow rules of conduct.
Students should work individually or in small groups to
obtain and review rules of conduct from local businesses.
(These rules of conduct may be written or unwritten.)
 After doing so, each student or group should develop an
informative brochure about the chosen business’s rules of
conduct for new employees. The brochure should contain a
summary of the rules of conduct, individual and
organizational benefits of obeying these rules,
consequences of violations, and tips/suggestions for
following the rules on a consistent basis.
 Suggestions:





Student Handbook
School District website
Your employment place
Test next class ;-)