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Management
INLS 227
Fall 2002
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Owner v. Manager
Owner
ran his own business
managed business and people
Played a big part in running daily activities
Opened and closed shop
Had one building
Made those deposits to the bank
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Management
Manager
Not owner
Was subservient to owner
Managed the daily activities
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The Professional Manager
Professional Management Programs Wharton Business School 1881
Harvard Business School 1908 NYU Business School 1918
Three factors around this time leading to
professional management status:
Growth of big business Separation of ownership from management
Development of a transferable body of management knowledge
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Business Management
Finance
Manufacturing
Purchasing, transportation, and physical
distribution
Human Resources Management
Employee BenefitsTechnology
Administrative Systems
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Management - Finance
Role Translates all information into financial, bottom line.
Managing moneyResponsibilities of the Chief Financial Officer Sets financial and financing policies
Provides measurements
Plans annual and long range goals Evaluates economic trends
May also be chief investment officer setting investmentpolicies
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Finance Organization Chart
Middle to Large Organization
Controller Treasurer Director Taxes Director Internal Audit Director MIS
Chief Financial Officer
Chief Executive Officer
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Manufacturing
Planning a manufacturing organizationalstructure
Develop strategy and goals Assign people to structure
Manpower planning and performance wages
laborManufacturing processes
process design
planning manufacturing/production systems
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Manufacturing
Materials management
Planning of production and
materials Evaluation
Materials handling &
warehousing
basic handling principles
equipment and systems for
handling
planning the warehouse
Quality managementQuality Control
Vendor qualityCustomer feedback
information
Facilities
managementLocation
Plant capacity, layout,
equipment installation
Automation
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Purchasing
Originally, the purchasing agent
Importance transitioned it to purchasing
manager
Inventory control
Just-in-time
Purchasing of capital equipment
Great place for cost cutting
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Physical Distribution
Gets the finished product to the right place, at the
right time, in the right condition, and at the right
cost for customer salesActs as buffer between production of product and
the customers or market for the product by
maintaining inventories, transportation, operating
the warehousing facilities
Acts in support and in complement with production,
marketing, sales
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Human Resources Management
Locating, appraising, selecting, and placingemployees in a timely and efficient manner
Requires integration of dynamics of organization,awareness of long-term strategic plans of theorganization,
Statistical data on separations, promotions,
demotions, hiresUse of computer technology critical PeopleSoft, HRNetSource
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Human Resources Management
Importance of compliance with government
regulations
1960s the govt focused on the workplace as the
arena for for social change
Amount of regulations had profoundly affected
the organization and responsibilities of HR.
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HR Compliance
Documentation and Records
Federal statutes and regulations require
maintenance of records for varying periods of
time.
nonexempt employees records kept for 3 yrs
involuntary terminations 6 monthsOccupational Safety and Health Act (OSHA) records kept for 5 yrs
required forwork-related deaths, injuries, illnesses
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HR Compliance
Fair Labor Standards Act FLSA
Civil Rights Act of 1964 Title VII
Employee Retirement Income Security Act ERISA
Occupational Safety and Health Act OSHA
Affirmative Action
Family and Medical Leave Act 1993 FMLA
Americanswith Disabilities Act 1992 ADAConsolidated Omnibus Budget Reconciliation Act
COBRA
Equal Employment Opportunity CommissionEEOC
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Human Resources Management
SALARY ADMINISTRATION
Employee Compensation
Benefits Bonus, Incentive awards
Direct pay - largest portion of compensation costs
Must develop pay structures
Market value,job pricing,evaluation structures (pointssystem)
Strategy to determine increases Merit, inflation, across-the-board,
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Human Resources Management
Employee Benefits
Def: additional compensation or pay in the form
of vacations, sick leave, social security,pensions
Life insurance, medical insurance, profit sharing,
pension, SS, discounts, sick, vacation, rest periods,
relocation expenses, counseling, credit unions
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Human Resources Management
Manage Executive Compensation
Base salary, annual incentive awards and
bonuses, long-teem incentives, stock options,special stock, supplemental pension plans,,
perquisites [car, office, plane, medical, club
memberships, in-town apt,. Sabbatical leaves
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Human Resources Management
Training and Development
Different from school training adult training
needs
Learner involvement, tailored learning activities,
informal, manageable units, applied
Employee training v. Management training Evaluation of training is important
Training cost money!
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Human Resources Management
Performance Appraisal
Employee Relations- quality ofwork,
employee health
Labor Relations
Safety
Security
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Key Resources for HR
Databases
CCH Health and Human Resources
ManagementBNA Human Resources Library
ABI-Inform
LexisNexis Academic
Business Source Elite
Best Practices Database
Dissertation AbstractsOnline
Wall Street Journal
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Key Resources for HR
Internet Resources Department of Labor
Bureau of Labor Statistics
National Labor Relations Board
U.S. Census
Report on the American Workforce
National Compensation Surveys
Employee Benefits Survey
Training Supersite from Training Magazine
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Key Resources for HR
Magazines and Journals HR Focus
HRMagazine Human Resource Development Quarterly
Human Resource Management
Monthly Labor Review
Personnel Psychology Research in Personnel and Human Resources
Management
Training
Workforce
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Key Resources for HR
Associations
Society for Human Resources Management
American Society forTraining & Development
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Key Resources for HR
Books
Handbook of Labor Statistics
American Salaries and Wage Survey Human Resources Yearbook
The ASTD Training and Development Yearbook
Deskbook Encyclopedia of Employment Law
The Executive Handbook on Compensation: linkingstrategic rewards to business performance
The Performance Management Pocketbook
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