Organizational Skills Presentation

Editor's Notes

• #3: (Mancini, 2003)
• #6:  http://www.huffingtonpost.com/robert-j-kriegel-phd/unplug-recharge_b_1333126.html http://www.forbes.com/sites/susanadams/2014/06/16/eight-ways-goofing-off-can-make-you-more-productive-3/ Taking Breaks leads to a rejuvenated and clearer mind, which helps assist in making better decisions, being more organized, more creative, and more productive.   Even though you feel you are too busy, and you can’t take a break because you don’t have time.  It is often true that taking the break will leave you so refreshed your work output will increase in quantity as well as quality. When you are in a “time-out” you produce your best and most creative thinking. So plan ahead, make time for yourself, organization can lead to a healthier lifestyle. http://www.forbes.com/sites/susanadams/2014/06/16/eight-ways-goofing-off-can-make-you-more-productive-3/ MultiTasking is something we all do.   It is highly prevalent at MIT where professors acknowledge the change in atmosphere as a demand for a change in their teaching methods and a concern, while students feel very positive about their multitasking.   A groundbreaking study was then completed at Stanford to measure the effectiveness of multitasking.   Several students who were surveyed as the most intense multi-taskers (meaning they participate in 6 different tasks at minimum at most points throughout their day)  Despite the belief by these students that they were getting a lot more done this way, and were a lot more efficient the study proved that they were actually very bad at multitasking.   The concerns from the study grew to be that we have a lot of people who can not form complete thoughts, or are really absorbing in-depth concepts, or are effectively learning and thinking.   If tasks are planned out in advance the need to multitask can be avoided completely. Leading to better organization and higher productivity. http://clarkconnect.clarku.edu/file/Test2.pdf Discipline could be defined as gaining control by enforcing order, while procrastination is the act of habitually and intentionally putting off or delaying a task.  A person who is disciplined will be more likely to be organised. Procrastination is often the result of fear, for example fear of the inability to undertake the task, fear of the consequences of the task, fear of failure, or fear of the task itself. http://clarkconnect.clarku.edu/file/Test2.pdf The best way to reduce Job stress is to emphasize taking care of yourself by being self-aware and active towards healthier behaviors.   To help with stress it is important to organize and prioritize to proactively feel more confident in your work, your efforts and what lies ahead.   Don’t overcommit yourself, schedule breaks, create a balanced schedule, and leave early to be timely.   
• #8: Bliss, (1976)
• #9: Adair & Allen, (2003) Bliss, (1976)
• #10: Adair & Allen, (2003) Bliss, (1976)
• #11: Wicker, (2009)
• #32: As a future business manager it will be your responsibility to not only stay organized yourself, but to organize and coordinate the activities of your team. The key organiizational skills that we have showcased for you will therefore be magnified in importance and crucial to your success. To see just how crucial these traditional organizational skills are for managers we will trace the literary evidence through the years, beginning with the great great grandfather of management theory, Henri Fayol.
• #34: Most management textbooks for the last 60 years are in some way based on the original classical management functions first introduced by Henri Fayol (1949). Fayol's work was one of the first comprehensive statements of a general theory of management. He proposed that there were five primary functions of management; planning, organizing, coordinating, commanding, and controlling. Planning, managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals.  Therefore, mangers must evaluate future contingencies affecting the organization, and shape the future operational and strategic landscape of the company. Organizing, Managers must organize the workforce in an efficient manner and structure and align the activities of  the organization.  Managers must also train and recruit the right people for the job, and always secure a sufficiently skilled and educated workforce. Coordinating, Managers must harmonize the procedures and activities performed by the company, meaning that every activity of each organizational unit should complement and enrich the work of another. Commanding, Managers must supervise subordinates in their daily work, and communicate company goals. Controlling, Managers must control that company activities are in line with general company policies and objectives. It is also the responsibility of the manager to report deviations from plans and objectives, and to make initiatives to correct potential deviations. His work has been both elaborated upon and criticized over the years, however it is clear that they form the basis of the formula for management success. This set of basic managerial skills are what we have come to call threshold leadership skills, and have been the center of discussion in management literature for decades. Although the current literary discussion focuses on new leadership skills we will show you that practicing these key classical management skills in your daily life will make you a more effective leader.
• #35: Mahoney, Jerdee, and Carroll (1963, 1965) reported that managerial time can be allocated to a set of eight basic managerial functions which can be called "PRINCESS" factors (Planning, Representing, Investigating, Negotiating, Coordinating, Evaluating, Supervising, Staffing). This study of 452 managers, in which Fayol's five function were expanded to eight, indicated that there appeared to be a minimum core of time spent in each of these functional responsibilities and that managers in various job and level categories had different tie patterns with respect to these responsibilities. See chart*
• #36: Fayol (1949) and other classical writers said that not only do managers carry out the classical functions, but that their skill in such areas was related to managerial success. A number of studies indicate that time spent by managers on some of these classical functional areas and skill in performing them does result in higher organization and unit performance. (Miner, 1982) For example a GE study (1957) found that foremen with higher production records spent more time in long-range planning and organizing than did formen with poorer production records. Stagner (1969) found that the time 109 chief executives spent in organizational planning was related to the firm's profitability. Boyatzis (1982) also found a goal setting/planning skill of competence related positively to managerial effectiveness.
• #37: Other studies also partly support the validity of Fayol's conceptualization of the manager's job. In a Hughes and Singler (1985) study , more than 700 managers were surveyed about the relative importance of various functions. They found that the importance of directing, controlling, and organizing was fairly constant from one level to another, but the importance of planning and staffing increased as managers progressed to higher levels.
• #38: Successful vs Effective Managers University of Nebraska’s Fred Luthans found that although managers who are successful (that is, rapidly promoted) may be astute politicians, they are not necessarily effective. Indeed, the so-called successful managers may be the ones who do not in fact take care of people and get high performance from their units. Vs. Effective managers, the ones with satisfied, committed subordinates turning out quantity and quality performance in their units. Who are these managers? They are found at all levels and types of organizations with titles such as department head, general manager, store manager, marketing manager, office manager, agency chief, or district manager. In otherwords, maybe the answers to the performance problems facing organizations today can be found in their own backyards, in the managers themselves in their day-to-day activities. With grant from the Office of naval research, he observed detailed behaviors and activities of 44 real managers. Unlike Mintzbegr's and Kotter's managers, these managers came from all levels and many types of organizations (mostly in the services sector- such as retail, hospitals, corporate headquarters, railroad, government agenicees, insurance companies, newspapers office, financial institutions, a few manufacturing comanies.) Luthans found that effective managers engage more in traditional management, or the activities of planning, decision making, and controlling. The observed behaviors of traditional managemetn in this case include setting goals and objectives, defining tasks needed to accomplish goals, scheduling employees, assigning tasks, providing routine instructions, defining problems, handling day-to-day operational crises, deciding what to do, developing new procedures, inspecting work, walking around inspecting work, monitoring performance data, and doing preventative maintenance.