POLITEKNIK KOTA BHARU

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JABATAN KEJURUTERAAN MEKANIKAL (pertanian)

JT 505
AGRICULTURE MACHINERY MANAGEMENT ASSIGMENT 1
PREPARED BY:
NAME
MOHD HANIF BIN MOHD HUSSIN

MATRIX NO
04DPT10F2083

LECTURE NAME : EN. MOHD LUTPI BIN HAJI YUSOFF

CONTENTS

TITLE S Contens

PAGES i

CHAPTER 1 CHAPTER 2

IDENTIFICATION OF MANAGEMENT INTRODUCTION OF MANAGEMENT 2.1 2.2 2.3 Definition Of Organization Definition Of Management Definition Of Manager 2.3.1 Old Definition 2.3.2 New Definition 2.4 Classification Of Managers 2.4.1 First-line managers 2.4.2 Middle managers 2.4.3 Top managers 2.5 Tasks of Managers 2.5.1 Coaching 2.5.2 Planning 2.5.3 Changing 2.5.4 Forecasting 2.5.5 Motivating 2.5.6 Organizing 2.5.7 Staffing 2.5.8 Controlling 2.5.9 Negotiating 2.5.10 Delegating 2.5.11 Representing
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1 2 2 2 3 3 3 3 3 3 4 4 4 4 5 5 5 6 6 6 7 7 7

CHAPTER 3

THE MANAGEMENT FUNTIONS 3.1 Management Process 3.1.1 Planning 3.1.2 Organizing 3.1.3 Leading 3.1.4 Controlling 8 8 8 9 9

CHAPTER 4

CONCLUSIONS EFERENCE

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CHAPTER 1 IDENTIFICATION OF MANAGEMENT

Organizations pervade every aspect of our lives. Organizations seem to be everywhere. We are born in organizations, educated by organizations, and most of us spend much of our lives working for organizations. ... Most of us will die in an organization, and when the time comes for burial, the largest organization of all the state - must grant official permission (Amitai Etzioni). Organizations come in a variety of sizes and types - corporations, schools, governments, and so on, - and they serve a wide range functions. Related to this, all organizations try to reach their common goals. It would be impossible to image a modern society without organized effort or without people who oversee and synchronize that effort. The purpose of this thesis is to promote excellence of all persons in organizations, but especially managers. This introductory chapter lays put the general dimensions of the manager's job. It introduces the role and the function of managers in the organization, identifies requisite management skills, and examines the historical development of management knowledge.

CHAPTER 2 INTRODUCTION OF MANAGEMENT

2.1

Definition Of Organization A deliberate arrangement of people to accomplish some specific purpose. Example of organization: Institutes, schools, religious organization. Three characteristics of an organization: 1) An organization has a distinct purpose. 2) Composed of people. 3) Develop some deliberate structures.

2.2

Definition Of Management Management is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people 1) Efficiency : Getting the most output from the least amount of inputs (doing things right). 2) Effectiveness : Completing activities so that organizational goals are attained (doing the right things).

2.3

Definition Of Manager 2.3.1 Old Definition They are organizational members who told others what to do and how to do it. 2.3.2 New Definition Someone who work with and through other people by coordinating their work activities in order to accomplish organizational goal. 1) Coordinating work of a departmental group. 2) Supervising a single person. 3) Coordinating people from several different departments.

2.4

Classification Of Managers 2.4.1 First-line managers 1. At the lowest level of the organization. 2. Who manage work of non-managerial employees. 2.4.2 Middle managers 1) Managers between first-line level and the top level of the organization. 2) Manage work of first-line managers.

2.4.3 Top managers 1. Managers at or near the top level of the organization. 2. Responsible for making organization wide decisions. 3. Responsible for establishing the goals and plans that effect the entire organization.

2.5

Tasks of Managers Managing is one of the most important tasks in every business. Sometimes entrepreneurs are in the same time managers. There are plenty of tasks that managers must implement in everyday work activities that must bring effectiveness and efficiency in the business or organizational life. Here is one list of most important tasks of managers. 2.5.1 Coaching One of the most important tasks of managers is coaching. They must be routers of the people in the business that will be routed through right instructions and training. The goal is to develop business with great business potential energy in their employees. 2.5.2 Planning Planning is one of the management function and also one important everyday task of managers. They plan future ways where the business will go and activities that must be accomplished from organizational members.

2.5.3 Changing In reality, there is not one day in business life without change. Change needs to be planned and managed to bring desired results. Managers in the same time must preserve the current success of the business and to implement change that will bring future success. 2.5.4 Forecasting Forecasting is another task of managers that mean providing a picture of how will look like the business in the future. This is important because if we have the better picture for the future, we will be better prepared for that future. 2.5.5 Motivating Peoples must be motivated to give the best results from their work. Nobody works for nothing. All employees have some type of motivational factors that will lead him to make better results. But, these motivational factors are different for each employee. Managerial tasks are to optimize that motivation and to maximize the working performances from employees. Motivating is another managerial function in addition to planning.

2.5.6 Organizing Organizing is one of the managerial functions in addition to planning and motivating. Without some level of organizing, there will be chaos. In businesses with more employees there will be more different ideas, more different ways of doing things and more different habits of the people. Organizing is a task that will make all organizational differentiations to work as one whole the business. 2.5.7 Staffing Staffing is another managerial function. More and more these tasks become important for managers. Selecting the right staff for the business is the heart of the business functioning in the future. Better staff will mean greater business potential energy in the business. 2.5.8 Controlling Controlling is a managerial function like planning, motivating, organizing and staffing. This task is something that will give him the picture for possible errors between planning and actual realization. The goal is to minimize the deviation between something that will like to be and something that becomes the reality.

2.5.9 Negotiating Another important managerial task is negotiating. There are internal and external negotiating. Internal negotiating is negotiating with the entities from inside the businesses. External negotiating is negotiating between managers and external entities that are outside of businesses as suppliers, customers and community. The better negotiating skills of managers will increase overall business potential energy of the business. 2.5.10 Delegating Successful managers know to delegate the right tasks to the right employees. We cannot find the perfect manager. Delegating the tasks to the lower levels is something that differentiates successful managers from average managers. This delegating can combine different knowledge and experience that will bring better accomplishment of the tasks. 2.5.11 Representing The managers are representative of business that they manage. How they look, how they talk, how they walk and how they think will build the picture of the business in the eyes of the people from outside the businesses.

CHAPTER 3 THE MANAGEMENT FUNTIONS

3.1

Management Process The set of ongoing decisions and work activities in which managers engage as they plan, organize, lead and control ( diagram 1).

Planning

Organizing

Leading

Controlling

Diagram 1 : The flow of management process

3.1.1 Planning 1) Involve the process of defining goals. 2) Establishing strategies for achieving those goals. 3) Developing plans to integrate and coordinate activities.

3.1.2 Organizing 1) Involves the process of determining what tasks are to be done. 2) Who is to do them. 3) How tasks are to be group. 4) Who reports to whom and where decision are to be made.
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3.1.3 Leading 1) Involves motivating subordinates, influencing individuals or team as they work.

3.1.4 Controlling 1) Involves monitoring actual performance. 2) Comparing actual to standard. 3) Taking necessary action.

CHAPTER 4 CONCLUSION

Management is about getting things done. Leadership is about achieving goals by creating a direction for a business and inspiring employees to take initiative and make the right decisions. Managers need the skills to motivate, lead and influence others. Management aims to employ people who can take on a leadership role and help to grow the organization for the longer term. Its management and training programmes help to provide employees with the skills necessary to lead others. This case study illustrates that within a organization, there are leaders at different levels within the hierarchy. Depending upon the circumstances, leaders will use different leadership styles. By developing leaders who are able to make decisions at a local level, management can respond more closely to customer needs within a competitive service industry. Its high levels of customer service provide it with competitive advantage over its rivals.

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REFERENCE

1. Mdm.Loh. Introduction to Management. Retrieved 30 november 2012, from http://www.fim.edu.my/chapter1-15.pdf 2. Ryszard Barnat, LLM., DBA, Ph.D. Introduction to Management. Retrieved 30 november 2012, from http://www.introduction-tomanagement.24xls.com/en100