1. MESLEKİ İNGİLİZCE-1 KISIM 3
SONER HOCA

2. Administration
TERMINILOGY

3. 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

4. Name 5 of the main departments in a business
Human resources
Finance
Sales
Marketing
Customer Services
Production
Research and Development

5. 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

6. 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

7. Job roles Directors Managers Supervisors Operatives (workers)
Within a large organisation there are a number of job roles, such as directors, managers, supervisors and operatives (workers)
Directors
Managers
Supervisors
Operatives (workers)

8. 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

9. 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.

10. 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

11. 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

12. 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.

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

14. 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.

15. 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)

16. Functional Areas of Business
R&D
Marketing
Finance
Production HR

17. Functional Area of Business
R&D = Research & Development
New product design and development

18. 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

19. Functional Area of Business
Finance
Revenue, expenses, budget, financial records and financial statements

20. 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)

21. 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

22. Manager = ?

23. Who managers are?
Someone who coordinates and oversees the work of other people in order to accomplish organizational goals.

24. How many level of managers can we classify?

25. 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

26. 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

27. 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

28. 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

29. 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

30. 2 Important Words for Management: Efficiency and Effectiveness

31. Efficiency and 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

32. Efficiency and 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)

33. Efficiency and Effectiveness in Management
Efficiency (Means)
Effectiveness (Ends)
Resource Usage
Goal Attainment
Low Waste
High Attainment
Management Strives for:
Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)

34. Management Functions
PLANNING
ORGANIZING
LEADING
CONTROLLING
MANAGER

35. 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)

36. 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

37. 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

38. 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