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Aquaculture Systems Management

Aquaculture Systems Management. Lecture 1 Craig S. Kasper, Ph. D. FAS 2353C HCC Aquaculture . The Fantastic 4 of Management. Planning : what approach should be taken to marketing, setting firms goals and objectives?

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Aquaculture Systems Management

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  1. Aquaculture Systems Management Lecture 1 Craig S. Kasper, Ph. D. FAS 2353C HCC Aquaculture

  2. The Fantastic 4 ofManagement • Planning: what approach should be taken to marketing, setting firms goals and objectives? • Organizing: directing the flow of work: emphasize consumer needs, not those of the employee, can planning goals be met efficiently? Who reports to whom? • Controlling: establishing a system of feedback to determine how well goals are being met • Directing: implementing plans, 90% of mgrs job, most important

  3. What is Management? • Basically, it’s getting what you want (with what you have.) • We “manage” day to day activities all the time. • Implies wisdom…but isn’t this gained from experience? What if you lack it? Can you still be an effective manager? We’ll find out! • Three approaches (job, resources, problem solving)

  4. Management and Biology? • Yes, many people liken the job of a manager to the CNS of an animal. • If all is running smoothly, then you’re on cruise control; if not, then problems arise and solutions may need to be immediately implemented.

  5. Five functions of a Manager • Planning-Determining the job to be done • Organizing-Defining and dividing workload • Staffing-Putting the right person on the right job • Directing (leadership)-Getting the most from your workers. • Controlling-Maintaining a sense of balance and flow to the operation.

  6. Planning: One View 1. Choose objectives 2. Communicate 3. Identify premises/assumptions and assess future. 4. Survey resources 5. Establish rules (policy)-short cuts 6. Identify alternatives 7. Compare alternatives 8. Choose a course of action 9. Create procedures/rules 10. Establish budget, timetables and standards.

  7. Position Management • Delineate/define each job • Delineate/define job-to-job relationships • Allocate responsibilities • Include challenges • Include career ladders • Balance support positions • Larger ratio of supervisors to workers. (Avoid “too-many-chiefs” syndrome.)

  8. Decision Managment • Define problem • Gather facts/data • Analyze/evaluate facts and data • Draw conclusions • Take action • Accept resposibility • Evaluate outcome Rem: It’s all about control: standard, measurement, and redirection.

  9. Management Styles • Traditional Model (stick) : Close supervision (micro-managing), chain of command, assumes people must be tightly controlled. • Human Relations Model (carrot): Limited participation in overall decisions, happy workers are productive workers. • Human Resource Model (esteem): Integration into the process, job enrichment, collaboration.

  10. Bottom Line: MBO Approach • Management by objective(s) (MBO) is still an overriding factor or aquaculture production/businesses. • Is it “doable & affordable…” • Is someone willing to be responsible? • Adaptable/time sensitive • Negotiable? Non-conflicting? • Measureable?

  11. Aquaculture Management Activities (Table 2.3 in handout) • Technical-water use, what to produce, mechanization, production/disease issues • Personnel-Staffing, training, productivity, people opportunities • Financial-Funding, purchasing, contracting, marketing • Accounting-records, business transactions, taxes

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