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CEO

VPsMiddle

Management

First Line or Supervisory

Management

Management is defined as the process of setting and achieving goals through the execution of five

basic management functions that utilize human, financial, and material resources.

To achieve the goals, managers must execute the five basic functions:

• Planning - It identifies the goals and alternatives.It maps out courses of action that gives

an undertaking to individuals, departments, and the entire organization for days,

months, and years to do. Operating planning of process has 7 following steps

! "etting o#$ectives - esta#lishing targets for the short- and long- range future.

% &nalyzing and evaluating the environment - analyzing the present position and resources

availa#le to achieve o#$ectives.

' (etermining alternatives - constructing a list of possi#le course of action that will lead to

goals.

) *valuating the alternatives - listing and evaluationg the various advantages and

disadvantages of each of possi#le course of action.

+ "electing the #est solution - selecting the course of action that has the most advantages and

the fewest serious disadvantages. Implementing the plan - determining who will #e involved, whato resources will #e assigned,

how the plan will #e evaluated, and the reporting.

7 ontrolling and evaluating the result -making sure that the plan is going on according to

e/pectations, and making necessary ad$ustments

• Organizing - 0he activities necessary to achieve the o#$ectives are grouped into working

divisions, departments or other identifia#le units primarily #y clustering similar and

related activities. *ach unit 1and each person in the unit2 should havelearly defined

authority or a clearly defined list of duties &nd one person to whom to report.

0he organizing process

"tep ! - onsider plans and goals"tep % - (etermine the work activities necessary to accomplish o#$ectives

"tep ' - lassify and group activities

"tep ) - &ssign work and delegate appropriate authority

"tep + - (esign a hierarchy of relationships

• "taffing -Is concerned with locating prospective employees to fill the $o#s created #y the

organizing process.Involves the process of reviewing the credentials of the candidates for

the $o#s and trying to match $o# demands with the applicants3 a#ilities.

• 4eadership/Directing - s aimed at getting the members of the organization to move in the

direction that !ill achieve its ob"ectives.#uilds a climate.$rovides leadership.%rranges theopportunit& for motivation

• ontrolling - ontrolling esta#lishes performance standards used to measure progress

toward goals.

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4evels of management: the management p&ramid

$ostal services - services involving the clearance, sorting, transport and deliver& of postal items.

• $ostal services toda& find themselves at the crossroads of four mar'ets important for

economic development:

( communication,

( advertising,

( transport,

( ban'ing.

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The determination of the postal services sector:

- items of corespondance (letters and postcards, transactions mail, direct mail,

catalogues and boo's, magazines, ne!spapers,

- parcel mail ( parcels

- express and courier services ( documents , parcels ,letters

The traditional postal value chain:

( collection,

( sortation,

( transport,

( delivery of addressed postal items.

Regulation of postal services - Government has to ensure „universal service“ at

the acceptable price for every one prohibit natural monopoly in monopolistic

price making

niversal service ! basic letter post and basic parcel post

Regulation process : -set the authority "#R$%, #R$ applies the rules of la& to

speci'c factual situations and price making.

Regulation of postal services sector

– subset of total government regulation

– Government regulation ! reason: corection of important market

failure "infringement of competition, natural monopoly...%

#atural (onopoly

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- decreasing average )%*+ and marginal )M*+ costs

- increasing economies of scope

- largest supplier in an industr&, often the first supplier in a mar'et, has an

over!helming cost advantage over other actual or potential competitors.)rinciples for the allocation of costs:

- Telephone lines

- *lectricity

- +ater pipelines

- Gas pipelines

- )ostal services

)erfect competition : agronomy, mineral etraction, tetile

$llocation of costs:

- costs !hich can be directl& assigned to a particular service shall be so assigned

- common costs, that is costs !hich cannot be directl& assigned to a particular service,shall be allocated as follo!s)ostal sector price regulation: directive /0/*1 : 2or each of the servicesforming part of the provision of the universal service prices must be:

$3ordable

Geared to costs Transparent

#on-discriminatory

(ethods of price regulations: Ex ante“ regulation, according to &hich the 4) must receive speci'c

approval of the #R$ before it can change prices. The second is „Price cap“ regulation, &hich permits the 4) to change

prices &ithout speci'c prior approval provided the prices remain belo& apre-approved level or formula. The main function of price caps is toprevent ecessive prices.

The third type of regulation is „Ex post“, &hich allo&s the 4) to change

prices &ithout prior consent but &hich also allo&s the #R$ to modifyprices if, after investigation, it appears that the prices are inconsistent&ith statutory of regulatory standards.

5ndependence of #R$ "in Romania $#*16( ! #ational authority for managementand regulation in communications%

• $uthority to appoint the head"s% of the #R$ can be vested in a minister

other than the minister responsible for overseeing the operations of apublic postal operator.

• 4imilarly the minister responsible for the public postal operator should notcontrol the budget the #R$ nor revie& its decisions.

• The regulator should have 7udicial-like independence from thegovernment, especially if the government o&ns a public postal operator.

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