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Management

Management is a process of designing


& maintaining environment in which
individuals, working together in
groups, efficiently accomplish
selected aims
Management

Process of working with & through


others to achieve organizational
objectives in a changing environment.
Central to this process is the effective
& efficient use of limited resources.
Management

It is the process of planning,


organizing, leading and controlling,
individual and resources to achieve
organizational objectives
Organization

A consciously coordinated social


unit, composed of two or more
people that functions on a relatively
continuous basis to achieve a
common goal or set of goals
Components of
Organization
 People
 Goals or Purpose
 Structure
 Technology
Characteristics of Today’s Organization

Change

Govt. Bigness
Interference

Competition Organization Diversification

Information
Globalization

Science & Tech


Management Process

HUMAN Planning PHYSICAL


RESOURCES RESOURC
ES
gn
lli
ro
nt

ORGANIZATIONAL
Co

g
GOALS

i zi n
an
g
Or
INFORMATION Leading FINANCIA
RESOURCES L
RESOURC
ES
Management Functions

Planning Organizing

Management
Functions

Controlling Leading
Management Functions


Planning Organizing

Management
Functions

Controlling Leading
Management Functions: Planning,
Organizing, leading & controlling
Planning
Setting performance
Objectives & deciding
How to achieve them

Organizing
Controlling Arranging tasks, people,
Measuring performance The
& other resources
& taking action to Management
To accomplish the work
Ensure desired results Process

Leading
Inspiring people to
Work hard to achieve
High performance
Interactive Nature of Management
Process
. PLANNING
Managers use logic
& methods to think
through goals &
actions
ORGANIZING
CONTROLLING
Managers arranged &
Managers make
allocate work authority
sure org is
& resources to achieve
moving towards org
organization goals
objectives
LEADING
Managers direct,
Influence, & Motivation
employees to perform
essential tasks
Managerial Functions

Planning Organization Leading


Controlling
Defining Goals, Determining What Directing & Monitoring activities
Establishing strategy,Needs to be done, Motivating all Achieving the
To ensure that they are
& developing How it will be done, Involved parties Accomplished as Lead to Org Stated
purpose
Sub-plans to & who is to do it & resolving conflicts
Planned
Coordinate activities
Manager
“The individuals who are responsible for
completing the tasks that requires
supervision of other members or
organization or organizational resources.”

“Individual in an organization who direct


the activities of others to achieve the
organizational objectives.”
(Robbins)
Manager

“People responsible for designing and


maintaining an environment in which
individuals, working together in
groups, efficiently accomplish selected
aims.”

(Koontz)
Levels of Managers

Top
Managers
Middle
Managers
First-line
Managers
Operatives
Top Level Managers

The individuals responsible for determining


the goals, objectives and plans that chart the
organization’s long-range course. The most
important task of Top-level management is
strategic planning. Examples of Top Level
Mangers are Managing Directors, Directors
etc.
Middle Level Managers

All levels of mangers between the Top level


mangers and First Line Mangers are called
Middle Level Managers. They involve in
tactical planning and control. Examples of
Middle Level Mangers are General
Managers, Deputy General Managers and
Managers etc.
First Line Managers
They are directly responsible for
planning and controlling the activities
of workers so that higher-level targets
are met; this is the lowest level of
management in the organizational
hierarchy. Examples of First Line
Mangers are Assistant Managers,
Supervisors, and Foremen etc.
Types of Managers
 Line Managers

 Staff Managers
Line Managers

The term line refers to a position and


describes managers whose organizational
function contributes directly to the
achievement of organizational objectives.
Managers of Production, Quality and design
functions are called line managers and their
authority is called line authority.
Staff Managers

The term staff refers to a position and


describes managers who offer advice or
assist line managers to perform their
functions. They are not directly involved
in production activities. Managers of
Human Resource, Finance, Auditing and
Security functions are called Staff
Managers and their authority is called
Staff Authority.
Management Skills

 Technical Skills

 Human Skills

 Conceptual Skills
Technical Skill

It is knowledge of and proficiency in


activities involving methods, processes
and procedures. It involves working
with tools and specific techniques
Human Skill

It is the ability to work with people; it


is cooperative effort; it is teamwork and
creation of an environment in which
people feel secure and free to express
their opinions
Conceptual Skill

It is the ability to see the big picture, to


recognize significant elements in a
situation, to understand the
relationships among the elements and
the ability to solve problems in ways
that will benefit the enterprise
Managers and Skills
First-Line Middle Level Top Level

Technical Skills

Human Skills

Conceptual Skills
Manager Roles

 Interpersonal Roles

 Informational Roles

 Decisional Roles
Interpersonal Roles
All managers are required to perform duties
that are ceremonial and symbolic in nature-
Interpersonal Roles. These are
Figurehead
Leader
Liaison
Informational Roles
Informational Roles-receiving and collecting
information from organizations and
institutions their own. These roles are
Monitor
Disseminator
Spokesperson
Decisional Roles
These roles are the major part of manager’s
responsibilities. They include
Entrepreneur
Disturbance Handler
Resource Allocation Role
Negotiator
Management Seeks Efficiency &
Effectiveness
Means: Ends:
Efficiency Effectiveness

Goals
Low High
Waste attainment
Planning

Planning is the process of establishing


goals and a suitable course of action to
achieve these goals. It requires decision
making, that is, choosing future courses of
action from alternatives
Ty pes o f Pla ns
 Single Use Plans
 Programs
 Projects
 Policies
 Procedures
 Budget Plans
 Contingency Plans
Mangers and Planning

 Strategic Planning
 Tactical Planning
 Operational Planning
Mangers and Planning

Top Level Managers Strategic Planning

Middle Level Managers Tactical Planning

First Line Managers Operational Planning


Strategic Planning

Planning that apply to the entire


organization, establishes the
organization’s overall objectives and
seek to positions an organization in
terms of its environment is called
strategic planning. It takes place at the
highest level of the organization.
Tactical Planning

It is the technique of determining how


strategic objectives will be
accomplished. It is usually the job of
Middle level Managers.
Operational Planning

It specifies the detail how overall


objectives are to be achieved. It is
typically the job of First Line
Managers.
Planning-Timeframe
 Long-Range Planning
 Intermediate Planning
 Short-Range Planning
Plannin g Process
Mission
|
V

Objectives
|
V

Situation Analysis
|
V

Strategy Formulation
|
V

Implementation
|
V

Control
Organizational Mission
Concern for survival: What is the organization’s
commitment to economic objectives?
Customers: Who are the organization’s
customers?
Products/Services: What are the organization’s
major products or services?
Location: Where does the organization
compete?
Organizational Mission
Technology: What is the firm’s basic
technology?
Philosophy: What are the basic beliefs,
values, aspirations and philosophical
priorities of the organization?
Self-concept: What are the organization’s
major strengths and competitive
advantages?
Organizational Mission

Concern for public image: What are the


organization’s public responsibilities, and
what image is desired?

Concern for employees: What is the


organization’s attitude toward its
employees?
Tools for Planning
 Brain Storming

 Forecasting

 Breakeven Analysis

 Gantt Chart

 Program Evaluation and Review Technique (PERT)

 Critical Path Method (CPM)

 Delphi Technique
Barriers to Planning
 Inappropriate Goals

 Improper Reward System

 Complex Environment

 Resistance to Change

 Constraints

 Information Deficiency
Benefits of Goals

 Increase Performance

 Clarify Expectations

 Facilitate the Controlling Function

 Increase Motivation
Levels of Goals

Top Management Strategic Goals----Strategic Plans

Middle Management
Tactical Goals------Tactical Plans

First Level
Management Operational Goals ---------Operational Plans
Levels of Goals
 Strategic Goals: Broadly defined targets or
future end results set by top management
 Tactical goals: Targets or future end results
usually set by middle management for
specific departments or units
 Operational goals: Targets or future end
results set by lower management that
address specific measurable outcomes
required from the lower levels
How Goals Facilitate Performance
Job Knowledge
Task
and Ability
Complexity

Goal Content: Work Behavior:


•Challenging •Direction
•Attainable •Effort PERFROMANCE
•Specific and •Persistence
Measurable •Planning
•Time Limited
•Relevant

Goal Commitment:
•Supervisory Authority
•Peer & group Pressure
•Public Display Situational
Knowledge
•Expectations of Success Constraints
of results
•Incentives & Rewards (tools, materials
(or feedback)
•Participation and Equipment
Characteristics of Goals

SMARTER
 Specific
 Measurable
 Acceptable/Attainable
 Realistic/Relevant
 Timeframe
 Extending
 Rewarding
Strategy

The broad program for defining and


achieving an organization’s
objectives. It can be
 Corporate Level Strategy
 Business Unit Strategy
 Functional Level Strategy
Types of Strategies
 Corporate Level Strategy
Strategy formulated by top management to
oversee the interests and operations multiline
corporations
 Business Unit Strategy
Strategy formulated to meet the goals of a
particular business
 Functional Level Strategy
Strategy formulated for a specific functional
area to meet business unit objectives
Decision Making

The process of selecting a course of


action or alternative among different
alternatives
Types of Decisions

 Programmed decisions
 Nonprogrammed decisions
Types of Decisions
Programmed Decisions Nonprogrammed Decisions
 Type of problem  Type of problem
Frequent, repetitive, routine, Novel, unstructured, much
much certainty regarding uncertainty regarding cause
cause and effect and effect relationship.
relationship.  Procedures
 Procedure
Necessity for creativity,
Dependence on policies, intuition, tolerance for
rules, and definite ambiguity, creative problem
procedures. solving.
 Examples  Examples
Business, University, Business, University,
Healthcare. Healthcare.
Conditions of Decision-making

 Certainty
 Risk
 Uncertainty
Barriers to Effective Decision
Making
 Psychological biases
– Illusion of control
– Farming effect
– Discount the future
 Time pressures
– Real time information
– Involve people more effectively and efficiently
 Social realities
Decision-making Process

 Problem Identification
 Identification of Decision Criteria
 Allocating Weights to Criteria
 Generating Alternative Solutions
 Evaluating Alternatives
 Making the Choice
 Implementation of Decision
 Evaluating the Decision
Decision Making Process

Allocation of
Problem Identification of Weights to Development of
Identification Decision Criteria Criteria Alternatives

“New Supplier is required” Price Quality 10 Anex


Quality Price 8 Haji & sons
Mode of payment Mode of Pay 5 Linkers
Credibility Location 4 Hassan Bro.
Location Credibility 3 Globe Inn

Analysis of Selection of an Implementation


Alternatives Alternative of an Alternative

Anex Anex
Haji & sons Haji & sons
Linkers Linkers
Evaluation
Hassan Bro.
Hassan Bro. Hassan Bro. of Decision
Globe Inn Globe Inn Effectiveness
Organizing

It is the process of arranging & allocating


work authority & resources to achieve
organization goals. It involves
 Identifying tasks to be performed
 Allocating the tasks among members
 Integrating efforts to achieve its
objectives
Key Concepts

 Span of Management Control


The number of subordinates reporting directly to
a given manger
 Chain of Command
The plan that specifies who reports to whom in
an organization, such reporting lines are
prominent features of organization chart
Key Concepts
 Coordination
The integration of the activities of the separates
parts of an organization to accomplish
organizational goals
 Downsizing
A version of organizational restructuring which
results in decreasing the size of the organization
and often results in a flatter organizational
structure
Types of Organizational
Structures
Product
Functional Customer

Options for
Departmentalization
Market-
Matrix
Channel
Geography
Functional Organization

President

Marketing Mgr Production Mgr. Finance Mgr HRM Mgr


Geographical Organization

President

VP South Asia VP East Asia. VP Australia VP North America


Product Organization

President

VP Tea Line VP Oil Line. VP Soap Line VP W/Powder Line


Customer Organization

President
North America

Metals and Packing Material Aerospace &


International
Chemicals Systems Science Industrial
Group
Group Group Group Products
Matrix Organization
Chief Executive

Material
Human
Production Finance Marketing &
Resource
Procurement

Marketing
Project A Production Finance Materials HR
Grp
Manager Grp Grp Grp Grp

Project B Production Finance Marketing Materials


HR
Manager Grp Grp Grp Grp
Grp

Line operation– Work performance


Support assistance from functional departments
Power

The ability to exert influence or force


in an attempt to change attitude or
behavior of individuals or groups.
Sources of Power

 Reward Power
 Coercive Power
 Legitimate Power
 Expert Power
 Referent Power
Sources of Power
 Reward Power
It is the ability to reward another person for
carrying out orders which may be expressed or
implied
 Coercive Power
The negative side of reward power, it is the ability
to punish another person
 Legitimate Power
It is the lawfully entitled ability to exert influence
or force on other. It is also called formal authority
Sources of Power
 Expert Power
It is based on the belief or understanding
that the influencer has specific knowledge
or relevant expertise that the influencee
does not
 Referent Power
It is the desire of the influencee to be like or
identity with the influencer
Authority

It is the right to exert influence or


force on other due someone’s
position, knowledge or status. It is
lawfully entitled power.
Types of Authority

 Line Authority
 Staff Authority
 Functional Authority
Line Authority

The authority of those mangers


directly responsible, throughout the
organization’s chain of command, for
achieving organizational objectives
Staff Authority

The authority of those groups of


individuals who provide line
managers with advice, support and
services
Functional Authority

The authority of members of staff


departments to control the activities
of other departments as they relate to
specific staff responsibilities
Delegation

The act of assigning formal authority


and responsibility for completion of
specific activities to a subordinate
Advantages of Delegation
 It provides opportunities to seek and
accept increased responsibilities from
higher level managers
 It causes employees to accept
accountability and exercise judgment
 It not only train employees but also
improves their self confidence and willing
to take initiative
Advantages of Delegation

 It leads to better decisions


 It speeds up decision making
process
Centralization

In centralized organization
considerable authority, responsibility
and accountability remain at the top
of the hierarchy
Decentralization

In decentralized organization
considerable authority, responsibility
and accountability are passed down
the organizational hierarchy
Job Design

The division of an organization’s wok


among its employees
Job Redesign

 Job Enlargement
 Job Enrichment
 Job Rotation
Controlling

It is the process of monitoring


organizational activities to ensure that
they are being accomplished as they
planned and taking corrective actions
if there are significant deviations
Control Process

No
Establish Measure Does it match Take Corrective
Standards Performance standards Action

Yes

Do Nothing
Why Control Needed

 To create better quality


 To cope with change
 To create faster cycles
 To facilitate delegation and
teamwork
Types of Controls

 Financial Controls
 Budgetary Controls
 Administrative Controls
 Internal Control
 Auditing
Levels of Controls

 Strategic Control
 Tactical Control
 Operational Control
Stages of Controls

 Preliminary or Feed forward Control


 Screening or Concurrent Control
 Post Action or Feedback Control
Barriers to Control

 System Barriers
 Behavioral Barriers
 Political Barriers
Leadership

Leadership empowers, motivates &


organizes people to achieve common
objective and provides moral
guidance.
Leadership

It is the art or process of influencing


people so that they will strive willingly
and enthusiastically towards the
achievement of group goals
Leadership

It is the process of motivating and


directing subordinates, selecting the
most effective communication
channels and resolving conflicts
Leadership

It is the lifting of man’s vision to


higher sights, the praising of man’s
performance to higher standard, the
building of man’s personality beyond
its normal limitations
Leader Versus Manager
Leader Manager
Innovator Administrator
Originator Copier
Develops Maintain
Inspire Trust Control
Focus on People Focus on System
Challenge status co Maintain status co
Owns the people Classic good soldier
Does the right thing Does thing right
Characteristics of Leader

 Vision
 Communication
 Motivation
 Integrity
 Patience
 Influence
 Decisive Persistent
Motivation

It is an energetic force within and


outside human by which results lead
into a behaviour. It is an attempt to
satisfy need. The factors that cause,
channel and sustain an individual’s
behaviour.
Theories of Motivation
 Need Theory
Maslow’s Hierarchy of Needs
ERG Theory
Two Factor Theory
Equity Theory
 Expectancy Theory
 Reinforcement Theory
 Goal Setting Theory
Maslow’s Hierarchy of Needs

Self-Actualization
Needs
Self-Esteem
Needs
Social Needs

Security/Safety
Needs
Physiological
Needs
ERG Theory

The theory of motivation that says


people strive to meet a hierarchy of
existence, relatedness and growth
needs, if efforts to reach one level of
needs are frustrated individuals will
regress to a lower level.
Two Factor Theory

Herzberg’s theory that work


dissatisfaction and satisfaction arise from
two different sets of factors. Dissatisfiers
which he called hygiene factors included
salary, working conditions, and company
policy. Satisfiers or motivating factors
include achievement, recognition,
responsibility and advancement
Equity Theory

According to equity theory,


individuals are motivated when they
experience satisfaction with what they
receive from an effort in proportion to
the effort they apply.
A’s input = B’s Input
A’s output = B’s output
Expectance Theory

A theory of motivation that says that


people choose how to behave from among
alternative courses of behaviour based on
their expectations of what there is to gain
from each behaviour.
 Expectancy
 Instrumentalities
 Valence
Reinforcement Theory

A theory of motivation based on law


of effect- the behaviour with positive
consequences tends to be repeated
while behaviour with negative
consequences tends not to be
repeated.
Goal-Setting Theory

A theory of motivation that says that


individuals are motivated when they
behave in ways that move them to
certain clear goals that they accept
and can reasonably expect to attain.
Techniques of Leadership
 Time Management or Budgeting of Time
 Putting First Things First
- Pick the future as against the past
- Focus on opportunities rather on problems
- Choose own decisions rather than climb on bandwagon
- Aim on something which will make difference
 Maintenance of options
 Ability of making quick decisions
 Mobilizing Resource
Techniques of Leadership
 Create Friendship and avoid Enemies
 Do not Open so many Fronts
 Be Magnanimous (Ignore) instead of
Vindictim (Revenge)
Theories or Approaches of
Leadership

Trait Contingency

Behavioral Integrative
Trait Approach to Leadership

It attempts to explain distinctive


characteristics accounting for leadership
effectiveness to identify a set of traits that
all successful leaders possess. This
approach assumed that leaders share
certain inborn personality traits.
Trait Approach to Leadership

Specific traits related leadership ability:


 Physical traits (energy, appearance, height)
 Intelligence & ability traits
 Personality traits (adaptability, aggressiveness,
enthusiasm, self-confidence)
 Task-related characteristics (achievement,
drive, persistence, tenacity)
 Social characteristics (cooperativeness,
interpersonal skills, administrative ability).
Behavioural Approach to
Leadership
It attempts to explain distinctive styles used by
effective leaders or the nature of their work. It
determines the types of leadership behaviors
that lead to successful task performance and
employee satisfaction. Researchers at Ohio state
and University of Michigan performed the most
extensive series of leadership studies in
developing this theory.
Leadership Styles
(High)
Low Structure High Structure
and and
High Consideration High Consideration
Consideration

Low Structure High Structure


and And
Low Consideration Low Consideration

(Low) (High)
(Low)
Initiating Structure
The Managerial Grid

It is a network of management styles


developed by Blake and Mouton which
explains these styles by using two
variables concerned for people and
concerned for productivity.
MANAGERIAL GRID
HIGH

(1,9) (9,9)
9

Country Club Team


Concern for people

Management Management
8
7
6

(5,5)
5

Middle of the Road


Management
4

Authority-
3

Impoverished Compliance
Management Management
2

(1,1) (9,1)
1

LOW 1 2 3 4 5 6 7 8 9
LOW Concern for production HIGH
Impoverish Managers (1,1)

 They do not have the initiative to resolve the


conflict between the organizational objectives
and employees objectives
 They neither identify with the people nor with
the organization
 They avoid personal improvements
 They pass on the bug to others and do not
make decisions
 Neither they conduct evaluation and nor have
effective communication skill
Task Managers (9,1)

 They show little concern for the


development and morale of subordinates
 They tightly plan their goals
 They focus to avoid mistakes
 Their communication is restricted and
downward
Country Club Managers
(1,9)
 They focus on being supportive and
considerate of subordinates to the
exclusion of concern for task efficiency
 They are overly concerned with morale
and personal objectives of employees
 Their communication style is upward
Middle of the Road Managers
(5,5)
 They maintain adequate task efficiency
and satisfactory morale
 They do give specific instructions but
also allow freedom
 They evaluate success and failure quite
objectively
 Their style of communication is generally
two way
Team Managers (9,9)

 They facilitate task efficiency and high morale


by coordinating and integrating work related
activities
 They inspire people, motivate them and
support them to the last
 Their evaluation is an ongoing process with
objective to improve teamwork and enhance
productivity
 Their communication style is completely open,
multidirectional and highly supported
Continuum of Leadership Behavior
Subordinat
Boss-centered e-centered
Leadership Leadership
Use of authority
by the manager Area of freedom
for subordinates

Manager Manager Manager Manager Manager Manager Manager


makes “sells” presents ideas presents presents defines permits
decision and decision and invites tentative problem, gets limits; asks subordinates
announces it questions decision suggestions, group to to function
subject to makes make within limits
change decision decision defined by
supervisor
Leader Behavior
Characteristics
of
subordinates

Functions Leader Motivated Effective


of leader behavior subordinates organization

Work
Environment

4-44
Contingency or Situational
Leadership Theory
It attempts to explain the appropriate
leadership style based on the leader,
followers, and situation. It holds that there
is no universal approach to leadership;
rather, effective leadership behavior
depends on situational factors that may
change over time. Current leadership
depends on three variables: the leader,
the led, and the situation
Situational Leadership Model

This approach to leadership by Hersey


and Blanchard -describes
“how leaders should adjust their
leadership style in response to their
subordinates evolving desire for
achievement, experience, ability &
willingness to accept responsibility”.
Situational Model of
Leadership
(High)
High Relationship High Task
and and
Relationship Behaviour

Low Task High Relationship

Low Relationship High Task


and and
Low Task Low Relationship

(Low) (Low) Task Behaviour (High)


Fiedler’s Contingency Model of
Leadership
Style
Of
leadership

Task-
directed
-

Human
Relations

- I + Very
Very unfavorable favorable favorable
un favorable
Favorableness of the situation

4-65
Fiedler’s Contingency Model of
Leadership

Leader-member
relations
3
Variables of
Task structure
Situational
Favorableness.
Position power
The Future of Leadership
Theory
 Transactional Leaders
 Transformational Leaders
 Charismatic Leader
Transactional Leader

Leaders who determine what


subordinates need to do to achieve
objectives, classify those
requirements and help subordinates
become confident they can reach their
objectives
Transformational Leader

Leaders who, through their personal


vision and energy, inspire followers
and have a major impact on their
organizations also called charismatic
leaders.
Phases of Transformation
Process
1. Recognizing need
for change.

2. Create a new vision.

3. Manage Transition

4. Institutionalize
the change.
Weber’s Charismatic
Leadership
Influence based on follower
perceptions that the leader is
endowed with the gift of divine
inspiration or supernatural qualities
Charisma and Leadership
It is the capacity to be heroic and
colourful. It steers the emotions of
people and capture their heart and
minds. Charismatic leadership can be
disadvantageous and dangerous
because people abdicate
responsibility and put on their leader
to take care of every problem.
Common Characteristics
 Self-confidence
 Vision
 Ability to articulate
 Strong convictions
 Out of the ordinary behavior
 Perceived as change agents
 Environmentally sensitive
Self
Verbal Confidence
Skills Moral
Inspires
Visionary Conviction
Trust

Charismatic
Self High Risk
Promoting Leader Orientation
Characteristics

High Energy
Empowers
Action
Others
Orientation
Minimum Relational
Internal Power
Conflict Base
Strategies to Develop
Charismatic Qualities
Develop visionary skills

Practice being candid

Develop warm, positive,


humanistic attitude.

Develop an enthusiastic,
optimistic, energetic personality.
Ethical Charismatic Unethical
Leader .
Charismatic Leader
 Uses power to serve  Uses power only for
others personal gain or impact
 Aligns vision with  Promotes own personal
followers needs and vision
aspirations  Censures critical or
 Considers and learns opposing views
from criticism  Demands own decision
 Stimulates followers to be accepted without
think independently & to question
question the leaders  One way communication
view
 Open, two way
communication
Ethical Charismatic Unethical
Leader .
Charismatic Leader
 Coaches, develops, 
and supports Insensitive to
followers; shares followers needs
recognition with
others  Relies on convenient,
 Relies on internal external moral
moral standards to
satisfy org & societal standards to satisfy
interests
self-interests
Team

Two or more people who interact with


and influence each other toward a
common purpose. Each member of
the team has a shared responsibility
for getting the job done.
Types of Teams
 Formal and Informal Teams
 Command Team
 Committee
 Task Force or Project Team
 Self-Managed Teams
Group & Team
Comparison
Work Group Work Team
Share Information Goal Collective Performance

Neutral Synergy Positive


(Sometimes Negative)

Individual Accountability Individual & mutual

Random and Skills Complementary


Varied
Characteristics of Teams
 Leadership Roles
 Team Norms
 Team Cohesiveness
Leadership Roles
 Enhanced Performance
 Increased Awareness and Choice
 More Focus and Integration
 Rationale Innovation and Risk
Taking
 Conducive Team Atmosphere
Team Norms

These are assumptions and


expectations about how members of a
group will behave. Norms can be
carried over from society or it can be
particular to a group or team.
Team Cohesiveness
It is the degree of solidarity and positive
feelings held by individuals toward their
group or team. Ways to Improve
cohesiveness:
 Introduce Competition
 Increase Interpersonal Attraction
 Increase Interaction
Create Common Goals and Fates
Stages of Team
Development
 Forming
 Storming
 Norming
 Performing
 Adjourning
Team Roles

 Driver (Develops ideas, directs & Innovates)


 Planner (Estimates needs, plans strategies &
Schedules)
 Enabler (The fixer – manages resources, promotes
ideas & negotiates)
 Executor (The producer, co-ordinates & maintains
the team)
 Controller (Records, audits & evaluates progress)
Driver’s Characteristics

Driver

Developer Director Innovator


Planner’s Characteristics

Planner

Strategist Estimator Scheduler


Enabler’s Characteristics

Enabler

Resource Promoter Negotiator


Manager
Executor’s Characteristics

Exec

Producer Coordinator Maintainer


Controller’s Characteristics

Controller

Auditor Monitor Evaluator


Human Resource
Management
It can be defined as the effective
selection and utilization of employees
to best achieve the goals and
strategies of the organization, as well
as the goals and needs of employees.
Challenges to HRM

Technology Change

Govt. Diversification
Interference

HRM

Competition Globalization

Workforce Diversity
Organization Chart of HRM
Function

Vice President
HRM

Director Director Director


Director Director
HR Research Employee Compensation
Staffing HRD
& Planning Relations & Benefits
A Human Resource
Management Department
Vice President of Personnel/Human
Resource Management

Employment Wage & Salary Labor Relations


Division Division Division
Job Analysis Job Analysis Collective bargaining
Human resource Job Evaluation Legal grievances
planning Wage/salary Suggestion plans
Recruitment surveys Contracts
Interviewing
Testing Training & Employee Benefits &
Placement Development Division Services Division
Resignations
Organizational need Health services
Terminations
analysis Insurance
Records
Career planning Safety
Development & training Recreation facilities
Appraisal Pensions
Primary HRM Functions
 Human Resource Planning
 Equal Employment Opportunity
 Staffing (Recruitment and Selection)
 Compensation and Benefits
 Employee Relations
 Health, Safety and Security
 Human Resource Development
Secondary HRM Functions
 Organization/Job Redesign
 Performance Management
 Performance Appraisal
 Research and Information Systems
Human Resource Planning

The processes of planning, developing,


implementing, administering and
performing ongoing evaluation of
recruiting, hiring, orientation and
organizational exit, to ensure that the
workforce will meet the organization's
goals and objectives
Equal Employment
Opportunity
These activities are intended to satisfy
both the legal and moral responsibilities
of the organization through the
prevention of discriminatory policies,
procedures, and practices.
Human Resource
Development
It can be defined as a set of systematic
and planned activities designed by an
organization to provide its members
with the opportunities to learn
necessary skills to meet current and
future job demands.
Compensation and Benefits

The processes of analyzing, developing,


implementing, administering and
performing ongoing evaluation of a total
compensation and benefits system for
all employee groups consistent with
human resource management goals
Health, Safety and Security
The processes of analyzing, developing,
implementing, administering and
performing ongoing evaluation of
programs, practices and services to
promote the physical and mental well-
being of individuals in the workplace
and to protect individuals and the
workplace from unsafe acts, unsafe
working conditions and violence
Employee Relations
The process of analyzing, developing,
implementing, administering and performing
ongoing evaluation of the workplace
relationship between employer and employee
(including the collective bargaining process
and union relations), in order to maintain
effective relationships and working
conditions that balance the employer's needs
with the employees' rights in support of the
organization's strategic objectives
Recruitment

It is the process of finding and attracting


capable applicants for employment
Recruitment: Challenges
and Constraints
 Strategic and Human Resource Plans
 EEO Legislation
 Recruiter Habits
 Environmental Conditions
 Job Requirements
 Costs
 Incentives
 Organizational Policies
Recruitment Channels
 Internal Recruitment Channels
 External Recruitment Channels
Internal Recruitment
Channels
 Job-Posting Programs
 Departing Employees
External Recruitment
Channels
 Walk-ins and Write-ins
 Employee Referrals
 Advertising
 Sate employment Agencies
 Private Placement Agencies
 Professional Search Firms
 Educational Institutions
External Recruitment
Channels
 Professional Associations
 Labour Organizations
 Military Operations
 Govt Funded and Community Training
Programs
 Temporary Help Agencies
 Leased Employees
 International Recruiting Agencies
Selection

The selection process is a series of


specific steps used to decide which
recruits should be hired. The process
begins when recruits apply for
employment and ends with the hiring
decision
Steps in Selection Process
 Receipt of Applications
 Employment Tests
 Selection Interview
 Reference and Background Checks
 Medical Evaluation
 Supervisory Interview
 Realistic Job Previews
 Hiring Decision
Types of Interviews
 Unstructured Interviews
 Structured Interviews
 Mixed Interviews
 Behavioral Interviews
 Stress Interviews
Orientation or Socialization

A program designed to help employees


fit smoothly into an organization, also
called socialization.
HRD Functions
 Training and Development
 Organization Development
 Career Development
HRD Process
 Need Assessment
 Design Phase
 Implementation
 Evaluation
T & D Approaches
 On the Job Training
 Off-the Job Training
On-the Job Training
 Job Instruction Training
 Job Rotation
 Apprenticeships
 Coaching
Off-the Job Training
 Lecture
 Video Presentation
 Role Playing
 Case Study
 Simulation
 Laboratory Training
 Programmed Learning
Performance Appraisal

It is the process by which organizations


evaluate individual job performance. It
can be
 Informal Appraisal
 Formal Appraisal
Advantages of Performance
Appraisal
 Personal Improvement
 Compensation Adjustments
 Placement Decisions
 Training and Development Needs
 Career Planning and Development
 Staffing Process Deficiencies
 Job Redesign
 Equal Employment Opportunities
 Feedback to Human Resource
Outcomes of Performance
Appraisal
 Promotions
 Transfers
 Demotions
 Separations
Planned Change

The systematic attempt to redesign an


organization in a way that will help it
adapt to changes in the external
environment or to achieve new goals.
Velocity of Change

“While change and uncertainty have


always been a part of life, what has been
shocking over the last years has been
both the quantum and suddenness of
change”
Model for an Organization’s
Environment
Macro or Far Environment

Near or Operating
Economic
Technological Environment
Factors
Factors Partners
Customers

Clients ORGANIZATION

Suppliers
Political
Social Competitors Factors
Factors
Brain Teaser

“It is not the strongest of the species


that survives, nor the most
intelligent, but rather the one most
responsive to change”
Charles Darwin
Forces for Change
 New Technology
 Workforce
 Competition
 Economic Shocks
 Social Trends
 World Politics
Sources of Resistance
 Organizational Culture
 Self Interests
 Force of Habit
 Fear of Unknown
 Economic Threats
 Resource Allocation
Lewin’s Process of Change
 Unfreezing
 Changing
 Refreezing
Types of Planned Change
 Structural Change
 Technological Change
 Human Change
 Combined Change
Approaches to Planned
Change
Change in Organization Redesign
Decentralization,
Structure Modification of Work Flow

Techno- Redesign of Structure Improved


Change Structural and Work Operations Organizational
Agent Change Performance

Change in Redesign of Work


Technology Operations

Change in Changes in Skills,


Attitudes, Expectations,
People Perceptions
Techniques or Methods of
Organizational Change
 Mergers and Acquisitions
 Re-organization
 Restructuring
 Right-Sizing
The Creative Process
 Generation of Ideas
 Problem Solving or Idea Development
 Implementation
Prescriptions for Fostering
Organizational Creativity
 Develop an Acceptance of Change
 Encourage New Ideas
 Permit more Interaction
 Tolerate Failure
 Provide Clear Objectives and the
Freedom to achieve them
 Offer Recognition
Overcoming Resistance to
Change
 Education and Communication
 Participation
 Negotiation
 Facilitation and Support
 Manipulation and Co-operation
 Coercion
Operations Management

The management activity that includes


planning, production, organizing
resources, directing operations and
personnel and monitoring system
performance.
Operations Management
System
Feedback

Inputs Outputs
Raw materials, Product/ Transformation Control Products,
human resources, Service Process Processes services, &
capital (land, Design &
Facilities other (pollution)
buildings,
equipment),
technology
information.
Types of Operation
Function
 Manufacturing Operations
 Non-manufacturing or Service
Operations
Types of Manufacturing
Operations
 Make to Stock Producers
 Make to Order Producers
 Assemble to Order Producers
Production Management
Methods
 Job Shops
 Repetitive or Process Manufacturing
 Batch Manufacturing
Productivity

It is the measure of how well an


operations system functions and
indicator of the efficiency and
competitiveness of a single firm or
department.
Customer’s Competitive
Priorities
 Pricing
 Quality Level
 Reliability
 Flexibility
Designing Operations
Systems
 What to Produce
 How much to Produce
 How to Produce
 Whom to Produce
 Who and What will Produce
Inventory Management

The process of maintaining and


controlling supply of raw materials,
work in process and finished goods in
an organization to meet its
operational need efficiently and
effectively
Inventory Management
Techniques
 ABC Inventory System
 Economic Order Quantity
 Just in Time Inventory System
Just in Time Inventory
System
The system in which production
quantities are ideally equal to delivery
quantities, with material purchased
and finished delivered just in time to
be used also known as Kanban.
Important Elements of JIT
 A set Uniform Production Rate
 A Pull Method of Coordinating Work
Centers
 Purchasing and Producing in small lots
 Quick, inexpensive setups
 Multi-skilled workers and flexible
facilities
Important Elements of JIT
 High Quality Levels
 Effective Preventive Maintenance
 Continual Work Improvement
Economic Order Quantity

The ordering quantity at which


Ordering Cost is equal to Carrying
Cost and total cost is minimum
Total Quality Management
It integrates fundamental management
techniques, existing improvement efforts,
and technical tools under a disciplined
approach focused on continuous
improvement
Key Issues in TQM
 The Cost of Quality
 A Cultural Change
 Mechanism of Change
 Implementation
 Management Behavior
Benefits of TQM
 Greater Customer Loyalty
 Market Share Improvements
 Higher Stock Prices
 Reduced Service Cost
 Greater Productivity
 Higher Prices
Benchmarking
It is the continuous process of comparing
a company’s strategy, products and
processes with those of world leaders and
best-in-class organizations in order to
learn how they achieved excellence and
then setting out to match and even
surpass it.

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