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i - Deals with motivation & management, it is based on following
three beliefs.
a)? × i-(It refers to the emotional orientations people hold with respect of outcomes)
Management must discover what employees values.
b)?  i- (Employee has different expectations & levels of confidence about what they
are capable of doing) Management must discover what resources, training or supervision
employees need.
c)? ½ 
 i- (The perception of employee whether they are capable of doing)
Management must ensure that promises of rewards and fulfilled & that employees are
aware of that.

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1.? ^umans inherently dislike working & try to avoid it if they can
2.? Because people dislike work they have to be coerced or controlled by Management
3.? Average employees wants to be directed
4.? People don͛t like responsibility
5.? Average humans need security at work
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1.? People view work as being as natural as Play & Rest
2.? Provided people are motivated, they will be self directing to the aims of the
organization. Control and punishment are not the only mechanisms to make people
work
3.? Job satisfaction is key to engaging employees and ensuring their commitments
4.? People learn tom accept & seek responsibility
5.? People are imaginative & creative. Their ingenuity should be used to solve problems at
work

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‰ong-term employment ʹ collective decision making ʹ individual responsibility ʹ slow evaluation
& promotion ʹ informal control ʹ moderate specialized career paths - & a holistic concern for
the employee. Including employees family etc. effect people performance at work

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Managers to avoid ͞The activity Trap͟ , getting so involved in their day-to-day activities that they
forgot their main purpose or objective. All employees should be encouraged to participate in the
strategic planning process, and setting goals in order to successfully implement project plans
1.? )'Principles are
a.? Cascading of organization goals and objectives
b.? Specific objectives for each member
c.? Participative decision making
d.? Explicit time period, and
e.? Performance evolution and feedback
2.? )'also introduced the, $- method
a.? Specific
b.? Measurable
 c.? Achivable
d.? Realistic
e.? Time- method
5.? ) 
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Benchmarking method is used for professionalizing the organization/Processes. It is systematic
comparison of organizational process and performance to create new standards or important
processes
1.? There four types Benchmarking Methods
a.? Internal ʹ Between business units & departments
b.? Competitive ʹ between competitors
c.? Functional - between similar processes within industry
d.? Generic ʹ between unrelated industries
2.? Typically benchmarking involves following stepsi-
a.? Scope defining
b.? Choose benchmarking partners
c.? Determine measurement method, units, indicators & data collection methods
d.? Data collection
e.? Analysis of discrepancies
f.? Present the result and discuss implications/improvements of goals
g.? Make improvement plans or new procedures
h.? Monitor progress and plan ongoing benchmark.

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Brainstorming method is a semi-structured creative group activity, used most often in ad-hoc
business meetings to come up with new ideas for innovation or improvement. The idea behind
it is that a group people can achieve a higher (Synergy) level of creativity than a sum of the
participants separately.
Rules for conducting Brainstormingi
1.? Participants should be encouraged to come up new ideas, however wide they opinions are
(that is why it is also called war room).
2.? Ao judgment should be passed on any idea until end of the session, weather positive or
negativei and
3.? Participants should be encouraged to built on each other͛s ideas, creating unlike
combinations and talking each one in unequal directions
Brainstorming is most effective to generate lot of ideas in a short timeframe.

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? Physiological needsi These are very basic needs such as Air, water, food, sleep etc. when
these are not met we feel sickness, irritation, discomfort etc. These feeling motivate us
to alleviate them as soon as possible.
? Safety needsi These have to do with establishing stability & consistency in a chaotic
world.
? ‰ove & Belonging Aeedsi ^uman has a desire to belong to groups such as work groups,
club groups, religious groups, family etc.
? Self Esteem level Aeedsi ‰evel 1- Physiological needs , ‰evel 2- Safety needs, ‰evel 3-
Belonging need, ‰evel 4 ʹ Self-Esteem Aeed, ‰evel 5 ʹ Self Actualization Aeed.
There two types of Esteem needsi
a.? First is self esteem which results from competency or mastery of tasks.
 b.? Second, there͛s the attention & recognition that comes from others. This is similar
to the belongingness level of need hierarchy; however, wanting admiration has to
do with the need for power.

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People are influenced by two factore
1.? Motivation factorsi Satisfaction and psychological growth is a motivation factors, these
factors includei
a.? Achievement
b.? Recognition for achievement
c.? Responsibility for task
d.? Interest in the job
e.? Advancement in the higher level tasks
f.? Growth
2.? ^ygiene Factorsi Dissatisfaction is the result of hygiene factors, these factor include
a.? Working conditions
b.? Quality of supervision
c.? Salary
d.? Status
e.? Security
f.? Company
g.? Job
h.? Company policy and administration
i.? Interpersonal relationship

1.? ^igh hygiene + ^igh motivationi Employees satisfied and motivated(Ideal Solution)
2.? ^igh hygiene + ‰ow motivationi Employees have fewer complaints, but not motivated
3.? ‰ow hygiene + ^igh motivationi Employees have high complaints, though complaints
4.? ‰ow hygiene + ‰ow motivationi worst situation.

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The essence of the TOC approach is that if you want more of a goal, you must
a.? Identity your Constraints
b.? Focus on Constraintsi A company must first know its goals and necessary conditions for
achievement. Then it must clarify constraint(s), that is/are limiting the level of
achievement that goal.
c.? Follow it throughi i.e. that is monitor constraint and take actions to manage them.

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RCA Structured step-by-step technique that focuses on finding the real cause of a problem and
dealing with that, rather than continuing to deal with the symptoms.
a.? What happened
b.? Why it happened
c.? What can be done to prevent it from happening again
Root cause is one of most basic or fundamental causes of the condition that we are concerned
with, since conditions are usually affected by many causes (Physical conditions, ^uman
behavior, Behavior of system or processes), several root causes are found.
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Contingency theory is similar to situation theory in that there no simple one right way or best
way of organizing/leading. An organizational/leadership style that is effective in some situations
may not be successful in others, it depends on many constraints.
Four important ideas of Contingency Theory of
1. There is no universal or one best way to manage
2. The design of organizations & its subsystems must fit with the environment
3. Effective organizations not only have a proper fit with the environment but also between the
subsystems.
4. The systems of an organization are better satisfied when it is properly designed and the
management style is appropriate both to the tasks undertaken and nature of work group.

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According to the model, the effectiveness of decision depends upon a number of aspects of the
situationi
a.? The importance of the decision quality
b.? The amount of decision acceptance
c.? The amount of relevant information processed
d.? The likelihood that subordinates will accept an autocratic decision
e.? The likelihood that subordinates will cooperate in trying to make good decision if
allowed to participate
f.? The amount disagreement among subordinates with respect to their preferred
alternatives.

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The theory states that it is a mistake to focus on leadership attributes that manager to bring to
the office, such as analytical thinking, working with ambiguity. Rather effective leaders know
how to connect this leadership attributes with the leadership results.
a.? Effective leadership = Attributes X Results
b.? Ulrich offers four criteria for judging whether managers are indeed focused on achieving
results.
1.? Balanced ʹ results balance the major dimensions of the
organizations(Employees, Customers, investors) ignoring no one
2.? Strategic ʹ Results link strong to the strategy of the firm͛s and it competitive
position,
3.? ‰asting ʹ Results meet both short term and not scarifying long term goals
4.? Selfless ʹ Results support the whole enterprise and transcend the managers
personal gain.
c.? Executives should actually deliver results for employees, organizations, customers,
Investors.

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The Kaizen method is continuous improvements is an original Japanese management concept.
Kaizen Philosophy lies behind many Japanese management concepts, such as Total Quality
Control, Quality Control Circles etc. Key elements of Kaizen are Quality, effort and involvement
of all employees, willingness to change, and communication.
1)? The foundation of the Kaizen method consists of 5 elementsi
a.? Teamwork
 b.? Personal discipline
c.? Improved morale
d.? Quality circles, and
e.? Suggestions for improvement
2)? Out of this 3 ʹ key factors in K Arise
a.? Elimination of waste and inefficiency
b.? Good housekeeping and discipline
c.? Standardization

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 +7 %14 ʹpoints of managementi
The 14- points of Management are
1.? Create consistency of purpose for improvement of product and services
2.? Adopt the new philosophy (regulations representing obstacles must be removed by
organizations)
3.? Cease dependence on mass inspection (quality must be designed and built into the process,
preventing the defects rather than attempting to detect and fix them after they have
occurred)
4.? End the practice of awarding the business on the basis of price tags alone
5.? Improve consultancy and forever the system of production and service
6.? Institute training( at all levels)
7.? Adopt and institute leadership (Managers should lead not supervise)
8.? Drive out fear (to encourage people express ideas and ask questions)
9.? Break down barriers between staff areas (encourage teamwork)
10.?Eliminates slogans, exhortations, and targets for the work force( problems with quality and
productivity are caused by the system, not individuals, posters and slogans generate
frustration and resentment)
11.?Eliminate numerical quotas/targets (in order to meet targets, people will produce defective
products and reports
12.?Remove barriers that rob people of pride of workmanship (individual performance reviews
are a great barrier to pride of achievement)
13.?Encourage education and self improvement for everyone (continuous learning for everyone)
14.?Take action to accomplish the transformation (commitment on the part of top management
and employees is required)

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Five step approaches to the BPR model to redesign the organizational processes in order to
achieve drastic improvement of current performances in cost, services and speed arei
1.? Develop the business vision and process objectives
2.? Identify the business processes to be redesigned
3.? Understand and measure the existing processes
4.? Identify IT leavers
5.? Design and built a prototype of the new processes

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It is strategic approach and performance management system that enables organizations to
translate a company͛s vision and strategy into implementation working from 4 perspectivesi
 1.? Financial perspective ʹ how should we appear to our stakeholders, to succeed financially
2.? Customer perspective - how should we appear to our customers, to achieve our vision
3.? Business perspective - what business processes must we excel, to satisfy our stakeholders &
customers
4.? ‰earning and growth perspective ʹ how will we sustain our ability to change and improve to
achieve our vision

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EVM is an integrated program management technique that integrate total work (Scope) ,
Technical performance requirements (Quality), and resource planning (Cost), while taking Risk
into consideration. All work (scope) is planned, budgeted and scheduled in time phased
͞planned value͟ (PV) increments constituting a Performance Measurement Baseline.
1.? BAC = Budget At the Completion of the total job
2.? PV = work scheduled at budgeted cost or resources effort
3.? EV = work performed at Budgeted cost or resource effort
4.? AC = work performed at actual cost or actual resource effort
5.? Schedule Variance (SV) = EV/PV
6.? Cost Variance = EV-AC
7.? Schedule performance Index (SPI) = EV/PV
8.? Cost Performance Index (CPI) = EV/AC (Resource Utilization Index)
9.? ETC = Estimate to complete the balance Job
10.?EAC = Estimate at Completion of the total job
11.?VAC = Variance at completion = BAC-EAC
12.?TCPI = to complete performance index

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  is a Value Based Management (VBM) that describes how one can
holistically & effectively organize a company, Together these following factors determine the
way in which a corporate operatesi
!? ,×(what does an organization stands for and what it believes in. central beliefs
and attributes)
? , (Plans for the allocation of firms scarce resources, over time, to reach identified
goals, Environment, competition, customers)
£? ,(organizational structure ʹ functional, matrix, or Projectized)
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(The procedures, processes and routines that characterized how important work is
to be donei Financial systems, recruitment systems, promotion and performance appraisal
system, information systems)

? ,(Aumber and types of personal within the organization)
*? , (cultural style of the organization and how key managers behave in achieving the
organization͛s goals)
/? ,.(distinctive capabilities of personal or the organizational as a whole)
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Following seven surprises are most common for new CEO
 1.? You can͛t run the company ʹ if you focus on daily operations
2.? Giving orders is very costly ʹ your position does not confer the right to lead, but to be
involved in defining organizations strategies.
3.? It is hard to know what is really going on
4.? You are always sending message
5.? You are not the Boss, to provide Services/Support
6.? Pleasing shareholders is not the goal, you need manage stakeholders expectations
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The business reputation model has the following 6 drivers of corporate reputation with
subsequent 20 attributes
1.? Emotional appeal
a.? Good feeling about the Company
b.? Admire and respect the Company
c.? Trust the Company
2.? Products and Services
a.? Stands behind Products/Services
b.? Offers high quality Products/Services
c.? Develops innovative Products/Services
d.? Offers Products/Services that are good value.
3.? Vision and ‰e3adership
a.? ^as excellent leadership
b.? ^as a clear vision for the future
c.? Recognizes/Takes advantage of market opportunities
4.? Workplace environment
a.? Is well managed
b.? ‰ooks like a good company to work for
c.? ‰ook like it has good employees
5.? Financial performance
a.? Record of profitably
b.? ‰ooks like low risk investment
c.? Strong perspective for future growth
d.? Trends to outperform its competitors
6.? Social Responsibility
a.? Supports good causes
b.? Environmentally responsible
c.? Treats people well