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Management It is a social human function directed at desired goal accomplishment It is a dynamic force or element to integrate all other input resources like men, money materials etc Management is an important input resource to achieve desired goals of any organization
Chapter 1: Introduction
Management(contd..) Henry Fayol: To manage is to forecast and plan, to organize, to command, to coordinate and control. F.W.Taylor: Management is knowing exactly what you want people to do, and then seeing that they do it is the best and the cheapest way. M.P.Follet: Management is the art of getting things done through the people
Chapter 1: Introduction
Management(contd..) Stoner and others: Management is the process of planning, organizing, leading, and controlling the work of organization members and using all organizational resources to reach stated organization goals. R.W.Griffin: Management is a set of activities (including planning and decision making organizing leading, and controlling) directed at as organization s resources (human financial, physical, and information with the aim of achieving organization goal in an efficient and effective manner.
Chapter 1: Introduction
Characteristics of Management i. Process: It is engaged in certain inter related activities to achieve the desired goals. Planning, organizing, leading and controlling functions of management are interrelated ii. Goal oriented: It always deals with accomplishment of the goals of the organization Goal can be profit, survival, growth, service, market share, leadership. Goal should be SMART
Chapter 1: Introduction
Characteristics of Management(contd..) iii. Social process: management is a social process as it involves the utilization of human resources It is also a group activity because management requires group or joint effort of the people. iv. Efficiency and Effectiveness: efficiency is getting things right and effectiveness is doing the right things Management get the job done effectively and efficiently to best utilize resource and there by to meet goals.
Chapter 1: Introduction
Characteristics of Management(contd..) v. Dynamic Environment: management operates in a dynamic environment. It adopts to changing environment for goal accomplishment forces in the environment are PEST VI. Decision making: Management process involves decision making at all levels The quality of alternatives which a manager selects determines the organization's performance, and the future of the organization
Chapter 1: Introduction
Other characteristics of management Management is both science and art Management is a profession The principles of management are of universally application Management is situation based Management is a unifying force Management is multi disciplinary Management is intangible
Chapter 1: Introduction
Function of management i. Planning: It is the foundation area of management Planning is unending course of action It is on the process of thinking before doing It means the determination of what is to be done, how where it is to be done, who is to do it and how results are to be evaluated. Planning as a managerial function is setting goals and deciding how best to achieve them It discovers alternatives It is always time bound Depending on the conditions, a company may have to alter its course of action in accomplishing certain goals. This kind of preparation, arrangement is known as strategic planning Here they should have a study of strengths and weaknesses, opportunities and threats
Chapter 1: Introduction
Function of management(contd..) ii. Organizing: Through this process, management will now determine the inside directorial configuration; establish and maintain relationships, and also assign required resources It is essential for performing staffing, directing and controlling functions Management determines the division of work according to its need It also has to decide for suitable departments to hand over authority and responsibilities. Organizing involves; Defining task required to achieve goal Grouping the task in development Designing the structure Establishing authority and responsibility for each position Coordinating tasks to achieve harmony of efforts Creating channels of communication
Chapter 1: Introduction
Function of management(contd..) iii. Staffing: It is hiring and assigning people to carry out tasks. It involves the followings: Manpower planning to determine employees requirement Preparation of an inventory of existing people Job analysis to determine job description and job specification Acquiring, developing, utilizing and maintaining people Transfer, promotion, termination and layoffs
Chapter 1: Introduction
Function of management(contd..) iv. Directing: Working under this function helps the management to control and supervise the actions of the staff This helps them to assist the staff in achieving the company s goals and also accomplishing their personal or career goals which can be powered by motivation, communication, department dynamics, and department leadership They come about with prize and incentive programs based on job performance and geared in the direction of the employees requirements It is very important to maintain a productive working environment, building positive interpersonal relationships, and problem solving
Chapter 1: Introduction
Function of management(contd..) v. Controlling: includes establishing performance standards which are of course based on the company s objectives It is monitoring, comparing, and correcting organizational performance toward goal achievement The controlling processes is unending process or say continuous process This process includes: Establishing standards (what should be done) Measuring actual performance (what really was done) Finding and analyzing deviations (how much and why difference) Taking corrective actions
Chapter 1: Introduction
Managerial roles A role is an organized set of behaviors. Managerial roles refer to the expected behavior pattern of managers Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
Chapter 1: Introduction
Managerial roles(contd..) Interpersonal roles: Managers assume these roles to develop good human relations. In interpersonal role, managers develop contacts and build relationship with people inside and outside the organization. Such relationships can be formal or informal.
Chapter 1: Introduction
Interpersonal roles(contd..) The various interpersonal roles are as follow: i. Figurehead role: In the figurehead role, the manager represents the organization in all matters of formality It deals with ceremonial and symbolic activities such as greetings, taking visitors to dinner, attending ribbon-cutting ceremonies, chairing board meeting etc.
Chapter 1: Introduction
Interpersonal roles(contd..) ii. Leader role: The leader role defines the relationships between the manger and employees It deals with leadership, motivation and human resource management A manager should formally or informally show subordinates how to do things and how to perform under pressure
Chapter 1: Introduction
Interpersonal roles(contd..) iii. Liaison role: In the liaison role, the manger interacts with peers and people outside the organization The top level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work.
Chapter 1: Introduction
Informational role The informational roles link all managerial work together. Managers receive information from outside and inside the organization The various informational roles are as follows: i. Monitor role: In the monitor role, the manager receives and collects information In this role, a manager actively seeks information that may be of value. The manager attempts to be well informed as much as possible
Chapter 1: Introduction
Informational role(contd..) ii. Disseminator role: In the role of disseminator, the manager transmits special information into the organization The top level manager receives and transmits more information from people outside the organization than the supervisor.
Chapter 1: Introduction
Informational role(contd..) iii. Spokesperson role: In the role of spokesperson, the manager disseminates the organization's information into its environment Thus, the top level manager is seen as an industry expert, while the supervisor is seen as a unit or departmental expert.
Chapter 1: Introduction
Decisional roles: decisional roles make significant use of the information They refer to decision making to solve problems. These roles are well acted on the basis of informational roles. Such roles emerge from day to day activities The various decisional roles are as follows:
i. Entrepreneurial role: It deals with risk taking and experimentation. It is concerned with planning and initiating change within the organization manager acts as the voluntary initiator of change.
Chapter 1: Introduction
Decisional roles(contd..) ii. Disturbance handler role: In the disturbance handler role, the manger deals with threats to the organization In this role, managers take corrective actions for unexpected disturbance like strikes, natural disaster, and copyrights infringements, energy shortages Managers respond to crisis situation
Chapter 1: Introduction
Decisional roles(contd..) iii. Resource allocator role: In the resource allocator role, the manager chooses where the organization will expend its efforts It deals with managerial functions of allocating resources to different units and subordinates. As resource allocator, the manager decides how resources are distributed and with whom he or she works most closely
Chapter 1: Introduction
Decisional roles(contd..) iv. Negotiator role: It deals with negotiation inside or outside the organization In this role, manager enters into negotiations with other groups or organizations as a representative of the organization Manager may negotiate a union contract, an agreement with a consultant or a long-term relationship with suppliers
Chapter 1: Introduction
Importance of management there are no underdeveloped countries, there are under managed countries the low rate of economic growth of underdeveloped counties is not due to dearth of capital, but it is due to the dearth of the managerial talents.
Chapter 1: Introduction
Importance of management(contd..) Effective acquisition and utilization of resources Environmental adaptation Goal achievement Problem solving Performance control Social responsibilities Other importance; It integrates various functions and interests. It provides stability and innovation It is a tool of personality development.
Chapter 1: Introduction
Managerial hierarchy \ Levels of management The term managerial hierarchy stands for the arranged managerial positions in the organization. The hierarchy in the organization runs in order of rank from top management to the lowest level of management Each level or position in the hierarchy has a distinct level of authority and responsibility
Chapter 1: Introduction
Types or levels of managers/management On the basis of level: i. Top mangers: They are also known as executive manager or simply executives and work at upper level of manager hierarchy op mangers are composed of a comparatively small group of people. They are responsible for the overall management of the organization They formulate operating policies and guide the whole employees of the organization towards the accomplishment of organizational goals Typical title or job mangers are CEO, President, Vice president, MD, GM, and DGM.
Chapter 1: Introduction
Major functions of top managers To determine overall organizational objectives policies, strategy. To set up appropriate organizational structure. To appoint key manager at middle and lower level. To develop master plan in functional areas. To mobilize input resources of the organization To provide overall leadership and management To exercise overall effective control in the organization. To officially represent the organization to the external environment by meeting government official, executives of other organizations
Chapter 1: Introduction
ii. Middle Managers They lie between top and lower managers They work at middle or tactical level of management Middle management probably occupies the largest group of manager in most organization they are superior to lower level managers and direct the activities of lower-level management, and sometimes those of operating employees as well They execute plans and policies formulated by top management Common middle manger title is plant manger, operation manager, divisional head, plant superintendent, and departmental manager
Chapter 1: Introduction
Functions of middle manager To play the role of linking pin between top and lower managers To implement strategy, policies and plans formulated by top managers To prepare departmental plans, assign duties and responsibilities for implementation To set operational goal To maintain interdepartmental coordination To appoint supervision staff To supervise and control the activities of lower mangers. To provide suggestion and make recommendation for performance improvement
Chapter 1: Introduction
Lower manager: They are also known as operating/ first line/ front-line or supervisory managers The lowest level it the organization at which individuals are responsible for carrying out day-to-day activities is called management and employees working at this level is called lower mangers. They work within various units or work groups They hold entry-level management portion They are subordinates to middle mangers. They direct non-management employees They do not supervise other mangers They supervise and coordinate the activities of operating employees only Common titles for lower mangers are supervisor, unit head, etc.
Chapter 1: Introduction
Function of lower managers To implement operational plans To prepare day-to-day work schedule for operating employees To supervise and control operative staffs To create conducive working environment To maintain discipline To make arrangement for machinery tools, etc and ensure right maintenance To report performance and problems of operative staffs to middle mangers.
Chapter 1: Introduction
On the basis of function Another major classification of managers depends on the function/scope of activities they perform According to Stoner and others, there are two types of mangers under this category: i. Functional mangers ii. General Manager
Chapter 1: Introduction
i. Functional mangers: the functional manager is responsible for only one functional area, such as production, marketing, finance, etc These mangers are functional specialists ii. General Manager: The general manger oversees a complex unit, such as a company, a subsidiary, or an independent operating division He is responsible for all activities of that unit, such as its production, marketing, finance, etc small company may have only one GM, but a large organization may have several. Each will head a relatively independent division
Chapter 1: Introduction
On the basis of legitimate power i. Line manager: Managers who are directly in the chain of command are called line managers They are directly responsible for achieving organizational goal They enjoy legitimate power They can make decisions in their respective field of activities
Chapter 1: Introduction
ii. Staff managers: Managers who provide expertise, advice and support for line mangers are called staff mangers They do not belong to formal chain of command They assist line managers in legal and financial matters
Chapter 2: Organization
Organization An organization is a social group which distributes tasks for a collective goal Organization is the foundation upon which the whole structure of management is built. It is the backbone of management Organizations are human associations There are a variety of legal types of organizations, including: corporations, governments, non-governmental organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and universities From a process-related perspective, an organization is viewed as an entity is being (re-)organized, and the focus is on the organization as a set of tasks or actions From a functional perspective, the focus is on how entities like businesses or state authorities are used From an institutional perspective, an organization is viewed as a purposeful structure within a social context
Chapter 2: Organization
Definition of Organization from .. Robins: An organization is a consciously coordinated social unit composed of two or more people those functions on a relatively continuous basis to achieve a common goal or set of goals. Griffin: Organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals. Chester I. Bernard: organization is a system of consciously coordinated activities of two or more persons Amitai Etzioni: Organization is planned units, deliberately structured for the purpose of attaining specific goals
Chapter 2: Organization
Features of Organization There should be two or more people and perform various function Organizations are goal oriented. They are created to achieve common goals. Organizations have continuity Organizations use technology to transform inputs into out puts Organizations have structures Organizations are open system Organizations are of many types: business, government, service, unions, international, poli tical, cultural, etc. Organizations have several level- top, middle, lower as well as differentiated functions An Organization is managed by its leader
Chapter 2: Organization
Formal and Informal Organization Formal Organization: Is defined to the well defined jobs each bearing a definite measure of authority, responsibility and accountability. Thus a formal organization is created through a coordination of efforts of various individuals. It is defined by organizational structure It is shown in organizational chart. According to Koontz and Weitirich- Formal organization means the intentional structure of roles in a formally organized enterprise
Chapter 2: Organization
Characteristics of formal organization It is deliberately created by management It is created to accomplish predetermined goals It is based on division of work and job specialization Authority-responsibility of every position is clearly defined Communication channel is through scalar chain Members are guided by formal policies, plans, rules and procedures. It has long life in terms of continuity Much emphasis is placed on efficiency, discipline, conformity, consistency and control It is slow in adapting in environmental changes.
Chapter 2: Organization
Informal organization Refers to relationship between people in an organization based on personal attitude, emotions, prejudices, likes and dislikes etc. According to Chester Barnard: Informal organization is any joint personal activity without conscious joint purpose, although contributing to joint results.
Chapter 2: Organization
Characteristics of informal organization It is unplanned and spontaneous. It is based on common interest, attitude and work related needs. It results from human interactions or social relationship. It has no written plans, policies, rules and procedures It is guided by customs, conventions culture, group norms, values and belief. Its membership is voluntary It quickly adapt the environmental change It has tendency to resist changes within the group. The communication is through grapevine or informal channel.
Chapter 2: Organization
Characteristics of informal organization(contd..) It coexists with the formal organization Its primary focus is person It has informal system of reward and punishment Its goals are not well-defined and consistent Power in informal organization is given by group members rather than delegated by manager They do not have well defined tasks; nor they divided and subdivided The relationship is interpersonal not impersonal
Chapter 2: Organization
Advantages of informal organization Provides sense of belonging and security to members Acts as a safety valve for emotional problems Members get help on the job from one another Serves as an important channel of communication Social control through group norms is possible Authority of members can be kept under check Reduces need for close supervision by management Employees reaction about proposed managerial actions can be known in advance
Chapter 2: Organization
Disadvantage of informal organizations Resistance to change Rumor spreading Interference on management decision Group think philosophy Role conflict and sub-optimization
Chapter 2: Organization
Reasons for emergence or need for informal organization To fulfill social security, affiliation, esteem, etc. To work in close proximity with group. To share view with people with similar social, cultural, economic, etc. composition To interacts with others.
Chapter 2: Organization
Organization structure An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment According to Stoner- organizational structure is the way in which an organization s activities are divided, organized and coordinated An organization can be structured in many different ways, depending on their objectives
Chapter 2: Organization
Types of organization structure i. Line organization ii. Line and staff organization iii. Functional organization iv. Matrix organization v. Committee
Chapter 2: Organization
Line organization/scalar structure/military organization Characteristics Oldest form of organization There is direct and fixed line of authority between superior and subordinate Authority flows from top to down in the organizational hierarchy It entitles a manager to direct the work of subordinates one employee has only one boss
Line organization
Line organization
Chapter 2: Organization
Merits of Line organization Simple to design and easy to understand Authority-responsibility relationships are clear and definite Unity of command Managers can make prompt decision within the limits of their authority This structure is less expensive because staff specialists are not required More flexible on such environment change Easy to fix responsibility to each staff
Chapter 2: Organization
Demerits of Line organization Tends to be rigid and inflexible Centralization of authority at the top can lead to autocratic behavior Superiors are overburdened with diverse jobs Nepotism and favoritism prevail due to control of activities Generally one way communication from top to bottom Lack of expert advice can lead to waste of resources Sub optimization emerges because every department works for its own interests.
Chapter 2: Organization
Line and staff organization Line and staff organization is characterized by both line and staff position. A line portion is a position in the direct chain of command that is responsible for the achievement of an organization s goal. Line functions directly contribute to goal accomplishment. It contains the power to make and execute decision. A staff position is intended to provide expertise, advice and support for line positions. Staff functions contribute indirectly to goal accomplishment.
Chapter 2: Organization
Characteristics of Line and staff organization It combines both line and staff positions. The line position hold decision making power whereas staff position hold advisory power Staff specialists think and line manager acts It provides balance of work to line members
Chapter 2: Organization
Merits of Line and staff organization Staff specialists provide expert advice and services Decision making becomes more effective and specialized It is based upon planned specialization Staff experts do not disturb the scalar chain of command and authority. So discipline and stability can be maintained Work load can be balance because staff members take care of information collection and detailed job analysis Staff specialists can be added to the line structure when necessary Staff specialists provide opportunities for development and advancement to line members as the expert advice help to improve performance
Chapter 2: Organization
Demerits of Line and staff organization Staff members tend to interfere with line authority to get their advice implemented Lack of coordination between line and staff members may lead to confusion Line members may become over dependent on staff members for decision making Staff members may lack practical knowledge Expensive because two sets of employees are needed Greater chance of conflict, rivalry and jealousy Misunderstanding and misinterpretation could pervade
Chapter 2: Organization
Functional organization Functional organization is a type of organizational structure that uses the principle of specialization based on function or role It allows decisions to be decentralized since issues are delegated to specialized persons or units, leaving them the responsibility of implementing, evaluating, or controlling the given procedures or goals Thus a functional organization, in which everyone engaged in one functional activity such as marketing or finance, is grouped into one unit F. W. Taylor-father of scientific management-originally developed the concept of functional structure It is most commonly used by small size organization
Functional organization
Chapter 2: Organization
Characteristics of functional organization Organizational members are grouped into functional departments It focuses on specialization as every manager concentrates on a particular function Establish definite relationship between divided units It focuses only on organizational functions such as marketing, finance, rather than the basic managerial functions such as planning or controlling A subordinate refers to multiple bossed for different functions
Chapter 2: Organization
Merits It facilitates work specialization It allows coordination within function Specialists managers increase efficiency increase in operational efficiency It makes supervision easier since each manager must be expert in only a narrow range of skills Makes easier to mobilize specialized skills and bring them to bear where they are most needed Facilitates career progression within functional areas Overburden of work is reduced
Chapter 2: Organization
Demerits It can be difficult to get quick decision because functional manager has to report to top authority problems and difficulties of multiple command It is often harder to determine accountability and judge performance because a subordinate is related to his functions in all department It is more complicated in operation lack of well-defined responsibility There can be self-centered narrow departmental focus
Matrix organization
Chapter 2: Organization
In a matrix organization, each project manager reports directly to the vice president and the general manager Since each project represents a potential profit centre, the power and authority used by the project manager come directly from the general manager both the functional and divisional chain of command are implemented simultaneously so that both of these overlay each other in different departments Each reports to two bosses, which means that there are two chains of command. The matrix structure is particularly useful which organization wants to focus resources on producing one or two or few particular products or projects
Chapter 2: Organization
Characteristics of matrix structure Goal: Emphasis in product/market Influence: Matrix manager & functional head Promotion: By functional or into matrix managers Budgeting: By matrix organization project Reward: By special functional skill & performance
Chapter 2: Organization
The advantages of a matrix include: Individuals can be chosen according to the needs of the project. The use of a project team which is dynamic and able to view problems in a different way as specialists have been brought together in a new environment. Project managers are directly responsible for completing the project within a specific deadline and budget.
Chapter 2: Organization
Dis-advantages of Matrix Organization A conflict of loyalty between line managers and project managers over the allocation of resources. Projects can be difficult to monitor if teams have a lot of independence. Costs can be increased if more managers (ie project managers) are created through the use of project teams.
Self confidence
Chapter 2: Organization
Coordination or coordinating Coordination is the act of coordinating, making different people or things work together for a goal or effect It is the essence of all management functions It is the responsibility of all managerial levels Stoner and Others: Coordination is the integration of the activities of the separate parts of an organization to accomplish organizational goals W. H. Newman: Coordination deals with synchronization and unifying the actions of a group of people towards common objectives.
Coordination or coordinating
Chapter 2: Organization
Features/nature of coordination Coordination is an ongoing continuous process. It is a dynamic concept It is a conscious and deliberate effort it is performed at all levels of management It provides unity of action for harmonization of efforts to achieve goals It is goal-oriented Cooperation is voluntary It integrates activities of individuals and department It can also occur among people working at different organizations
Chapter 2: Organization
Responsibility and authority
Responsibility Responsibility is the obligation to accomplish the goals related to the position and the organization It arises from the superior-subordinate relationship It is person specific Manager s primary responsibilities are to examine tasks, problems, or opportunities in relationship to the company's short-and long-range goals
responsibility If You refuse to take responsibility, You are nowhere in the organization
Chapter 2: Organization
Responsibility and authority(contd..) Characteristics of responsibility It is an obligation to perform job It arises from superior-subordinate relationship It is person-specific It is assumed and cannot be delegated It flows upward in the hierarchy It is corresponding with authority It can be continuing or one-shot obligation
Chapter 2: Organization
Responsibility and authority(contd..)
Authority Authority is the right to give orders and power to exact obedience Authority may be defined as the power to make decisions, which guide the actions of another Authority is seen as the legitimate right of a person to exercise influence or the legitimate right to make decisions, to carry out actions, and to direct others For example, managers expect to have the authority to assign work, hire employees, or order merchandise and supplies
Authority
Misusing authority leads to damage
Chapter 2: Organization
Characteristics of authority It is the legitimate right to give orders It is the right to make decisions and use research It can be delegated to subordinates. It can be added, reduced and withdrawn It is related with the portion in the organizational hierarchy It is specified in the job description of employee It is maximum at the top level and minimum at the bottom level of management Use of the authority is determined by personality factor of the possessor Use of authority may control the negative aspects or behavior Authority can be line authority, staff authority or functional authority It is goal oriented
Chapter 2: Organization
Difference between authority and responsibility i. Meaning: authority is a legitimate power to give order whereas Responsibility is an obligation to obey order ii. Nature: authority is position-specific whereas Responsibility is person-specific iii. Flow: authority flows downward whereas responsibility flows upward iv. Delegation: authority can be delegated; added, reduced and withdrawn whereas Responsibility cannot be delegated. It cannot be greater than authority. v. Life span: authority is continuous with position whereas Responsibility comes to end after job performance vi. Accountability: authority is continuous with position whereas Responsibility has implied accountability for satisfactory vii. Source: In case of authority, source is law of contract, acceptance by subordinates whereas source is superior subordinate relationship.
Chapter 2: Organization
Organizational chart An organizational chart is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs An organizational chart of a company usually shows the managers and sub-workers who make up an organization It also shows the relationships between directors : managing director chief executive officer: various departments G. R. Terry: Organizational chart is a chat in a diagrammatical form which shows important aspects of an organization including the major functions and their respective relationship, the channel of supervision, and the relative authority of each employee who is in charge of respective function.
Chapter 2: Organization
Top-Down Organization Chart
Chapter 2: Organization
Form/types of organization chart I. Top Down chart: Here, major functions are at the top with subordinate functions in successive lower portions It is widely used It is simple to use and understand
Chapter 2: Organization
ii. Horizontal
Chapter 2: Organization
I. Left to right/horizontal chart: Here, the highest positions are put at the left and those decreasing authority moves towards the right II. Circular chart: Here, the highest position is put at the center and other positions are clustered around it Positions of less authority are more distinct from it.
Defining Motivation
Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
This is a true story. Some years ago the following exchange was broadcast on an Open University sociology TV programme.
An interviewer was talking to a female production-line worker in a biscuit factory. The dialogue went like this:
Interviewer: What do you do? Production Lady: I take packets of biscuits off the conveyor belt and put them into cardboard boxes. Interviewer: Have you always done the same job? Production Lady: Yes.
Interviewer: Do you enjoy it? Production Lady: Oooh Yes, it's great, everyone is so nice and friendly, we have a good laugh. Interviewer (with a hint of disbelief): Really? Don't you find it a bit boring? Production Lady: Oh no, sometimes they change the biscuits...
Well, your horse has a virus. He must take this medicine for three days. I'll come back on the 3rd day and if he's not better, we're going to have to put him down.
Nearby
the pig listened closely to their conversation.
Come on buddy, get up or else you're going to die! Come on, I'll help you get up. Let's go! One, two, three...
Unfortunately, we're going to have to put him down tomorrow. Otherwise, the virus might spread and infect the other horses.
Conditions of and reactions to equity comparisons: Feeling equitably rewarded. Maintain performance and accept comparison as fair estimate. Feeling under-rewarded try to reduce inequity. Change inputs by trying harder or slacking off. Change outcomes by demanding a raise. Distort the ratios by altering perceptions of self or of others. Leave situation by quitting the job. Change comparisons by choosing another object person.
According to this theory individuals are motivated if they believe that: There is a positive correlation between efforts and performance, Favorable performance will result in a desirable reward, The reward will satisfy an important need, The desire to satisfy the need is strong enough to make the effort worthwhile.
Leadership
leadership
Leadership
Influence others to move in a positive direction is leadership
Leadership
L=f(L,F,S) Leadership is the function of leader, follower and situation
Leadership
Edison's famous saying: "I have not failed. I've just found 10,000 ways that won't work. When his factory was burned down, with much of his life's work inside, Edison said: There is great value in disaster. All our mistakes are burned up. Thank God we can start anew."
Leadership
A leader works with two things: a job and a group. You can always tell when a leader succeeds, because: 1. The job gets done. 2. The group holds together Frank was elected patrol leader. That same week, the patrol had a job cleaning up an old cemetery. It was Frank's first leadership position, and he wanted it to go right. In his daydream he could see the Scoutmaster praising him for the great cleanup job. So when Saturday morning came, Frank and the patrol went over to the cemetery, and Frank started to get the job done. He hollered. He yelled. He threatened. He called them names. He worked like a tiger himself. It was a rough day, but the cemetery got cleaned up. Frank went home sort of proud, sort of mad, and very tired. "How'd things go, Frank?" the Scoutmaster asked a few days later. "Good." "No problems?" "No." Frank wondered what he meant by that. "Oh! Well, a couple of the boys in your patrol asked me if they could change to another patrol. I thought maybe something had gone wrong...."
Leadership
Leaders should be aware of risks
Leadership
Leadership is thinking about other s needs
Leadership
What is leadership? The ability to influence a group toward the achievement of goals It involves determining the course, giving orders and instructions, and providing supervision "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen. "effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals."
Leadership
Establishing direction and vision for the organization Aligning people through communications and actions that provide direction Motivating and inspiring by satisfying needs Produces useful change and new approaches to challenges
Activity
Creating an agenda
Management
Planning and budgeting, allocating resources Organizing and staffing, structuring and monitoring implementation Controlling and problem solving Produces predictability and order and attains results
Executing plans
Outcomes
Leadership Theories
Trait Theory
explored the question of What qualities distinguish an individual as a leader? This idea that leadership is based on individual attributes is known as the trait theory of leadership.
Trait Theories
Leadership Traits: Traits: Ambition and energy The desire to lead Honesty and integrity Self-confidence Self Intelligence Job-relevant knowledge Job-
Trait Theories
Limitations:
No universal traits that predict leadership in all situations. Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
Behavioral Theories
Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.
salary Is related to those who do mental work Salary includes monetary benefits and allowances is paid for long working period(generally month) Paid to white colored employees It depends on qualification Paid to those who are indirectly linked with manufacturing
wages Related to those who do physical work It includes basic+DA (dearness allowance) Paid for days, hours, quantity of work load Paid to blue colored employees Not depend on qualification Paid to production team, those who are directly linked with the product manufacturing activities
question
This sentense contains two mistakes. What are the mistakes? The first mistake is the spelling of "sentense". The second mistake is that there is only one mistake.
Time wage system can be; Multiple time plans multiple time plans as an improvement over the time wage system. Under this plan, the worker is paid a day rate up to a standard production and a higher day rate if this standard is exceeded. b. Measured day work: This is a developed form of multiple time plans. Here, a careful study is made of each and every operation to determine a fair base rate by evaluating its characteristics and requirement and rating these in terms of percentage. The characteristics, which may be considered, are skills required; responsibility involved; mental application required; physical application required; working conditions etc.
Chapter 5:introduction to industrial relations According to; Dale Yoder: Trade union is continuing longterm association of employee, formed and maintained for specific purpose of advancing and protecting the interest of members in their working relationship
Chapter 5:introduction to industrial relations iii. Political function They can exert political power to fulfill their demands from the management and government Affiliating the union to a political party, collecting donations, seeking the help of political parties
Chapter 5:introduction to industrial relations iv. Social functions Educating the customers
Chapter 5:introduction to industrial relations Union structure i. Craft unions: it is vertical, whose members do same type of work. Workers have specialized skills and trainings ii. Industrial union: it is vertical. All skilled and unskilled are combined iii. General union: formed in particular region iv. Federations: combination of all who affiliate
Chapter 5:introduction to industrial relations ii. Contract negotiation: Both parties meet at the bargaining table. Union delivers a list of demand to management. The negotiation continues formally. It results in an oral agreement.
Chapter 5:introduction to industrial relations iii. Agreement: The oral agreement is converted into written agreement. iv. Union rectification: The union negotiators submit the agreement for approval from their associated members. Upon acceptable, the agreement becomes a contract.
Chapter 5:introduction to industrial relations v. Contract administration: Union members and management are informed about the contract. Thereafter, it is implemented and monitored.
Chapter 5:introduction to industrial relations S: Spot the hazard A: Assess the risk F: Fix the problem E: Evaluate the results
Chapter 5:introduction to industrial relations Accident (safety problems and remedies): The major factor causing safety and health Issues is accident Accident is an unintentional or unexpected happening that results in injury, damage, harm or loss.
Human interaction: It is a mutual action which concerns each of two or more persons Human Interaction Management (HIM) is a set of management principles, patterns and techniques complementary to Business process management. HIM provides processbased support for innovative, adaptive, collaborative human work and allows it to be integrated in a structured way
What is group? Two or more individuals, interacting and interdependent who have come together to achieve a common goal
Classification of groups
Chapter 6: Human behavior and conflict management Negotiation may be day to day/managerial negotiations, Commercial Negotiations, Legal Negotiations Styles of Negotiation are Co-operative Style, Competitive Style and Problem-solving Style
shy, timid or insecure indifferent to the topics being discussed bored feeling superior distracted by pressing issues outside the meeting having trouble understanding the topic under discussion in conflict with other group members