HUMAN FACTORS

Multiplicity of Roles
No Average person; People are different
Personal dignity of people
Consideration of the whole person
Motivation
 LEADERSHIP
Dynamic process whereby one individual
in a group is not responsible for the
group’s result, but actively seeks the
collaboration & commitment of all the
group members in achieving group goals
IMPORTANCE
Securing Co-operation
Creating Confidence in the minds of employees
Providing good working conditions
 TYPES
Based on Authority
Aurocratic
Democratic / Participative
Laissez – Faire
Benevolent
Supportive
Based on Continuum
Authoritarian to Democratic
Based on Managerial Grid
Improvised style
Country club style
Produce or Perish style
Middle-of-the-road style
Team style
 COMMUNICATION
Process of transmitting ideas, facts,
opinions & feelings to others
Mutual interchange process – Sender &
Receiver
 PROCESS
Sender / Source
Message
Encoder
Channel
Receiver
Decoder
Understanding
Feedback
Noise
 FORMS
Based on Communication
Downward
Upward
Horizontal
Diagonal
Based on Channel
Formal
Informal
Based on Expression
Written
Oral
Non - verbal
 BARRIERS
Lack of Planning
Fear or Emotions
Poor Listening
Timing
Loss of transmission
Unclarified assumptions
Distrust or Threat
Overloading of Information
 CONTROLLING
Process of Checking, Regulating, Verifying
or making adjustments to keep things on
track.
NATURE & CHARACTERISTICS
Planning & Controlling are closely related
Controlling is forward looking
Controlling is goal oriented
Controlling should be flexible
Controlling should be flexible
Controlling should be economically realistic
Controlling Should be participative
Controlling enables to make quick actions
 IMPORTANCE
Controlling is the basis for future action
Controlling is helpful to achieve goals
Controlling copes with uncertainty
Controlling facilitates Decentralisation
Controlling facilitates co-ordination
Improves morale & job satisfaction
Facilitates Supervision
 BASIC PROCESS
Establishing Standards
Quantitative Standards
Qualitative Standards
Measure Actual Performance
Compare Actual Performance against
Standards
Take corrective actions
 BENCH MARKING
Process of identifying, learning & adopting
outstanding practices & processes from
any organisation anywhere in the world to
help an organisation to improve its
performance.
TYPES
Internal
Competitive
Functional
Generic
 TOOLS / TECHNIQUES
Traditional
BUDGETORY CONTROL
– Functional Budgets
– Transaction types
– Activity types
– Time Interval Basis
NON BUDGETORY CONTROL
– Personal Observation
– Statistical Data
– Special Reports & Analysis
– Break even Analysis
– Operational Audit
– Logical Control System
– Ratio Analysis
Modern
Management Audit
Return on Investment
Responsibility Accounting
Network Techniques
Management by Exception
MANAGEMENT INFORMATION
SYSTEM
Computer based user machine system
Integrated system
Needs a database
Decision Support System
Expert system