Professional Documents
Culture Documents
MANAGEMENT
FOR
DIPLOMA IN HOTEL
MANAGEMENT & CATERING
TECHNLOLGY
COMPILED
BY
SANGESH
SYLLABUS
UNIT I
UNIT II
INTRODUCTION
DEFINITION OF THE TERM MGT
NATURE OF MGT
MGT VS ADMINISTRATION
LEVELS OF MGT
AREAS OF MGT
PRODUCTION MGT
INVENTORY MGT
FIFO,LIFO
FINANCIAL MGT
MARKETING MGT
PERSONAL MGT
PERSONNEL MGT
SKILL OF MANAGER
HUMAN SKILL
TECHNICAL SKILL
CONCEPTUAL SKILLS
ROLE OF MANAGER Distinguish
between managers & Executive.
EVOLUTION OF MANAGEMENT
THOUGHT
UNIT IV
PLANNING (MEANING)
IMP OF PLANNING
STEPS IN PLANNING
MBO PROCESS & BENEFITS.
ORGANIZING (DEFINITION)
PROCESS
PRINCIPLES OF ORGANIZATION
SCALAR PRINCIPLE
DEPARTMENTATION
UNITY OF COMMAND
SPAN OF CONTROL
UNIT V
MOTIVATION
THEORIES
LEADERSHIP
STYLES OF LEADER AND
LEADERSHIP QUALITES.
FORMAL & INFORMAL LEADERS.
THEORIES
CONTROLLING
PROCESS OF CONTROL
MGT OF EXCEPTION
UNIT I
COMMUNICATION
BARRIERS
DECISION MAKING
Meaning to our future work experience and careers as managers or other professional careers we
may choose.
Make us become effective manager who will be able to help the organization achieve a high level of
thus making good decision about appropriate solution and utilizing organizational resources effectively to
implement these solutions.
Enable us to assess the future, make plans for it, thus acting as good planners.
To be responsible and accountable for employees to be in the same track towards accomplishment of
organizational goals.
DEFINITION OF MANAGEMENTS, ORGANIZATION AND MANAGERS.
a)
MANAGEMENT:
Earlier definition by Mary Parker Follet Management scholar as:
The art of getting things done through people
Stoner
The process of planning, organizing, leading and controlling the efforts of an organization
member and of using all other organizational resources to achieve stated organizational goal.
Holt
The process of planning, organizing, leading and controlling resources in an organization.
Management is merging quality and variety with cost that is providing unlimited variety of
goods, better quality and at lowest price level to the customers.
Management is defined as a process of identifying problems and threats and taking care of
these problems and threats in such manner that ultimately these turn out into opportunities
which could benefit the organization in accomplishment of its objectives.
1.
2.
3.
4.
5.
6.
(ii)
English concepts: management is the higher-level system and it has more power
than administration.
(iii)
Basis
of
Administration
difference
1.
Meaning
2.
Purpose
3.
Nature
4.
Decisions
5.
Scope
6.
Usage
7.
Features
affecting
decisions
8.
Relationship
9.
Function
10.
Concerned
11.
Level
12.
Influence
13.
Concerned
14.
Involvement
15.
Skills
16.
Management
Management is to translate threats
into opportunities.
Management aims at achieving predetermined objectives.
Management is an execution or
doing function.
Management decides who will do
the function and how he will do it,
where he will do it.
The term management is more
applicable at middle level and
lower level of management.
Management is generally used with
reference to business enterprises.
Management decisions are mainly
influenced by the target of
enterprise.
Management is related with the
workers
and
employers
of
organization.
It is an executive or doing function.
It
concerned
with
the
implementation of policies.
It is largely a middle and lower
level function.
Managerial decisions are influenced
mainly by objectives and policies of
organization.
It is a activity concerned with
directions of human efforts in the
executions of plans.
Directing and organizing are main
functions involved in it.
Technical and human skills used
mainly in business organization.
Managing
director,
general
manager, sales manager, branch
manager etc.
Top management
Middle management
Supervisory or operating management
Intermediate management:
Intermediate or upper middle management comprises departmental or divisional
heads.
E.g. works manager, marketing manager, finance manager etc.
It is also known as departmental or functional management. Every divisional head is
the overall uncharged of one particular division or department. He is accountable for the
performance of his division or department to the chief executive. He performs the usual
managerial functions of planning, organizing, staffing, directing and controlling in relation to
one department. He coordinates and controls the activities of all personal working in different
branches of his department.
Middle management:
Middle management consists of all sectional heads.
E.g. plant manager, area sales manager, branch manager, office manager etc.
These executives serve as a link between intermediate or top management and the
operating management.
Function:
(i)
To interpret and explain the plans and policies formulated by top management.
(ii)
To control the operating performance.
(iii)
To cooperate among themselves so as to integrate the various activities of
department.
(iv)
To train, motivate and develop supervisory personal.
(v)
To lay down rules and regulations to be followed by supervisory personnel.
Supervisory or operating or first-line management:
This is the lowest level of management in an organization. It consists of supervisors,
foremen, sales officers, and purchase officers etc. supervisors and operating managers
maintain close contacts with rank and file workers and supervise day-to-day operations. They
are concerned with the mechanics of jobs.
Function:
1. To plan day-to-day production with is the goals laid down by higher authorities.
2. To assign jobs to workers and to make arrangements for their training and
development.
3. To issue orders and instructions.
4. To supervise and control workers operations and to maintain personal connection with
them.
5. To arrange material and tools is maintain machinery.
6. To advice and assist workers by explaining work procedures, solving problems etc.
7. To maintain discipline and good human relations among workers.
8. To report feedback information and workers problems to the higher authorities.
PRODUCTION MANAGEMENT
Planning, implementation, and control of industrial production processes to ensure smooth
and efficient operation. Production management techniques are used in both manufacturing
and service industries.
Production management responsibilities include the traditional five M's: men and women,
machines, methods, materials, and money.
Managers are expected to maintain an efficient production process with a workforce that can
readily adapt to new equipment and schedules. They may use industrial engineering
methods, such as time-and-motion studies, to design efficient work methods. They are
responsible for managing both physical (raw) materials and information materials (paperwork
or electronic documentation). Of their duties involving money, inventory control is the most
important. This involves tracking all component parts, work in process, finished goods,
packaging materials, and general supplies.
The production cycle requires that sales, financial, engineering, and planning departments
exchange informationsuch as sales forecasts, inventory levels, and budgetsuntil detailed
production orders are dispatched by a production-control division. Managers must also
monitor operations to ensure that planned output levels, cost levels, and quality.
INVENTORY MANAGEMENT
Inventory is a list for goods and materials, or those goods and materials themselves, held
available in stock by a business. It is also used for a list of the contents of a household and
for a list for testamentary purposes of the possessions of someone who has died. In
accounting inventory is considered an asset.
Inventory management is primarily about specifying the size and placement of stocked
goods. Inventory management is required at different locations within a facility or within
multiple locations of a supply network to protect the regular and planned course of production
against the random disturbance of running out of materials or goods.
The scope of inventory management also concerns the fine lines between replenishment
lead time, carrying costs of inventory, asset management, inventory forecasting, inventory
valuation, inventory visibility, future inventory price forecasting, physical inventory, available
physical space for inventory, quality management, replenishment, returns and defective
goods and demand forecasting.
Other definitions of inventory management from across the web:
Involves a retailer seeking to acquire and maintain a proper merchandise assortment while
ordering, shipping, handling, and related costs are kept in check.
Systems and processes that identify inventory requirements, set targets, provide
replenishment techniques and report actual and projected inventory status.
Handles all functions related to the tracking and management of material. This would include
the monitoring of material moved into and out of stockroom locations and the reconciling of
the inventory balances. Also may include ABC analysis, lot tracking, cycle counting support
etc.
Management of the inventories, with the primary objective of determining. controlling stock
levels within the physical distribution function to balance the need for product availability
against the need for minimizing stock holding and handling costs.
In business management, inventory consists of a list of goods and materials held available in
stock.
An inventory can also be a self examination, a moral inventory.
FIFO and LIFO accounting Methods: are means of managing inventory and financial
matters involving the money a company ties up within inventory of produced goods, raw
materials, parts, components, or feed stocks.
FIFO stands for first-in, first-out: meaning that the oldest inventory items are recorded as
sold first.
LIFO stands for last-in, first-out: meaning that the most recently purchased items are
recorded as sold first. Since the 1970s, U.S. companies have tended to use LIFO, which
reduces their income taxes in times of inflation.
When a merchant buys goods from inventory, the value of the inventory account is reduced
by the cost of goods sold (CoG sold). This is simple where the CoG has not varied across
those held in stock; but where it has, then an agreed method must be derived to evaluate it.
For commodity items that one cannot track individually, accountants must choose a method
that fits the nature of the sale.
Two popular methods which normally exist are: FIFO and LIFO accounting (first in - first
out, last in - first out). FIFO regards the first unit that arrived in inventory as the first one sold.
LIFO considers the last unit arriving in inventory as the first one sold. Which method an
accountant selects can have a significant effect on net income and book value and, in turn,
on taxation. Using LIFO accounting for inventory, a company generally reports lower net
income and lower book value, due to the effects of inflation. This generally results in lower
taxation.
FINANCIAL MANAGEMENT
The management of the finances of a business / organisation in order to achieve
financial objectives
Taking a commercial business as the most common organisational structure, the key
objectives of financial management would be to:
Create wealth for the business
Generate cash, and
Provide an adequate return on investment bearing in mind the risks that the business is
taking and the resources invested
There are three key elements to the process of financial management:
(1) Financial Planning
Management need to ensure that enough funding is available at the right time to meet the
needs of the business. In the short term, funding may be needed to invest in equipment and
stocks, pay employees and fund sales made on credit.
In the medium and long term, funding may be required for significant additions to the
productive capacity of the business or to make acquisitions.
(2) Financial Control
Financial control is a critically important activity to help the business ensure that the business
is meeting its objectives. Financial control addresses questions such as:
Are assets being used efficiently?
Are the businesses assets secure?
Do management act in the best interest of shareholders and in accordance with business
rules?
MARKETING MANAGEMENT
Marketing is an integrated communications-based process through which individuals and
communities are informed or persuaded that existing and newly-identified needs and wants
may be satisfied by the products and services of others.
Marketing is used to create the customer, to keep the customer and to satisfy the customer.
With the customer as the focus of its activities, it can be concluded that Marketing is one of
the premier components of Business Management - the other being Operations (or
Production). Other services and management activities such as Human Resources,
Accounting, Law and Legal aspects can be "bought in" or "contracted out".
Marketing Definition:
Marketing is defined by the American Marketing Association as the activity, set of institutions,
and processes for creating, communicating, delivering, and exchanging offerings that have
value for customers, clients, partners, and society at large. The term developed from the
original meaning which referred literally to going to a market to buy or sell goods or services.
The Chartered Institute of Marketing defines marketing as "The management process
responsible for identifying, anticipating and satisfying customer requirements profitably."
Marketing practice tended to be seen as a creative industry in the past, which included
advertising, distribution and selling.
Traditionally, marketing analysis was structured into three areas: Customer analysis,
Company analysis, and Competitor analysis (so-called "3Cs" analysis). More recently, it has
become fashionable in some marketing circles to divide these further into certain five "Cs":
Customer analysis
Company analysis
Collaborator analysis
Competitor analysis
Analysis of the industry Context.
manager and potential candidates, and follows up with the hiring process to establish the
new hire with the company.
6. Policy Formulation:
Regardless of the organization's size, company policies and procedures must be established
to ensure order in the workplace. These policies and procedures are put in place to provide
each employee with an understanding of what is expected of them.
Similarly, these policies and procedural guidelines will assist hiring managers in evaluating
their employee's performance. These policies can be established company-wide or used to
define each department's function. It is Human Resource's responsibility to collaborate with
department managers on the formulation of these policies and regulations to ensure a
cohesive organization. A common practice is the development and implementation of an
Employee Procedure Manual or Employee Handbook that is either distributed to each
employee at the time of hire or a master copy allocated one to a department.
7.The Human Resources Information Systems:
keeps track of the vast amount of data, a human resources department must have a good
HRIS in place to automate many functions such as planning and tracking costs, monitoring
and evaluating productivity levels, and the storing and processing of employee records such
as payroll, benefits, and personnel files.
It is very important that you, the job seeker, understand how the HR function works
specifically in the area of candidate recruitment.
If you are considering a career in human resources, you can choose to become a Generalist
or a Specialist. Whether a job seeker or a HR professional, research a company well before
applying for a position.
SKILLS OF A MANAGER
In order to have a proper achievement of good and in order to have plan to be
properly worked on a manager must have certain skills such as: (1)
(2)
(3)
Decision making skills: in crucial times a manager should be able to have the ability of
making decisions. These decisions must be effective and practical in use as well.
MANAGERIAL SKILLS:
1. Planning skills: the manager must pass the skills of thinking the skills of analyzing
the environment; it includes what is happening in the society organization and political
system. He must be able to assess or guess the changes in environment, traits
offered by the changes in environment. He must be able to match two sets of
environment on the basis of external and internal analysis.
2. Organizing skills: organizing skill is needed to specify who will achieve what and how
manager must be in a position of identification of specific activities and specific jobs. A
manager must be clear about grouping of various jobs, span of management, type of
relationship to be established between various people and various jobs.
3. Leading skill: leadership is the ability of individual to influence the people.
Recognition of human factor is also included in leading skill of human factor various
leadership track like communication and motivation are also included in the leadership
skills.
4. Technical skills: technical skills refer to the ability and knowledge in using the
equipment, techniques and procedures involved in performing specific tasks. These
skills require specialized knowledge and proficiency in mechanics of a particular job. A
manager must know which skills should be employed in his particular enterprise and
be familiar enough with their potentiality to ask discerning question of his technical
advisors.
5. Human skills: human skills consist of the ability to work effectively with other people.
These are required to win co-operation of others and to build effective work teams.
Human skills are reflected in the way a manager perceives his superiors, subordinates
FIRST-LINE
MANAGEMENT
Conceptual
Human
Technical
MIDDLE
MANAGEMENT
Conceptual
Human
Technical
TOP
MANAGEMENT
Conceptual
Human
Technical
RESPONSIBILITIES OF MANAGER
ROLES OF A MANAGER
There are different types of managerial roles some of them are given below:
1. Figurehead: In this role manager performs symbolic duties required by the status of
his office. Making speeches, bestowing honors, welcoming official visitors, distributing
gifts to retiring employees are examples of such ceremonial and social duties.
2. Leader: This role defines the managers relationship with his own subordinates. The
manager sets an example, legitimizes the power of subordinates and brings their
needs in accord with those of his organisation.
3. Liaison: It describes the managers relationship with the outsiders. A manager
maintains mutually beneficial relations with other organisations, governments, industry
groups etc.
4. Monitor: It implies seeking and receiving information about his organisation and
external events. An example is picking up a rumor about his organisation.
5. Disseminators: It involves transmitting the informations and judgments to the
members of the organisations. The information relates to internal operations and
external environment. A manager calling a staff meeting after a business trip is an
example of such a role.
6. Spokesman: In this role, a manager speaks for his organisation. He hobbies and
depends his enterprise. A manager addressing the trade union is an example.
7. Entrepreneur: It involves initiating changes or acting as a change agent. For example
a manager decides to launch a feasibility study for setting up a new plant.
8. Disturbance handler: This refers to taking charge when the organisation faces a
problem or crises. For example a strike, feud between subordinates, boss of an
important customer. A manager handles conflicts, complaints and competitive actions.
9. Resource allocate: In this role a manager approves budgets and schedules sets
priorities and distribute resources.
10. Negotiator: As a negotiator a manager bargains with suppliers, dealers, trade unions
agents etc.
UNIT II
EVOLUTION OF MANAGEMENT THEORIES
Begin from ancient civilization. Organized management practice in 2000 B.C during
King Hummurabi. Great Pyramid in Egypt, 100,000 workers involve. Egyptian use
mathematical to organize labor, supervise to build within specified design and time.
China Sun Tzu War, touching on strategy, planning and leadership use by military
strategy.
a)
CLASSICAL VIWEPOINT
A perspective on management that emphasizes finding ways to manage work
efficiently. Three different approaches:
a)
b)
c)
1.
Scientific management
Bureaucratic management
Administrative management
SCIENTIFIC MANAGEMENT
Approach that emphasizes findings ways to manage work efficiently. Three different
approaches are:
A) Frederick Winslow Taylor) 1856-1915)
The father of scientific management.
-
Scientifically study each tasks and develop the best method for performing the
tasks.
Carefully select employees, train them by using scientifically developed
method.
Cooperate fully with employees to ensure them using proper method.
Divide work and responsibility. Management will plan work method using
scientific principles and employees are responsible for executing the work
accordingly.
Frederick made use of time and motion study to substantiate his theories and increase
productivity. He divides work into different task. He redesigned the work, improve
production by his principle- management should develop a science for each tasks to
be performed.
B) Henry L Gantt (1861-1919)
Gantt chart graphic aid to planning, scheduling and control.
Management tool that helps managers to schedule their work.
Fayol proposed that management was a common activity to all human beings
who involve in organization. His principles consist of the elements as follows:
1. Division of work. Output can be increased by specialization, making employees more
efficient.
2. Authority. The right or power to give orders to subordinates is authority. Wherever
authority exists, responsibility arises.
3. Discipline.
Employees must obey the organizational rules. Good discipline must
result from an agreement between firm and employees with fairness and clear
understanding of both sides. Penalties can be applied to violations of rule.
4. Unity of Command. Each subordinate should receive orders from one superior.
5. Unity of Direction. Organizational activities that have the same objective should be
guided by one manager, using one plan.
6. Subordination of individual Interests to the General Interest. The interests of one
employee (or group of employees) should not precede over the interests of the
organization as a whole.
7. Remuneration. Employees must be paid a fair wage. Rewards should be used as a tool
of encouragement.
8. Centralization. The degree to which subordinates are involved in decision-making.
Whether the decision is centralized or decentralized is a question of proportion.
9. Scalar Chain. The line of authority from top to the lowest ranks of management.
Communication should go along this chain. To avoid delays, cross communications can
be allowed if agreed by all involved parties.
10. Order. Materials and people should be in right place at right time.
11. Equity. Managers should be kind and fair to their subordinates
12. Stability of Tenure of Personnel. High employee turnover causes inefficiency.
Managers should ensure replacements at hand when vacancies arise.
13. Initiative. The power of thinking out, proposing and executing. Management should
encourage employees to originate and carry out plans. This urging tends to boost levels
of effort.
14. Esprit de Corps. Fostering team spirit is the way to construct harmony and unity among
employees.
Henri Fayol
1841-1925
General administrative theorist
1916
General Principle of Management
Frederick W. Taylor
1856-1915
Scientific management theorist
1911
The Principle of Scientific
Management
Emphasized on technology and
Conclusion
In contrast to The Principles of Scientific Management, introduced in 1911 by Frederick
Winslow Taylor, one of the prominent classical theorists in the concurrent period, which
emphasized on the technology employed by individual workers in order to improve
production efficiency; Fayol underlined all of the elements necessary to organize and
manage a major corporation as a whole.
His main contribution is in the point that he was the first general administrative theorist who
developed the complete theory of management by suggesting what managers should do and
what constitutes good management practices. More than eight decades have passed since
these principles were proposed. As we are moving into the age of rapid industrial and
technological development, you might think these principles are only common sense at
present. It important to understand that it really needs intuition to propose such a significant
idea in the environment where there were no clear boundaries of worker and management
responsibilities, no existence of effective work standard, and no clear concept about how
organizations work and how they should be structured or managed.
Nevertheless, there are some limitations and arguments on certain elements of his proposed
principles. For example, Division of work / specialization, which means dividing jobs into
specialized and repetitive tasks in order to make them as simple as possible. The argument
is that job can become too specialized. When this happens, employees express their
frustrations and boredom by taking the days off, socializing around instead of concentrating
in their own jobs, and ignoring quality of works. At last, efficiency declines.
Another controversy is on Unity of Command principle. While Fayol and many Classical
theorists believed that a subordinate should have only one superior to whom he or she is
directly responsible, contemporary theorists view this principle is logical only when
organizations are comparatively simple.
Yet in some circumstances, Unity of Command causes inflexibility as we can see from matrix
structure, which creates a dual chain of command and totally breaks Fayols rule.
My last example of controversy is related to Authority. Fayol assumed authority was a
power derived from managerial position. This power was the sole source of influence over
subordinates. Therefore, managers were all powerful in every aspect.
This might be true fifty years ago while staff were less important. Nowadays, preceding
conditions no longer exist. Authority from legitimate right is not equal to power, which can be
referred to an individuals capacity to influence decisions. As a result, an exclusive focus on
authority produces a narrow, unrealistic view of influence in organization.
Given the fact that all changes that have taken place in environment for more than eighty
years, some elements of Fayols principles definitely become limited. Though, for most part,
they still provide valuable insights into managing effective and efficient organizations.
FUNCTIONS OF MANAGEMENT
1. Planning:
It is a process of thinking before doing. It involves determinations of goals and the
activities required to be performed to achieve the goals. It consists:
What is to be done?
(i)
How it is to be done?
(ii)
Where it is to be done?
(iii)
When it is to be done?
(iv)
By whom it is to be done?
So planning is a process of shorting out the path for attaining the determined objective
of the business. Over all planning is deciding that in present, what is to do in future.
2.
Organising:
Organizing refers to the way in which work of a group of people is arranged and
distributed among the group members to achieve the objectives of an organisation. As a
function of management organizing refers to the following:
(a)
Bringing together human and non-human resources that
is the work to be done and its distribution in human resources.
(b)
To define and establish authority responsibility relationship for
the achievement of goals.
(c)
Determination of objectives.
(d)
Division of activities into jobs
(e)
Fitting individuals into jobs, and
(f)
Developing relationships.
In conclusion we can say that organizing refers to distribution of work to the superiors and
sub-ordinates and fixing there authorities and responsibilities.
3. Staffing:
Staffing is the process of determining the manpower requirement that could meet the
companys objectives. Staffing is a managerial function of attracting, acquiring,
developing and maintaining the human resources required to achieve the organisation
objective efficiently.
Staffing also involves upgrading of quality/skills of the staff to get higher performance
from then. Personnel department of an organisation looks after the function of staffing.
Staffing usually includes the following activities:
4.
Directing or Leading:
Directing as a function of management is concerned with instructing, guiding and
inspiring people in the organisation to contribute to the best of their capabilities for the
achievement of organizational objectives. As a conclusion directing includes the following:
(a)
Communication: it is the process of passing information and
understanding from one person to another. This process is necessary for
making the subordinates understand what the management expects of them. A
manager has always to tell the subordinates what to do, how to do it and when
to do it. He has to create an understanding in their minds in regard to these
matters.
(b)
(c)
5. Controlling:
Controlling is a process of verifying whether actual performance is in accordance to the
planned performance and to take corrective action wherever required.
It involves comparison of actual performance with the planned performance as to quality,
quantity, time taken etc. and than analyze the deviations and to take corrective measures
to correct the deviations. It involves the following steps:
1.
2.
3.
4.
5.
Establishment of standards.
Measurement of actual performance.
Comparison of actual performance with the planed performance.
Find out deviations.
Taking corrective action.
UNIT III
PLANNING
Planning in organizations and public policy is both the organizational process of creating
and maintaining a plan; and the psychological process of thinking about the activities
required to create a desired goal on some scale. As such, it is a fundamental property of
intelligent behavior. This thought process is essential to the creation and refinement of a
plan, or integration of it with other plans, that is, it combines forecasting of developments with
the preparation of scenarios of how to react to them.
The term is also used to describe the formal procedures used in such an endeavor, such as
the creation of documents diagrams, or meetings to discuss the important issues to be
addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning
has a different meaning depending on the political or economic context in which it is used.
Two attitudes to planning need to be held in tension: on the one hand we need to be
prepared for what may lie ahead, which may mean contingencies and flexible processes. On
the other hand, our future is shaped by consequences of our own planning and actions.
Planning is a process for accomplishing purpose. It is blue print of business growth and a
road map of development. It helps in deciding objectives both in quantitative and qualitative
terms. It is setting of goals on the basis of objectives and keeping in view the resources.
Provides a considered and logical framework within which a business can develop and
pursue business strategies over the next three to five years.
Essentials of planning: Planning is not done off hand. It is prepared after careful and
extensive research. For comprehensive business plan, management has to
1. Clearly define the target / goal in writing.
1. It should be set by a person having authority.
2. The goal should be realistic.
3. It should be specific.
4. Acceptability
5. Easily measurable
2. Identify all the main issues which need to be addressed.
3. Review past performance.
4. Decide budgetary requirement.
5. Focus on matters of strategic importance.
6. What are requirements and how will they be met?
7. What will be the likely length of the plan and its structure?
8. Identify shortcomings in the concept and gaps.
9. Strategies for implementation.
10. Review periodically.
STRATEGIC PLANNING
Definition:
Long range planning focus on the organizing as a whole. It need managers to
considers the organization as a total unit and ask themselves what must be done in
along term to attain organizational goals.
Strategic Management
The process of ensuring that an organization possesses and benefits from the use of
an appropriate organizational strategy.
Strategic Management Process:
Environme
ntal
analysis
- General
- Operating
- Internal
Establishing
organizationa
l direction
- mission
- objective
Strategy
formulati
on
Strategy
impleme
ntation
Strategic
control
Planning helps in forecasting the future, makes the future visible to some extent. It bridges
between where we are and where we want to go. Planning is looking ahead.
1.
Makes the objectives clear and specific: planning clearly specifies the objectives
and the policies or activities to be performed to achieve these objectives in other
words what is to be done and how it is to be done are clarified in planning.
2.
Off setting the uncertainty and change: planning is necessary to look ahead
towards future and to take decisions regard facing the expected changes/requirement
of the future. E.g. before coming of summer session producers started production for
the products to be used in summer.
3.
4.
5.
Leads to economy and efficiency: planning clarifies the work and its method of
doing. Resultantly it reduces confusion and wastage of resources in the form of
thinking at the time of doing. So efficiency of the worker will risen which will further
result economy in production.
6.
Facilitates integration: under planning proper directions as per plane are provided
to the subordinates. Resultantly they all make effort towards the achievement of
preplanned objective. Such co-ordination of sub-ordinates and their departments will
certainly help the organisation in achieving its objective.
7.
8.
9.
10.
11.
12.
DefinitionA management that uses organizational objectives as the primary means of managing
organizations.
- Popularize through the writing of Peter Drucker.
- MBO- strategy has 3 basic parts:
1 Individual within an organization are assigned a specialized set of
objectives that they try to reach during a normal operating period.
These objectives are mutually set and agreed upon by individuals and
their managers.
2 Performances reviews are conducted periodically to determined how
close individual are to attaining their objectives.
3 Rewards are given to individuals on the basis of how close they come
to reaching the goals.
MBO PROCESS:
1 Review
organizational
objective
2 Set
worker
objective
3 Monitor
progress
4 Evaluate
performance
5 Give rewards
of the
DISADVANTAGES
continually Time
consuming
leaving
both
to
organizational goals.
2. ORGANIZING: (also spelled organising) is the act of rearranging elements following one
or more rules.
The first step in implementation of a plan is organizing. Organizing means to break up the
plan of action into smaller activities so that it can be accomplished by a group of people. The
organizing function thus not only determines the persons needed to do a job, but also defines
the job of each position in the organizational hierarchy.
Organizations are groups of people frequently trying to organize some specific subject, such
as political issues. So, even while organizing can be viewed as a simple definition, it can get
as complex as organizing the world's information.
An organization is a group of two or more people that exists and operates to achieve clearly
stated, commonly held objectives. (Straub and Attner, Introduction to Business, Kent
publishing, 2004.p. 9109.)
Organization is a group of people working together in a structured and coordinated fashion to
achieve a set of goals. (Ricky W. Griffin, Management 7th Edition, Houghton Mifflin Book
Company, Boston, USA)
Organization is a systematic arrangement of people to accomplish some specific purpose.
(Stephen P. Robbins and Mary Coulter, Management, 5th Edition, Prentice Hall of India
Ltd)
IMPORTANT OF ORGANIZING
Specialization
Standardization
Coordination
Authority
a)
Specialization:
b)
Standardization:
How?
Description, instructions, rules and regulations to standardize subordinates jobs
success
Application forms will standardize the selection of employees.
On the job training programs will promote standardized skills and reinforce
values to organizations success.
c)
Coordination:
d)
Authority:
Right to make decision and take actions. Various organizations distribute authority
differently.
Centralized organization- top manages make decision, communicate to lower
managers.
Decentralized organization Greater decision making responsibility is given to lower
level managers.
Scalar principle:
Definition: Classical-management rule that subordinates at every level should follow the
chain of command, and communicate with their seniors only through the immediate or
intermediate senior. According to its proponent, the French management pioneer Henri Fayol
(1841-1925), a clear understanding of this principle is necessary for the proper management
of any organization.
The more clear the line of authority from the ultimate authority for management in an
enterprise (CEO) to every subordinate position, the more effective will be decision making
and organization communication at various levels in the organization.
Departmentation (Grouping)
One reason organizations exist is to do things that would be hard for one person to do by
themselves. For example, it's hard to conceive of one person building an office building.
Instead, we have organizations of thousands of people with diverse skills that work together
to build buildings. However, coordinating, controlling and just keeping track of a lot of
individuals introduces its own problems.
The basis on which individuals are grouped into departments and departments into total
organizations.
Approach options include;
1.
2.
3.
4.
5.
Means (Function)
Specific
Types
time
professional bureaucracies:
universities, hospitals
Kinds of
Companies
Strengths
Weaknesses
Ends (Market)
Output
Client
Place
No economies of scale
The big advantage of matrix organizations is that they are great for sharing of information
and enabling people to coordinate their efforts with larger organizational goals and
strategies.
The problem, of course, is that having two bosses can be confusing, and is a situation that is
easily exploited by subordinates, who can pit their bosses against each other. The
subordinates can also be unwitting victims of power struggles among the bosses.
The matrix form works best when one dimension is a permanent affiliation (typically
functional), and the other is a temporary dimension, such as a client project. So a person is,
say, a marketing research analyst, and is presently assigned to the Carnation project, which
will take 6 weeks, and will then be assigned to the R.J. Reynolds project, and so on.
1. Work-flow interdependence.
This refers to the flow of product from person to person as it is being constructed. There are
four kinds of increasingly tight interdependence:
pooled: sharing of resources and consequences only. In other words, the positions
have really nothing to do with each other, they are only interdependent in the general
sense of being part of the same company, so they are funded by the same budget.
sequential: work is fed from one position to the next, like an assembly line
reciprocal: work passed back and forth between a pair of positions/tasks
team: work flows around and through a network of positions, like the ball in a
basketball game.
Now here is the key idea: where work-flow interdependence is critical, rational organizations
try to group tasks/positions together which are more tightly interdependent. That is,
operations which are team-interdependent should be grouped first (i.e., at the lowest levels in
the organization), operations that are reciprocal-interdependent should be grouped second,
and so on. This is illustrated in the figure below, which gives the organization chart of a
hypothetical manufacturing organization.
Counting from the bottom up, the first and second groupings are by work process, the third is
by business function, and the fourth is by output (product). Now think about it in terms of
interdependencies. The tightest interdependencies are between the turning, milling and
drilling operations. These are team or reciprocal interdependencies. So they are the first to
be grouped together (under "General Foreman: Fabricating").
The next tightest interdependencies are the sequential interdependencies between
fabrication and assembly, since first you make the materials, then you assemble them. So
these are grouped together under "Manager: Manufacturing".
There are also sequential interdependencies between the business functions of design
(engineering), manufacturing, and marketing. So at the next level up, we merge all of these
under "Vice-President: Snowblowers".
Above this level, most of the workflow interdependencies are only of the pooled variety: the
snowblower department really has little to do with the frostbite remedy department, except
that they all dip into the same general pool of organizational resources (capital, management
talent, physical assets, etc.).
2. Process interaction.
This refers to consultations among people about how to do things. For example, lawyers in a
corporation consult each other to take advantage of specialized skills and to develop a
common approach to things.
3. Economies of scale.
Groups formed in order to achieve economies of scale. For example, if each department in a
factory has a maintenance person, it may be inefficient because the small departments don't
have quite enough work for a fulltime maintenance person, while the big departments have
too much.
This approach also encourages specialization, as within a central maintenance department
there can be specialists for different kinds of problems.
4. Social considerations
Groups are formed in order to minister to people's social needs. This often leads to functional
groupings because people are comfortable with their "own kind" (as in technical people
prefer technical people, sales types like sales types, etc.).
Often there are individual concerns, like two people who don't get along, the force certain
departments to be placed under other departments, or not placed under certain departments.
UNITY OF COMMAND
The chain of command, sometimes called the scalar chain, is the formal line of authority,
communication, and responsibility within an organization.
The chain of command is usually depicted on an organizational chart, which identifies the
superior and subordinate relationships in the organizational structure.
According to classical organization theory the organizational chart allows one to visualize the
lines of authority and communication within an organizational structure and ensures clear
assignment of duties and responsibilities.
By utilizing the chain of command, and its visible authority relationships, the principle of unity
of command is maintained. Unity of command means that each subordinate reports to one
and only one superior.
SPAN OF CONTROL
In a business of more than one person, unless the business has equal partners, then there
are managers and subordinates. Subordinates are workers controlled by the manager.
A hierarchy describes the structure of the management of the business, from the top of the
company the managing director, through to the shop floor worker, who reports to their
foreman, in a manufacturing business.
The hierarchy of a business is usually best understood by drawing an organisation chart
showing which levels of management and employees report to whom.
A span of control is the number of people who report to one manager in a hierarchy. The
more people under the control of one manager - the wider the span of control. Less means a
narrower span of control.
There are less layers of management to pass a message through, so the message
reaches more employees faster
It costs less money to run a wider span of control because a business does not need
to employ as many managers
A tall organisation has a larger number of managers with a narrow span of control whilst a
flat organisation has few managers with a wide span of control.
A tall organisation can suffer from having too many managers (a huge expense) and
decisions can take a long time to reach the bottom of the hierarchy
BUT, a tall organisation can provide good opportunities for promotion and the manager does
not have to spend so much time managing the staff
Chain of command is the line on which orders and decisions are passed down from top to
bottom of the hierarchy. In a hierarchy the chain of command means that a production
manager may be higher up the hierarchy, but will not be able to tell a marketing person what
to do.
The advantages of hierarchies are:
Helps create a clear communication line between the top and bottom of the business
this improves co-ordination and motivation since employees know what is expected of
them and when.
Hierarchies create departments and departments form teams. There are motivational
advantages of working in teams.
- Departments work for themselves and not the greater good of the business.
Hierarchies can be inflexible and difficult to adjust, especially when businesses need
to adapt to changing markets remember employees do not tend to react well to
change.
UNIT IV
Motivation
INTRODUCTION
MOTIVATION IS THE MOST IMPORTANT CONCEPT IN UNDERSTANDING THE
BEHAVIOUR OF THE INDIVIDUAL.
EVERY ORGANISATION HAS PEOPLE WITH OUTSTANDING ABLITIES WHO PERFORM
BETTER THAN THE OTHERS.
WE TRY TO ANSWER THE QUESTION BY UNDERSTANDING THE MEANING OF
MOTIVATION.
MEANING:
THE TERM MOTIVATION WAS GENERATED FROM THE LATIN WORD MOVERE
WHICH MEANS TO MOVE.
DEFINITION:
MOTIVATION REFERS TO THE WAY IN WHICH URGES (A strong restless desire),
DRIVES, DESIRES, ASPIRATIONS (A cherished desire) NEEDS DIRECT, CONTROL OR
EXPLAIN THE BEHAVIOUR OF HUMAN BEINGS. BY DALTON.
MOTIVATION IS THE WILLINGNESS TO EXERT HIGH LEVELS OF EFFORT TOWARDS
ORGANISATIONAL GOALS, CONDITIONED BY THE EFFORTS ABLITY TO SATISFY
SOME INDIVIDUAL NEED. BY STEPHEN P.ROBBINS.
THE DEFINITION OF MOTIVATION INCLUDES THE FOLLOWING:
THE FACTORS TO INFLUENCE HUMAN BEHAVIOUR ARE PSYCHOLOGICAL,
SOCIOLOGICAL, ECONOMIC AND MANAGERIAL.
THE EFFICIENCY OF SUCH BEHAVIOUR THIS MAY BE TESTED BY THE RESULTANT
ACTION. WHETHER THIS BEHAVIOUR HAS DIRECTED, CONTROLLED OR
IMPLEMENTED THE DESIRED ACTION.
MOTIVATION PROCESS:
UNSATISIFED TENSION DRIVES SEARCH BEHAVIOUR SATISIFACTION OF
NEED REDUCTION OF TENSION.
THEORIES OF MOTIVATION
CONTENT THEORIES
THEORY X & Y.
PROCESS THEORIES:
PORTER-LAWERS MODEL.
EXISTENCE NEEDS
RELATEDNESS NEEDS
GROWTH NEEDS
LEADERSHIP
Leadership in the management scope refers to the art of inducing subordinates to
accomplish their assignments with zeal, devotion and confidence.
Manager, as a
leader, influences his subordinates to work together willingly on related tasks to attain,
and makes them to put their best efforts. Managerial leadership is one of the most
effective tool of handling people to work effectively towards accomplishing the
prescribed objectives.
Leadership is the art or process of influencing people so that they will strive willingly
and enthusiastically toward the achievement of group goal.
Leadership is the relationship in which one person (the leader) influences others to
work together willingly on related tasks to attain goals desired by the leader and/or
group.
IMPORTANCE OF LEADERSHIP
Now-a-days leadership has become an important task of management due to:
FUNCTIONS OF LEADERSHIP
The leader, as a manager, creates the love for work devotion to duty, but also induces
subordinates to work with greater sincerity, zeal and interest with maximum efficiency
and with better understanding. The leader as a manager performs the following four
distinct functions:
DIRECTING
The first function of leadership is to initiate the subordinate to work and give
the desired result.
RESPONDING
Psychologically handle the subordinates for favourably responds to the
call/direction of manager.
REPRESENTING
Represent his own personality in a clear and understandable way, and at the
same time he should represent the subordinates to his own side as they
appear and as they really are.
CONVINCING
Create confidence among his subordinates with regard to his thinking,
approach, and character.
POWER AND LEADERSHIP
Leaders apply power within organization to influence individuals or groups of
employees, peers and managers. However, they do not always have to exercise their
power in order to influence others. There are different forms of power which are
explained as under:
LEGITIMATE POWER
Legitimate power derived from a specific position in the organization
structure and the formal authority vested in it.
REWARD POWER: This form of power derived from the ability to provide valued rewards to
others.
COERCIVE POWER: Power derived from the ability to penalize others.
INFORMATIONAL POWER: Power derived from the ability to control access to important
information.
EXPERT POWER
Power derived from the managers personal skills, technical knowledge, and
experience.
REFERENT POWER
Power derived from the ability to inspire respect, admiration, and loyalty.
CURRENT TRENDS IN LEADERSHIP
Managers in Japanese firms use participative leadership styles and invite
considerable employee involvement in organizational decision to build commitment.
They also promote harmony among organization members by emphasizing personal
relationships rather than maintaining a strictly task orientation. A growing trend in
Japan is the careful design of work groups to substitute for leadership, especially in
technical units such as research-and-development department.
THEORIES OF LEADERSHIP
There are three major theories which are explained as under:
TRAIT THEORIES
According to this approach, certain personal characteristics of individual
(traits) are necessary for a successful leader:
These studies attempted to identify certain traits that distinguish (a) leaders from
followers; and (b) successful leaders from unsuccessful leaders. It is also pointed out
that leaders should have the following traits:
Decisiveness
Clear vision
Deep but correct foresight
Perfect judgment
Perfecting his subordinates
Participative management
Better public contacts
Progressive minded.
Strong desire for power
Prefer independent activity
Dislike detailed
BEHAVIORAL THEORIES
According to this approach, leadership depends upon behaviour and styles of leaders
because it is strongly affected by situations from which leaders emerged and in which
they operate. One leadership style cannot be effective in all organizational settings.
Successful leadership depends on the relationship between organization situation and
leaders style. Basically there are two type of styles of leadership:
Autocratic leader: A leader who tends to centralize authority and to make unilateral
decisions.
Democratic leader: A manager who tends to delegate authority and to encourage
participation in decision making.
According to continuum of autocratic-democratic leader behavior manager, as a
leader, can select from seven behaviors along the continuum from autocratic to
democratic behavior. At one extreme, the leader makes all decisions and tells
employees how to implement the decisions. At the other extreme, the leader allows
employees to make decisions and also allows employees to choose how to meet their
goals. A continuum of autocratic-democratic leader behavior is given below:
LEADERSHIP STYLES:
1.
2.
-
It has been observed above that a manager should also be a good leader. But in actual
practice, every manager is not able to provide the kind of leadership desired by his
subordinates. This gives rise to informal leaders who do not hold any managerial post in
the organisation.
A formal leader, on the other hand, is one who possesses organisational authority to
direct and control the activities of his subordinates. He can issue orders and instructions
to his subordinates by virtue of his formal authority in the organisation. An informal leader
is elected by the management, as in case of a formal leader.
Sometimes, informal leaders become more acceptable to the workers as compared to the
formal leaders. In such a situation, the formal leaders become the position-holders only.
They are not able to achieve the voluntary cooperation of the workers in all matters. It is
also true that a work-group may have different leaders for different purposes. The
members of a work-group may be influenced by one leader while doing their jobs. But as
regards their personal problems, they may go to another leader as far as their reaction is
concerned.
Management often tries to suppress informal leaders. But it should be remembered that
the trouble they cause reflects the desires of the group. If they are suppressed, the
workers may become more antagonistic to management, morale may fall even lower and
new informal leaders may step to the fore.
Therefore, it is better to work with informal leaders. There are many ways in which a
manager can build up good relations with the informal leaders working with him. Among
other things, he can pall necessary information to them first, seek their advice on
technical and human relations problems, and assign them to train other.
CONTROLLING
Definition:
-
Deals with the change, or uncertainty. Plans and goals set by organization
deals with future which is always uncertain and is constantly changing. E.g
market shift, product demand.
Deals with complexity- As organization grow in size and diversity, they become
complex. Control is needed to coordinate activities and accomplish integration.
Deals with human limitation (mistake) e.g wrong forecasts thus it help tosspot
mistake.
Management by Exception
Management by Exception is a "policy by which management devotes its time to
investigating only those situations in which actual results differ significantly from planned
results.
The idea is that management should spend its valuable time concentrating on the more
important items (such as shaping the company's future strategic course). Attention is given
only to material deviations requiring investigation."
It is not entirely synonymous with the concept of exception management in that it describes a
policy where absolute focus is on exception management, in contrast to moderate application
of exception management.
This type of management can be powerful when it is necessary to process lots of data in
order to make managerial decisions. The problem with this policy is that it can result in
myopic behavior.
This behavior implies that lower management shifts its goal from running a successful
business in a real world environment, to feeding centralized auditors and managers with
financial data which will be interpreted as within. In this situation, a company manager might
sell off assets like equipment (vital to long run productivity) in order to manipulate accounting
ratios used in determining exception. Thus, lower management can in some cases dodge
being marked as an exception, to the long term detriment of the plant they are managing.
Management by exception and/or reporting by exception is a process by which top
management is spared from routine, planned, expected and irrelevant information or
situation. However, it initiates feedback and reporting in the event of any extra ordinary
situation or circumstance that would be out of the scope of the junior management as they
still lack the expertise in important strategic matters.
UNIT V
COMMUNICATION
It is the process of exchange of the messages and receiving the response of that
message. The person who sends the messages is known as sender and the person who
receives the message is known as receiver and the response to the message is known as
feed back. Since the feedback requires another message to be communicated by the
sender to the receiver. So communication process becomes a circular process.
Allen Lousis communication is the sum of all the things which one person does when
he wants to create understanding in the mind of another. It is a continuous process of
telling, listening and understanding.
George Terry communication is an exchange of facts, ideas, opinions and emotions by
two or more persons.
In simple words, exchange of ideas/messages, response there off in total is known as
communication. Any method of communication like wordsoral or written, pictures,
graphs, diagrams, etc. may be adopted to communicate. Effective communication is that
communication in which the receiver is understood actually what the sender wants to
convey, and in the same form. Noise is something, which has disturbed the effective
sending and receiving of communication.
Characteristics/features of communication
1.
2.
Two way process: it involves both sending the message and receiving the response
to that message. Communication is not completed unless the receiver of the message
has understood the message and has given his response.
3.
4.
5.
Flows in all directions: communication may flow upward and downward, between
superior and subordinate, horizontally (gang plank) between persons of similar ranks or
diagonally between persons at different levels.
Advantages/Importance of communication
1.
Facilitates planning: while making plans several ideas, problems, suggestions etc.
are communicated for an effective planning system and so communication facilitates
better planning.
2.
Helps in decision making: by providing the required information, needed for making
various decisions communication helps a lot because the quality of decision depends on
the quality of information available with the decision maker.
3.
4.
5.
6.
7.
8.
9.
10.
Process/Steps of communication
1.
Sender: The person who initiates the communication process in known as sender.
The sender has some need, information, thought, idea or inform which he wants too
communicate to some other person to achieve some purpose. By initiating the message,
the sender attempts to achieve understanding and a change in the behavior of the
receiver.
2.
3.
4.
Receiver: the next element in the process of communication is the receiver, the
person who receives the message is called receiver. The communication process is
incomplete without the existence of receiver of the message. It is the receiver who
receives and tries to understand the message. If the message does not reach the
receiver, communication cannot be said to have taken place. The socio-demographic and
physiographic characteristics of the receivers influence in selection of an appropriate
channel of communication.
5.
Decoding: decoding is the process by which the receivers draws meaning from the
symbols encoded by the sender. It is affected by the receivers past experience,
education, perception, expectations and mutuality of meaning with the sender. The
greater the overlap or commonality of the receivers field of experience and sender, the
greater success of the probability of expected communication. A model of communication
by Wilbur Schramm. It illustrates that an individual with significantly different educational
or cultural background ahs to put in greater effort to ensure successful communication.
6.
Feedback: after receiving the message, the receiver will take necessary action and
send feedback information to the communicator. Feedback is a reversal of the
communication process in which a reaction to the senders message is expressed. The
receiver becomes the sender and feedback goes through the same steps as the original
communication. The feedback is optional and may exist in any degree (from minimal to
complete) in any given situation. Generally, greater the feedback, the more effective the
communication process is likely to be. For example, early feedback will enable the
manager (sender) to know if his instructions have been properly understood and carried
out.
Two-way communication takes place when the receiver provides feedback to the sender.
For instance, giving an instruction to a subordinate and receiving it acceptance is an
example of two-way communication. On the other hand, in case of one-way
communication, feedback is totally absent. Here the sender communicates without
expecting or getting feedback from the receiver.
A policy statement from the chief executive is an example of one-way communication.
One-way communication takes less time than two-way communication. In certain
situations one-way communication is more effective to get work from the subordinates.
Two-way communication is superior to one-way communication in the following respects:
(a)
Two-way communication is more accurate than one-way communication. The
feedback allows the sender to refine his communication, so that it becomes more precise and
accurate.
(ii) Receivers self-confidence is higher in case of two-way communication, as they are
permitted to ask questions and seek clarification from the senders.
However, in case of two-way communication, the sender may feel embarrassed when the
receiver draws his attention to senders mistakes and ambiguities.
7.
Noise: surrounding the entire spectrum is the noise that affects the accuracy and
fidelity of the message communicated. Noise is any factor that disturbs, confuses or
otherwise interferes with communication. It can arise at any stage in the communication
process. The sender may not be able to encode the message properly or he may not be
properly audible. The message may get distorted by other sounds in the environment. The
receiver may not hear the message, or comprehend it in a manner not entirely intended by
the sender of the message. The channel also may cerate interference by filtering, i.e.
allowing some information to pass through and disallowing others. In any case, there is so
much of noise or interference in the entire process that there is every possibility of the
communication being distorted.
Types of communication OR forms of organisational communication
1.
2.
Formal communication: it refers to the communication which rakes place on the basis of
organisational relationship formally established by the management. It is used to transmit
official messages within or outside the organisation. It strictly follows the chain of command.
It may be verbal but mostly it is expressed in written form to have a proof.
Informal communication: it refers to the communication which takes place on the basis of
informal or social relations among the people in an organisation. It is developed at its own
due to mutual confidence and relations. Generally it is used to transmit personal message
and do not follow the principle of chain of command. It is mostly expressed in verbal/oral
form. It may take place among the persons having different positions at different level and
chain is not a restriction. Network of informal communication is also known as grapevine.
Barriers to effective communication*
1.
So many levels of management: when the message has go through multiple levels
of management. These levels may become obstacle in flow of communication. It happened
when chain of command is strictly followed.
2.
3.
Language barrier: sometimes sender and receiver of message do not understand the
same language and in that case messages not communicated. Moreover if the pronunciation
of words by sender is not clear it may become an obstacle.
4.
Status barrier: the difference is status of sender and receiver may also become
obstacle to effective communication. E.g. subordinates bay pass on interpreted (distorted)
information to their superiors to please them and do not reveal their mistakes.
5.
Poor listening skills: sometimes people are poor listeners and they believe that the
information is not enough important to pay attention to it resulting poor communication.
6.
7.
Physical distance of receiver and sender: physical distance between these two
may also become a barrier generally in those circumstances where sender is interested in
knowing the reaction of the receiver quickly. But verbal communication is not possible there.
8.
Emotional and psychological barriers: these barriers arise from emotions, attitudes
and social values of the participants. People may refuse to accept the messages affecting
them emotionally.
9.
Symbolic barriers: sometimes the some word of language/symbol may carry different
meaning to different parties as per their traditions, customs or religion and in that case
communication will not be an effective communication.
10.
11.
12.
13.
1.
should be taken to ensure that the instructions are thoroughly understood and are being
implemented.
2.
Prompt information: the management should make a practice of passing along the
information promptly to everyone concerned so that action, when required, is not delayed.
3.
4.
Effective listening: the sender must listen to the receivers words attentively, so that
the receiver may also listen to the sender at the same time.
5.
6.
Effective channels: management should try to cut the roots of the rumors. If the
communication channel is well maintained, there will be no room for rumors, lies, guesses
and misconceptions. Worker should get open doors for any clarification or consideration at all
times. This will also increase the morale of the employees.
2.
3.
climate and customs; question the informations timeliness. Ask what, when and in what
manner you would like to be communicated with if you were in the similar environment and
position.
4.
5.
6.
Principle of feedback: this principle calls for communication a two-way process and
providing opportunity for suggestion and criticism. Since the receiver is to accept and carry
out the instructions, his reactions must be known to the sender of message. The latter must
consider the suggestion and criticism of the receiver of information. But feedback principle is
often given a back seat by most managers, which defeats the very purpose of
communication.
7.
DECISION MAKING
DEFINITION
-
Process where a course is selected as the way to deal with a specific problem.
Highest level
Un structured
Non- programmed
nature of problem
programmed
nature of decision making
Organizational
hierarchy
structured
lowest level
organizational levels
Programmed decisions
Certainty
Risk
Uncertainty
CERTAINTY:
The decision maker knows the out-come of the problems. Individual are fully informed
in terms of:
-
RISK
Future conditions are unknown in advanced. Some information are available but not
enough to answer all questions and normally most of the management decisions are
made under this condition. Occurs in the situation in which an individual can define
as :
Nature problems
Possible alternatives
UNCERTAINTY
Individual cannot even assign subjective probabilities to possible state of nature
because the individual do have the information or intuitive judgment to use as basis
for assigning the probabilities to each state of nature.
2.
3.
4.
5.
6.
7.
The understanding of the steps will enhance and improve the analytical and decision
making process.
Steps 1
Investigate the situation.
Define the problem
Diagnose the causes
Identify decision objectives
Step 2
Generate alternative solutions.
Consider as many alternatives as possible
Step 3
Evaluate and choose among alternative solutions
Once the possible solutions are developed, the decision maker has to examine
the probable desirable and undesirable consequences of each alternative.
Step 4
Implement and monitor the chosen solution
Design the implementation for the chosen situation. Decision makers
responsible for reviewing the plan periodically and comparing the actual
performance with the planned solutions.
State Of Nature Types And Decisions
Routine
Decisions
Adaptive
decision
Certainty
Objective probabilities
Innovative
decision
Uncertainty
Subjective probabilities
RISK CONTINUUM
Routine:
Choices made in response to relatively well known problems. Solution obtained from
standard rules, operating procedures and computer programs.
Adaptive:
Combination of moderately. Unusual and partially known problems and alternative solutions
that are modifications of other known and well define solutions.
Innovative:
Involve combining the discovery, identification and diagnosis of unusual and ambiguous
problems with the unique. Novel and creative alternative solutions.
Represents a series of mini decisions made over a period of months or several
years.
Represents an individual decision, involve many people, many and various
time.
Differences:
ROUTINE
ADAPTIVE
INNOVATIVE
of High levels of risks and
certainty.
Rational decision:
Permits maximum achievement of an objective within limitations of environment in which
decisions are made. It merges the rationality of the decision maker and the decision into
sequence of basic steps:
1.
Noticing
Managers
Monitor
environmental
forces and decide which
are problems
Interpreting
Managers
Assess the forces they
have notice determine
what is causing it
Incorporation
Managers
Relate their interpretation
to the current or desired
state of their department/
organization to the future
problems.
2.
Set objectives
What to be achieve and by what date.
3.
5.
6.