UNIT 2

METHODS OF TRAINING : Management development is a systematic process of growth and development by

which the managers develop their abilities to manage.

1. On-the-job Training (OJT) Methods: This is the most common method of training in which a trainee is
placed on a specific job and taught the skills and knowledge necessary to perform it.

ADVANTAGES :
1. On the job method is a flexible method
2. It is a less expensive method
3. The trainee is highly motivated and encouraged to learn
4. Much arrangement for the training is not required

ON The Job Training methods

1. Job Rotation
2. Coaching
3. Job instructions
4. Committee assignment
5. Internship training

Off The Job Methods: On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted.

1. Case Study Method

2. Incident Method
3. Role Play
4. In basket method
5. Business Games
6. Grid Trainings
7. Lectures
8. Simulations
9. Management Education
10. Conferences

2. Motives Theories: Motivation is a state of mind, filled with energy and enthusiasm, which drives a person
to work in a certain way to achieve desired goals.

5 Theories of Motivation:

1. Maslow s Theory of Hierarchical needs:

• Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing, sex, and shelter.
• Safety needs: Protection from threats, deprivation, and other dangers (e.g., health, secure employment, and
property)
• Social (belongingness and love) needs: The need for association, affiliation, friendship, and so on.
• Self-esteem needs: The need for respect and recognition.
• Self-actualization needs: The opportunity for personal development, learning, and fun/creative/challenging
work. Self-actualization is the highest-level need to which a human being can aspire.

2. Hertzberg’s two- factor theory:

• poor hygiene factors may destroy motivation but improving them under most circumstances will not
improve team motivation
• hygiene factors only are not sufficient to motivate people, but motivator factors are also required

Herzberg’s two-factor principles

Improving motivator
Influenced by Hygiene Influenced by motivator
factors increases job
Factors (Dis-satisfiers) factors (Satisfiers)
satisfaction
 • Working
condition • Achievements
• Coworker • Recognition
Improving the hygiene
relations • Responsibility
factors decreases job
• Policies & rules dissatisfaction • Work itself
• Supervisor • Personal growth
quality

3. McClelland’s Theory of Needs : McClelland affirms that we all have three motivating drivers, which do
not depend on our gender or age.

Three Motivators are:

1. Achievement

2. Affiliation

3. Power

4. Vroom’s Theory of Expectancy: Vroom’s expectancy theory of motivation says that an individual’s
motivation is affected by their expectations about the future. In his view, an individual’s motivation is affected
by –

1. Expectancy

2. Instrumentality

3. Valence

Motivation= V*I*E

• E>P expectancy: our assessment of the probability that our efforts will lead to the required performance
level.
• P>O expectancy: our assessment of the probability that our successful performance will lead to certain
outcomes.
5. McGregor’s Theory X and Theory Y :

Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of Enterprise," and they
refer to two styles of management – authoritarian (Theory X) and participative (Theory Y).

6. Alderfer’s ERG Theory: C. P. Alderfer, an American psychologist, developed Maslow’s hierarchy of needs
into a theory of his own.

1. Growth needs

2. Existence needs

3. Related Needs

3. The Career Planning Process : Career planning is a process of identifying the professional path that would suit
your personality, interests and goals. It involves exploring different career options, performing a self-evaluation to
test your suitability for these and finding the right ways to get on a career track.

Benefits:

• You may be able to figure out what you want to do in your professional life.
• You can avoid wasting time and resources in trying to enter career options that do not suit you.
• You can choose to get specific educational qualifications and training that would benefit your chosen career.
• You may be more confident about the career choice you have made.
• You can focus on your career goals and work to achieve your desired short-term and long-term results.

STEPS:

1. Complete a self-evaluation
2. Conduct Career Research
3. Perform Market Research
4. Starts skills Research
5. Assess Your Options
6. Consider interview Research
7. Explore Work Experience options
8. Begin Your Job Search
9. Accept a position

4. Performance Appraisal: A performance appraisal is a systematic and periodic process of measuring an

individual’s work performance against the established requirements of the job. It’s a subjective evaluation of the
employee’s strengths and weaknesses, relative worth to the organization, and future development potential.

Types of Performance Appraisals:

1. 360 – Degree Appraisal: The manager gathers information on the employee’s performance, typically by
questionnaire, from supervisors, co-workers, group members, and self-assessment.

2. Negotiated Appraisal: This type of appraisal uses a mediator to help evaluate the employee’s performance,
with a greater emphasis on the better parts of the employee’s performance.
 3. Peer Assessment: The team members, workgroup, and co-workers are responsible for rating the employee’s
performance.

4. Self – Assessment: The employees rate themselves in categories such as work behavior, attitude, and job
performance.

Methods of Performance Appraisals:

1. 720- Degree feedback

2. The Assessment Centre Method
3. Behaviorally anchored rating scale
4. Checklist Method
5. Critical Incidents Method
6. Customer/ Client Method
7. Field Review Method
8. Forced Choice Method
9. General performance Appraisal
10. Human Resource Accounting Method
11. Management by objectives
12. Performance tests and observations
13. Project evaluation review
14. Project Evaluation review
15. Rating scales

Benefits:
1. Company Benefit
2. Employee Benefit
UNIT – 1

1. Time Dimensions of managerial job: According to peter ducker the manager is a dynamic, life living
element in business, his function is to coordinate efforts, encourage initiatives , use each man’s ability and
develop
a dynamic and devoted team which functions as a single entity.

1. General dimensions of managerial jobs

2. Functional dimensions of managerial jobs
3. Model or role dimensions of managerial job

1. General dimensions of managerial jobs:

• Planning
• Organizing
• Staffing
• Directing
• Controlling

2. Functional Dimensions of managerial jobs:

• Technical (Production and manufacturing)
• Commercial (Buying, selling, exchanging)
• Financial (obtaining and using capital)
• Security (Protecting property and persons)
• Accounting (Balance sheet, stock taking, statistics, costing)
• Managerial- (Planning, organizing, commanding, co-coordinating, control)

3. Model or role dimensions of managerial Job:

• Interpersonal role : A Manager in order to be effective has to assume different roles different points of time
as demanded by call of duty
1. Figurehead – Managers performs some duties, such as attending the wedding of an employee, taking
an important customer to lunch and so on.
2. Leader- As a Leader, every manager must motive and encourage his employees. He must also try to
being together their individual needs with the goals of the organization.
3. Liaison – Every manager must cultivate contact and collect information useful for his organization

• Information Roles:
1. Monitor – As Monitor, manager has to always scan his environment for information receive information
2. Spokesperson – The Manager informs and satisfies various groups and people who influence is
organization

• Decisional roles: The decision role make significant use of the information
1. Entrepreneur- The manager looks out the new ideas and seeks to improve his unit by adopting it to
changing conditions in the environment.
2. Disturbance Handler – The manager has to work like a fire fighter. He must seek solution of
various unanticipated problems a strike, bankrupt and so on.
3. Resource Allocator - The manager must divide work and delegate authority among his subordinate.
He must decide who will get what.
4. Negotiator - In the negotiator role, the manager negotiates on behalf of the organization
Time Dimension in Managerial Job: Time management is defined as organizing and monitoring time so that task
can be scheduled and completed in an efficient and timely manner.

Principles of time management:

1. Principle of shortness
2. Delegation of authority
3. Time Estimates
4. Principle of Prioritization
5. Write Goals
6. Proper Implementation
7. Proper Planning and follow up

Unit – 3

1. An effective manager as an optimizer focuses on maximizing efficiency and productivity

within a team or organization. This involves:

1. Resource Allocation: They allocate resources wisely, ensuring that each team member's skills
are utilized effectively, and tasks are distributed based on individual strengths.

2. Time Management: Prioritizing tasks and setting realistic deadlines to enhance workflow. This
includes avoiding unnecessary meetings and minimizing time-wasting activities.

3. Communication: Facilitating clear and open communication within the team, fostering
collaboration and reducing misunderstandings. This can be achieved through regular updates,
feedback sessions, and transparent information sharing.

4. Problem Solving: Identifying and addressing challenges promptly, finding optimal solutions,
and encouraging a proactive approach to problem-solving among team members.

5. Skill Development: Recognizing the strengths and weaknesses of team members, providing
opportunities for skill development, and aligning tasks with individual capabilities.

6. Feedback Mechanism: Establishing a constructive feedback loop to continuously improve

processes. This involves both providing feedback to team members and being open to
receiving feedback to refine managerial strategies.

7. Adaptability: Being flexible and adaptable to changing circumstances. This includes adjusting
strategies based on feedback, market shifts, or unforeseen challenges.

8. Goal Setting: Clearly defining goals, both short-term and long-term, and ensuring that every
team member understands their role in achieving these objectives.

9. Motivation: Inspiring and motivating team members by recognizing achievements, providing

positive reinforcement, and creating a positive work environment.

10. Monitoring and Evaluation: Regularly monitoring performance metrics and evaluating the
effectiveness of strategies. This allows for adjustments to be made to optimize processes
further.
UNIT – 4

1. Factors Influencing Organizational Climate:

Organizational climate is an organization’s workplace environment and atmosphere which is generated from
the collective perception that the members of the organization itself have. It is a phenomenon that arises as a
result of several factors, such as culture, internal policies, treatment of employees, and working conditions.

Features of organisational climate

• Organisational climate is an abstract and intangible concept. But it exercises a significant
• impact on the behaviour and performance of organisational members.
• It is the perceived aspect of organisational internal environment.
• It refers to the relatively enduring characteristics which remain stable over a period of time.
• It gives a distinct identity to organisation and do difference from one to other organisations.
• Total expression of what the organisation is all about.
• It provide the view of people behaviour about the organisation.
• Its a multi- dimensional concept .
1. Leadership Style: Leadership plays a crucial role in shaping organizational climate. The leadership style adopted
by top management influences employee motivation, job satisfaction, and overall organizational culture. Autocratic
leadership may create a climate of fear and low trust, while democratic or transformational leadership can foster an
atmosphere of collaboration, innovation, and empowerment.

2. Organizational Culture: Organizational culture encompasses shared values, norms, beliefs, and behaviors
within an organization. A strong, positive organizational culture that promotes openness, trust, and mutual respect
can contribute to a healthy organizational climate. Conversely, a toxic or dysfunctional culture characterized by
secrecy, blame-shifting, or favoritism can have a detrimental effect on the climate.

3. Communication: Effective communication is essential for creating a positive organizational climate. Clear,
transparent communication channels facilitate information flow, collaboration, and feedback. Open communication
fosters trust, reduces uncertainty, and promotes a sense of belonging among employees. In contrast, poor
communication practices, such as withholding information or miscommunication, can lead to misunderstandings,
conflicts, and a negative climate.

4. Employee Engagement: Employee engagement refers to the extent to which employees are emotionally invested
in their work and committed to the organization's goals. High levels of employee engagement are associated with a
positive organizational climate characterized by enthusiasm, motivation, and a sense of ownership. Organizations
can foster employee engagement through opportunities for skill development, recognition programs, and meaningful
work assignments.

5. Work Environment: The physical work environment, including factors such as office layout, amenities, and
safety measures, can impact organizational climate. A comfortable, well-equipped work environment promotes
productivity, creativity, and employee well-being. Conversely, an unsafe or poorly maintained work environment
can contribute to stress, dissatisfaction, and a negative climate.

6. Team Dynamics: Team dynamics play a crucial role in shaping the climate within workgroups or departments.
Positive team dynamics characterized by trust, collaboration, and effective communication contribute to a supportive
and cohesive climate. On the other hand, dysfunctional team dynamics marked by conflict, competition, or poor
coordination can create a toxic atmosphere that undermines morale and productivity.

7. Organizational Structure: The organizational structure, including factors such as hierarchy, decision-making
processes, and job design, influences the distribution of power, authority, and responsibilities within the
organization. A flat organizational structure with decentralized decision-making may foster autonomy, creativity,
and employee empowerment, contributing to a positive climate. In contrast, a rigid or bureaucratic structure with
centralized control can stifle innovation and hinder employee engagement.

8. Recognition and Rewards: Recognition and rewards systems play a significant role in shaping organizational
climate by reinforcing desired behaviors and motivating employees. Effective recognition programs that
acknowledge and appreciate employees' contributions can boost morale, job satisfaction, and commitment to the
organization. In contrast, a lack of recognition or inequitable reward systems can lead to feelings of demotivation
and resentment, contributing to a negative climate.

9. Change Management: How organizations manage change initiatives can impact the organizational climate.
Transparent communication, involving employees in the change process, and providing support and resources can
help mitigate resistance and foster a positive climate during times of change. Conversely, poorly managed change
efforts characterized by uncertainty, ambiguity, or lack of support can create anxiety, resistance, and a negative
climate.

10.External Factors: External factors such as industry trends, economic conditions, regulatory requirements, and
societal influences can also shape organizational climate. Organizations operating in highly competitive or volatile
industries may experience different climate dynamics compared to those in stable or less competitive sectors.
Similarly, broader societal trends, such as cultural shifts or technological advancements, can influence employee
expectations and attitudes towards work, impacting the overall organizational climate.
 2. MANAGERIAL STYLES:

1. Authoritative
2. Consultative
3. Democratic or Participative
4. Laissez – faire
5. Persuasive
6. Transformational
7. Collaborative
8. Transactional
9. Pace- setting
10. Coaching

UNIT – 5

1. Skills involved in negotiation process:

Negotiation Skills: Negotiation is a method by which people settle differences - explore the stages of negotiation
and learn how to improve your negotiating skills.

These skills include:

• Effective verbal communication. See our pages: Verbal Communication and

Effective Speaking.
• Listening. ...
• Reducing misunderstandings is a key part of effective negotiation. ...
• Rapport Building. ...
• Problem Solving. ...
• Decision Making. ...
• Assertiveness. ...
• Dealing with Difficult Situations.

1. Problem Analysis: Effective negotiators must have the skills to analyze a problem to determine the interests
of
each party in the negotiation. A detailed problem analysis identifies the issue, the interested parties
and the outcome goals. For example, in an employer and employee contract negotiation, the problem
or area where the parties disagree may be in salary or benefits. Identifying the issues for both sides
can help to find a compromise for all parties.
2. Preparation: Before entering a bargaining meeting, the skilled negotiator prepares for the meeting.
Preparation includes determining goals, areas for trade and alternatives to the stated goals. In addition,
negotiators study the history of the relationship between the two parties and past negotiations to find
areas of agreement and common goals. Past precedents and outcomes can set the tone for current
negotiations.
3. Active Listening: Negotiators have the skills to listen actively to the other party during the debate. Active
listening involves the ability to read body language as well as verbal communication. It is important to
listen to the other party to find areas for compromise during the meeting. Instead of spending the bulk
of the time in negotiation expounding the virtues of his viewpoint, the skilled negotiator will spend
more time listening to the other party.
 4. Emotional Control : It is vital that a negotiator have the ability to keep his emotions in check during the
negotiation. While a negotiation on contentious issues can be frustrating, allowing emotions to take
control during the meeting can lead to unfavorable results. For example, a manager frustrated with the
lack of progress during a salary negotiation may concede more than is acceptable to the organization
in an attempt to end the frustration. On the other hand, employees negotiating a pay raise may become
too emotionally involved to accept a compromise with management and take an all or nothing
approach, which breaks down the communication between the two parties.

5. Verbal Communication: Negotiators must have the ability to communicate clearly and effectively to the
other side during the negotiation. Misunderstandings can occur if the negotiator does not state his case
clearly. During a bargaining meeting, an effective negotiator must have the skills to state his desired outcome
as well as his reasoning.

6. Collaboration and Teamwork: Negotiation is not necessarily a one side against another arrangement.
Effective negotiators must have the skills to work together as a team and foster a collaborative atmosphere
during negotiations. Those involved in a negotiation on both sides of the issue must work together to reach
an agreeable solution.

7. Problem Solving: Individuals with negotiation skills have the ability to seek a variety of solutions to
problems. Instead of focusing on his ultimate goal for the negotiation, the individual with skills can focus on
solving the problem, which may be a breakdown in communication, to benefit both sides of the issue.

8. Decision Making Ability: Leaders with negotiation skills have the ability to act decisively during a
negotiation. It may be necessary during a bargaining arrangement to agree to a compromise quickly to end
a stalemate.

9. Interpersonal Skills: Effective negotiators have the interpersonal skills to maintain a good working
relationship with those involved in the negotiation. Negotiators with patience and the ability to persuade
others without using manipulation can maintain a positive atmosphere during a difficult negotiation.

10. Ethics and Reliability: Ethical standards and reliability in an effective negotiator promote a trusting
environment for negotiations. Both sides in a negotiation must trust that the other party will follow through
on promises and agreements. A negotiator must have the skills to execute on his promises after
bargaining ends.

2.
It is a very common tendency of every employee to get into a rut at work especially if one has
been doing a same kind of job for a very long time. The longer one has been doing the job the greater
is the tendency to keep doing things the way they have always done them; as it gets monotonous, easy
and boring.

In almost every job there is opportunity for creativity and innovation – sometimes they are small
operational improvements and sometimes they are big challenging innovations.

Here are five steps:

1. There is always a scope for improvement: every single product, service,method and aspect of any
job can be done in many different and better ways. Approach every task with the attitude that the
current method can always be improvised and that your job is to find a better way to do it.

2. Asking is the beginning of improving: ask colleagues, friends, seniors and customers what
problems and issues they have with a product or service. Discuss ideas for cost savings and quality
improvements. Inter-departmental communication about what could be improvised is also a great
way. People in other places have different exposure; thus different viewpoints and can help to identify
problem areas and opportunities that you could have possibly missed looking at. Network with people
in other fields and discuss their attitudes and approaches to some of the topics that concern you.
3. Unleash the power of ideas: ideas are the raw material for progress. A well co-ordinated
brainstorming or ideation session with a group of diverse people helps generate great ideas for any
business challenge or new business opportunities. Testing, accepting and implementing the best ideas
multiply the chances of success.

4. Learn from the experience of others: experience may be a good teacher; someone else‘s
experience is a far better teacher. Look far outside. Discuss with superiors and people who have
experience and expertise in tackling the sort of challenges that you or your organization faces. Look
far outside. How have other organizations in different sectors faired with challenges? What do
businesses similar to yours but in other zones of the world do? Research may help pinch some of their
great ideas and you can try applying them locally. Maybe you can contribute a few ideas of your own ideas
which will help your manager or the company at large. Exhibit that you are a positive contributor of ideas.

5. Change your attitude to failure: As Woody Allen puts it; ―If you‘re not failing now and
again, it‘s a sign you are not doing anything very innovative.‖ The most innovative organizations
really do think differently. The organizations that do not innovate inevitably age and decline. Thus, to
sustain in a period of rapid change it is vital to recognize the fact that innovation is significant positive change
be it in products, processes or people.