CASE - 5

“DELTA

PRODUCTS”
PRESENTED BY ::

18-MBA-06
19-MBA-06
20-MBA-06
21-MBA-06
 DELTA PRODUCTS
Products :: Door knobs, locks, floor tiles,
towel bolts, sanitary fittings.

“Housing & Building Industry”

Mr. Chakravarty , Director of Operation

 PROBLEM

Young Managers (25-28 Yrs)

- Lack of Team Spirit

- Lack of Communication
Management Development
Programme

Improve performance of employees by ::

 imparting knowledge
 enhancing skills
 changing attitudes

for organisation’s growth and improvement

in co-operation
 PROCESS
 Assessing Organisational needs

 Appraising Manager’s performance

 Developing through sustained efforts

Learning to Change
Performance

Behavior CHANGE Attitude

Knowledge
 PRE- REQUISITES

1) Identify pattern of behavior to be

changed.
2) Identify the causes of such behavior.
3) Identify nature of exposure required.
4) Make changes by process of evolution.
 Recommendations
1) Stimulate young managers.
2) Impart knowledge of human relationships.
3) Elucidate to employees about problems.
4) Create awareness about responsibilities of
employees.
5) Prepare to adopt changes.
 6) Develop unity of purpose.

7) Help employees to understand the behavior

of others & of oneself.
8) Supply regular feedback to recognize one’s
shortcomings.
9) Develop tolerance.
10) Establish training and Development
programmes.
CHINESE SAYING

If you are wished to plan for a year ,

So you sow seeds;
If you have to plan for five or ten years ,
You have to plant trees;
If you have to plan for life time organization,
So you have to develop PEOPLE
How to test the existing level of

SKILLS,ATTITUDES & TEAM-SPIRIT

of these young managers?

JOB ANALYSIS

 Job analysis is a detailed and systematic

study of information relating to the operation
& responsibilities of a specific job.
IMPORTANCE OF JOB ANALYSIS

 Organization & man power planning

 Wage & salary admn.
 Employee training & management
development
 Performance appraisal
HUMAN RESOURCE PLANNING

 This process includes forecasting,

developing, implementing & controlling by
which a firm ensures that it has the RIGHT
NUMBER OF PEOPLE & RIGHT KIND OF
PEOPLE AT THE RIGHT PLACE & AT THE
RIGHT TIME; doing things for which they are
most economical & most suitable
TRAINING

 PROGRAMMED BEHAVIOUR
 NOT TECHNICAL BUT BEHAVIOURAL
 BETTER WORK ETHICS
 CONCENTRATION ON ORG GOALS
RATHER THAN INDIVIDUAL GOALS
 IMPROVE ORGANISATONAL CLIMATE
TRAINING
 SENSITIVITY TRAINING

AWARENESS OF CHANGED ATTITUDES

BEHAVIOUR

OWN OTHERS
WHAT WILL IT DO

 LEARN ABOUT OWN WEAKNESS EMOTIONS

 REACT TO OTHERS //HOW OTHERS REACT
 WHAT SHOULD BE GROUP BEHAVIOUR
 START TO FEEL LIKE A TEAM
 HIGHER PRODUCTIVITY
 HIGHER COHESIVENESS
OUTSIDE TRAINER

 I THINK NO.
 SHOULD BE A TEAM EFFORT OF
MANAGEMENT
 LEADERSHIP IS REQUIRED AS
WORKFORCE IS SKILLED
 HIGH PROBABILITY EGO CAN CLASH
RESULTS

 HOW MUCH HAS BEEN LEARNT

 HOW PROBLEMS ARE TACKLED
 WHAT IS THE LEVEL OF MORALE
 WHAT IS PACE OF OPERATING
 WHAT IS THE QUALITY OF DECISIONS
 HOW DO YOU DEFINE ORGANIZATIONAL
LEVEL—NOW--
IMPORTANCE OF MANAGEMENT
DEVELOPMENT

 NO TIME LIMIT FOR TRAINING

 THERE IS ALWAYS SCOPE FOR IMPROVEMENT
 INCREASE MANAGEMENT EFFECTIVENESS BY
BETTER UNDERSTANDING OTHERS
 CLEAR CUT SET OBJECTIVES
 PARTICIPATION IS ESSENTIAL FOR GROWTH
 FEEDBACK IS IMPORTANT—TO ACHIEVE
PROGRESS
CONCLUSION
THANK YOU