UNIT-2

Managerial Functions And

Leadership Styles

Dr. Pooja Agrawal

Assistant Professor
LPU
 Learning Objectives

Students will be able to learn:

• Meaning of Planning

• Planning Types

• Planning Process

• Concept of organizing

• Controlling is a tool for effective planning

 “Just Clean Your Hands”

• Changing the culture and behavior of the staff was turning out

to be a tremendous challenge that required a thorough

understanding of organizational behavior. Noble needed to

provide her recommendations to the hospital administration

within the week so that an effective plan of action could be put

in place.
 When to Clean Hands
• Health-care experts had determined that there were four situations
when hospital staff needed to clean their hands. Referred to as “the
four moments of care,” these moments were:
• Moment 1 — Before initial contact with a patient or with the patient’s
environment, including furniture, clothing, medical devices,
telephones and any personal items. This step was to protect the patient
from harmful micro-organisms carried on a staff member’s hands.
• Moment 2 — Before aseptic procedures.9 This step helped prevent
germs that were on the health-care worker or on the patient from
entering the patient’s body.
• Moment 3 — After body fluid exposure risk. This step included glove
removal and ensured that the medical staff member was protected
against harmful bacteria and viruses.
• Moment 4 — After contact with a patient or with the patient’s
environment.
 How to Clean Hands
• Hand washing to prevent HAI required the use of soap and water
or an alcohol-based rub.
• As well, fingernails needed to be clipped short because long nails
could harbor more micro-organisms, and nail polish could not be
used since it could increase the number of micro-organisms in the
nails.
• Rings, bracelets and watches could not be worn by staff who came
in direct contact with patients.
 Factors Leading to Non-
Compliance
1. Workload was one of the primary problems. Compliance of 100 per cent to the
four moments could take a significant amount of time, and hospital staff was
often very busy. If staff members were in a hurry or rushed, proper hand
cleaning was sometimes rushed or skipped altogether.
2. Proper conformance to requirements could necessitate hand cleaning many
dozens of times each day. This could cause irritation or dryness to the staff’s
hands.
3. The location of sinks or alcohol rub dispensers was inconvenient. To address
this, many dispensers had been installed throughout the sites in patients’ rooms,
on stretchers and on wheel chairs.
4. Staff members were generally hesitant to speak up if they observed others not
conforming to hand cleaning procedures and often preferred to avoid such
confrontations.
5. Some religious beliefs had prevented the use of alcohol-based rubs.
6. Medical practitioners and support staff had established behaviors that were
difficult to change. It was thought that some individuals perceived that the
infection risk linked to hand hygiene was not serious enough to warrant the
inconvenience of proper conformance. This attitude was somewhat
analogous to a driver’s use of a cell phone while driving a car. Although
drivers were generally aware that this distracting activity was dangerous to
oneself and to others, it was still frequently done; that is, the driver
perceived the risk to be minimal relative to the inconvenience of not using
the device.
7. Visitors were often unaware of proper hand-cleaning procedures or chose to
not follow the procedures.
8. There was no mechanism for the discipline of physicians and other staff for
failure to follow hand hygiene procedures. Many members of LHSC’s staff
were unionized and, because the physicians were not employees but
contractors, discipline was a difficult issue. The discipline of physicians,
viewed as highly trained professionals and specialists in their fields, for an
issue like hand hygiene had never been a part of this professional group’s
culture and would likely be viewed with disdain.
 GOING FORWARD
• How could the staff be motivated to continue to do better?
• There were so many employee groups, each with different subcultures and
compliance issues.
• What needed to be communicated? Who needed to get the message, and who
needed to deliver it?
• What sort of leadership style and approach would be most effective?
• In the past, LHSC had hired and trained students to do the hand-hygiene audits.
How much, if at all, did their presence change the results?
• Noble had read that a hospital in the United States had tested the use of a
“compliance checking chip.” This device, worn by health-care practitioners,
collected hand-hygiene data for each wearer and could be used to coach or
discipline employees who did not comply with hand-cleaning procedures.
• She wondered about the implications of using such a device at LHSC.
• The manager of Infection and Prevention Control had been clear to Noble that
LHSC was on a fixed budget, and any new initiative would need to be cost-
effective and well justified. With these thoughts in mind, she began to work in
earnest on her proposal.
 What is Planning
• Planning is deciding in advance:
• What To Do
• How To Do

• When To Do
• Where To Do
• Who Has To Do

• It is one of the basic managerial functions. Thus, it involves

setting objectives and developing an appropriate course of action
to achieve those objectives.
 Definitions
• “Generally speaking, planning is deciding in advance what is to be

done” -W H Newman

• “Planning is deciding in advance what to do, how to do, when to do

and who is to do it. Planning bridges a gap between from where we

are to where we want to go” -Harold, Koontz and O’Donnel

• “Planning is that function of manner in which he decides in

advance what he will do. It is a decision making process of a

special kind, its essence is futurity.” -Hayness and Massie

Why Planning
Types of Plans
 Types of Plans
• Strategic Plans

– Apply to the entire organization.

– Establish the organization’s overall goals.

– Seek to position the organization in terms of its environment.

– Cover extended periods of time.

• Operational Plans

– Specify the details of how the overall goals are to be achieved.

– Cover short time period.

 Types of Plans (cont’d)
• Long-Term Plans

– Plans with time frames extending beyond three years

• Short-Term Plans

– Plans with time frames on one year or less

• Specific Plans

– Plans that are clearly defined and leave no room for

interpretation
• Directional Plans

– Flexible plans that set out general guidelines, provide

focus, yet allow discretion in implementation.
DISCRETION<===> विचारशीलता
Exhibit 7–3 Specific Versus Directional Plans
 Types of Plans (cont’d)

• Single-Use Plan

– A one-time plan specifically designed to meet the need of a

unique situation.

• Standing Plans

– Ongoing plans that provide guidance for activities

performed repeatedly.
 CASE
• Laxmi Chemicals Ltd., a soap manufacturing company wanted to
increase its market share from 30% to 55% in the long run.
• A recent report submitted by the Research & Development Department
of the company had predicted a growing trend of herbal and organic
products.
• On the basis of this report the company decided to diversify into new
variety of soaps with natural ingredients having benefits and fragrances
of Jasmine, Rose, Lavendear, Mogra, Lemon Grass, Greed Apple,
Strawberry etc.
• The Unique Selling Proposition (USP) was to promote eco-friendly
living the contemporary life style. 
 Cont……..

• The company decided to allocate Rs. 30 crores to achieve the

objective.

• How will you use the panning process to complete this goal.
Planning
Process
 Organizing

• Organizing - The process of arranging people and

other resources to work together to accomplish a

goal.
• Organizational structure refers to the way in which a group is
formed, its lines of communication and its means for
channeling authority and making decisions.
• It clarifies the formal relationships of individuals in the various
positions within the organization.
 PURPOSE

• Divides work to be done in specific jobs & dept.

• Assigns tasks and responsibilities associated with individual jobs.

• Coordinates diverse organizational tasks.

• Establishes relationship b/w individuals, groups and departments.

• Establishes formal lines of authority.

• Allocates organizational resources.

 DEPARTMENTATION

The process of grouping the activities is commonly known as

“Departmentation”

Departmentation is useful for specialisation and fixation of

responsibility.

Departmentation concept is arise based on the organisation

functions.
 DEPARTMENTATION

Patterns used in Departmentation:

Departmentation By Function

Departmentation by Product or services

Departmentation by location or Territories

Matrix organization

Network organization
DEPARTMENTATION
Patterns used in Departmentation:
Departmentation By Function
FUNCTIONAL ORGANISATION STRUCTURE

Functional structure is created by grouping the activities on the

basis of functional required for the achievement of organisational
objectives
For this purpose all the functions required are classified into basic,
secondary and supporting functions

Features:
The whole activities of an organisation are divided into various
functions
Each functional area is put under the charge of one executive
For any decision, one has to consult the functional specialist
Limited span of control is there.
 FUNCTIONAL ORGANISATION
STRUCTURE
Merits:
Demerits:
High Specialisation
Calls for more coordination
Clarity in functioning
Clear line of authority
No duplication
Slow decision making
Satisfactions
Control and Coordinate
Suitability:
The establishment of functional organisation structure becomes
necessary as a small organisation grows and business activity
becomes more and more complete.
DEPARTMENTATION
Patterns used in Departmentation
Departmentation by Product or services
DEPARTMENTATION
Patterns used in Departmentation
Departmentation by location or Territories
• A company may have separate departments to serve the southern region,
northern region etc. It has the advantage of the intimate knowledge of local
conditions.
• Merits
• It motivates each regional head to achieve high performance.
• Provides each regional head an opportunity to adapt to his local situation and
customer need with speed and accuracy.
• It affords valuable top management training and experience to middle level
executives, enables the organization to take advantage of location factors, such
as availability of raw materials, labor, market, etc.
• Enables the Organization to compare regional performances and invest more
resources in profitable regions and withdraw resources from unprofitable ones.
• Demerits
• May give rise to duplication of various activities. Many routine
and service functions performed by all the regional units can be
performed centrally be the head office very economically.
• Various regional units may become so engrossed in short run
competition among themselves that they may forget the overall
interest of the total organization.
 MATRIX ORGANISATION
STRUCTURE
Matrix organisation structure is essentially a violation of unity of
command
Matrix structure is the realisation of two-dimensional structure
which emanates directly from two dimensions of authority.
In matrix organization structure, a project manager is appointed to
co-ordinate the activities of the project.
Personnel are drawn from their respective functional departments.
Each functional staff has two bosses his administrative head and
his project manager.
 DESIGN OF
MATRIX ORGANISATION STRUCTURE
 MATRIX ORGANISATION
STRUCTURE
Merits:-
It offers operational freedom & flexibility
It focuses on end results.
It maintenance professional Identity.
It holds an employee responsible for management of resources
Demerits:-
It calls for greater degree of coordination,
It violates unity of command.
Difficult to define authority & responsibility.
Employee may be de motivated.
Suitability
It can be applicable where there is a pressure for dual focus, pressure
for high information processing, and pressure for shred resources.
Ex:- Aerospace, chemicals, Banking, Brokerage, Advertising etc.
 Network Structure

• An organization can be structured in various ways that

determine how it operates and performs.

• The network structure is a newer type of organizational

structure often viewed as less hierarchical (i.e., more flat),

more decentralized, and more flexible than other structures.

• In this structure, managers coordinate and control relations

that are both internal and external to the firm.

• For e.g.: T-shirt design company. Because the company
leaders are mainly interested in design, they may not want to
get too heavily involved in either manufacturing or retail;
however, both aspects of the business are necessary to
complete their operations. To maintain control of their
product, they may rent retail space through their network and
purchase production capabilities from a variety of partner
organizations that have their own manufacturing facilities.
While the core company focuses mainly on designing products
and tracking finances, this network of partnerships enables it
to be much more than just a design operation.
• Advantages:
• Flexible
• Cost effective
• Efficiency

• Disadvantages:
• Co-ordination Problem
• Loss of control

• Political pressure
 DIRECTING

Directing is said to be the heart of management process.

Planning, organizing, staffing have got no importance if

direction function does not take place.

DIRECTING is said to be a process in which the managers

instruct, guide and oversee the performance of the workers to

achieve predetermined goals.

 Definition of Directing
• According to S.S Chatterjee, “Direction is the sum total of
managerial efforts that is applied for guiding and inspiring
the working teams to make better accomplishments in the
organisation.”
• According to Dale Opines, “Direction is telling people what
to do and seeing that they do it to the best of their ability. It
includes making assignments, explaining procedures ,seeing
that mistakes are corrected, providing on the job instruction
and of course issuing orders.”
 Techniques Of Direction

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 ELEMENTS

• COMMUNICATION

• SUPERVISION

• MOTIVATION

• LEADERSHIP
Organizational Control
 Learning Objectives

Students will be able to understand

• Concept of Organizational control

• Types of control

• Control process
 Organizational Control

• Organizational Control
– Managers are monitor and regulate how efficiently and
effectively an organization and its members are performing
the activities necessary to achieve organizational goals.
 Organizational Control
Managers must monitor and evaluate:
– Is the firm efficiently converting inputs into outputs?
• Are units of inputs and outputs measured accurately?
– Is product quality improving?
• Is the firm’s quality competitive with other firms?
– Are employees responsive to customers?
• Are customers satisfied with the services offered?
– Are our managers innovative in outlook?
• Does the control system encourage risk-taking?
 Control Systems

• Control Systems

– Formal, target-setting, monitoring, evaluation and

feedback systems that provide managers with

information about whether the organization’s strategy

and structure are working efficiently and effectively.

 Control Systems

• A good control system should:

– be flexible so managers can respond as needed.
– provide accurate information about the organization.
– provide information in a timely manner.
Three Types of Control
 Types of Control

• Feed-Forward Controls
– Used to anticipate problems before they arise so that
problems do not occur later during the conversion process.
– Giving stringent product specifications to suppliers in
advance.
– IT can be used to keep in contact with suppliers and to
monitor their progress .
 Types of Control

• Concurrent Controls
– Give managers immediate feedback on how efficiently
inputs are being transformed into outputs.
• Allows managers to correct problems as they arise.
 Types of Control

• Feedback Controls

– Used to provide information at the output stage about

customers’ reactions to goods and services so that

corrective action can be taken if necessary.

Control Process Steps
 The Control Process

1. Establish standards of performance, goals, or targets

against which performance is to be evaluated.
– Managers at each organizational level need to set their
own standards.
 The Control Process

2. Measure actual performance

– Managers can measure outputs resulting from worker
behavior or they can measure the behavior
themselves.

– The more non-routine the task, the harder it is

to measure behavior or outputs
 The Control Process
3. Compare actual performance against chosen standards of
performance
– Managers evaluate whether – and to what extent –
performance deviates from the standards of performance
chosen in step 1.
 The Control Process

4. Evaluate result and initiate corrective action if the

standard is not being achieved
– If managers decide that the level of performance is
unacceptable, they must try to change the way work
activities are performed to solve the problem.
?
Thank You