BUSINESS PRACTICES

1
BUSINESS PRACTICES
2
MANAGEMENT

• Management in business and human organization
  activity is simply the act of getting people
  together to accomplish desired goals. Management
  comprises planning, organizing, staffing, leading
  or directing, and controlling an organization (a
  group of one or more people or entities) or
  effort for the purpose of accomplishing a goal.
  Resourcing encompasses the deployment and
  manipulation of human resources, financial
  resources, technological resources, and natural
  resources.

3
FEATURES OF MANAGEMENT

• Universal Process
• An integrative process
• Dynamic function
• Social Process
• Management makes things happen
• Management is a multi-faceted discipline
• Management is a science and an art
• Intangible force

4
NATURE OF MANAGEMENT

• In general sense, management is the art of
  handling the different aspects of the
  organization. And it is also a type of science
  like the mathematics is a formal science then
  management is also came in the category of the
  formal science. But if take a look keenly then,
  management is totally an art. This is an art that
  how we communicate with the general people, which
  came in the management. It is the ability and art
  of a manager that handles the organization in
  well manner and keeps growing the organization
  level because of using his abilities

5

• Let us suppose that a person came to a manager in
  very angry mode, and after taking to the manager,
  he is convinced according to the manager point of
  view, then it was the art of a manager that he
  has handled the customer in a friendly
  way.Management is not totally depend upon the
  manager's ability, it also the team work of the
  other organization members, who contribute there
  effort for the organization. Again it is an art
  that a group of people work together for so long
  time and reach to some high level, because of
  there managerial skills and abilities.

6
LEVELS OF MANAGEMENT

• It is carried on at different levels of the
  organizational structure. The stage in the
  organization where a particular type of function
  starts is called a level of management. Thus the
  term Level of Management refers to a line of
  demarcation between various managerial positions
  in an organization.

7

• MANAGEMENT

MIDDLE MANAGEMENT
TOP MANAGEMENT
LOWER MANAGEMENT

• Chairman
• Managing Director
• Secretaries
• Treasurers
• Board of Directors
• General Manager

• Foreman
• Supervisors
• Finance Officers
• Account Officers

• Heads of Department
• Superintendents
• Branch Managers

8
Management Functions

• Planning is the ongoing process of developing the
  business' mission and objectives and determining
  how they will be accomplished. Planning includes
  both the broadest view of the organization, e.g.,
  its mission, and the narrowest, e.g., a tactic
  for accomplishing a specific goal.
• Organizing is establishing the internal
  organizational structure of the organization. The
  focus is on division, coordination, and control
  of tasks and the flow of information within the
  organization. It is in this function that
  managers distribute authority to job holders.
• Staffing is filling and keeping filled with
  qualified people all positions in the business.
  Recruiting, hiring, training, evaluating and
  compensating are the specific activities included
  in the function. In the family business, staffing
  includes all paid and unpaid positions held by
  family members including the owner/operators.

9

• Directing is influencing people's behavior
  through motivation, communication, group
  dynamics, leadership and discipline. The purpose
  of directing is to channel the behavior of all
  personnel to accomplish the organization's
  mission and objectives while simultaneously
  helping them accomplish their own career
  objectives.
• Controlling is a four-step process of
  establishing performance standards based on the
  firm's objectives, measuring and reporting actual
  performance, comparing the two, and taking
  corrective or preventive action as necessary.

10
PLANNING

• Planning is a fundamental managerial function.
  In simple words, planning is deciding in advance
  what is to be done, when, how and by whom it is
  to be done. Thus, a plan is a determined course
  of action. It is an attempt on the part of a
  manager to anticipate the future in order to
  achieve better performance.

11
ELEMENTS OF PLANNING

• The essence of planning is looking ahead.
• It involves a pre-determined course of action.
• This action course is determined after a careful
  study of alternative courses.
• It is continuous and integrated process.
• It has always a dimension of time.
• Its main objects is to achieve better results.

12
Importance of PLANNING

• Planning offsets future uncertainty and change
• Planning helps in management by objectives
• It helps in co-ordination
• Economy in operation
• Helps in control
• Helps in executive development

13
Types of Planning

• Strategic Planning Strategic planning is an
  organization's process of defining its strategy,
  or direction, and making decisions on allocating
  its resources to pursue this strategy, including
  its capital and people. Various business analysis
  techniques can be used in strategic planning,
  including SWOT analysis (Strengths, Weaknesses,
  Opportunities, and Threats ) and PEST analysis
  (Political, Economic, Social, and Technological
  analysis) or involving Socio-cultural,
  Technological, Economic, Ecological, and
  Regulatory factors and EPISTEL (Environment,
  Political, Informatics, Social, Technological,
  Economic and Legal)
• Strategic planning is the formal consideration of
  an organization's future course. All strategic
  planning deals with at least one of three key
  questions
• "What do we do?"
• "For whom do we do it?"
• "How do we excel?"

14

• Operational Planning It is a subset of strategic
  work plan. It describes short-term ways of
  achieving milestones and explains how, or what
  portion of, a strategic plan will be put into
  operation during a given operational period, in
  the case of commercial application, a fiscal year
  or another given budgetary term. An operational
  plan draws directly from agency and program
  strategic plans to describe agency and program
  missions and goals, program objectives, and
  program activities. Like a strategic plan, an
  operational plan addresses four questions
• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we measure our progress?

15

• Tactical Planning It is the process of taking
  the strategic plan and breaking it down into
  specific, short term actions and plans. The
  relative length of the planning horizon will vary
  from one market to another but typically the
  strategic plan will cover a period greater than
  three years while the tactical plan covers the
  period from today through to the end of year
  three.

16
PROCESS OF PLANNING
(Forecasting demand competition, government
policy, etc.)
Establishment of Objectives
Planning Premises
Developing Alternatives
Appraisal of Plans
Selection of Best Alternative
Evaluation of Alternatives
Formulation of Derivative Plans (Objectives,
Policies, Procedures, Methods, Rules, etc.)
17
Requirements of Effective Plan

• The plan should be specific
• The plan should be logical
• The plan should be flexible
• The plan should be capable of being controlled

18
Types of Plan

• Purpose or mission
• Objectives
• Strategies
• Policies major or minor
• Procedures
• Rules
• Programs major or minor and supporting
• Budgets numberized or dollarized programs

19

• PURPOSE the basic function or task of an
  enterprise.
• OBJECTIVES the end towards which activity is
  aimed-they are the results to be achieved.
• STRATEGIES General programs of action and
  deployment of resources to attain comprehensive
  objectives.
• POLICIES Basic guidelines.
• PROCEDURES required methods of handling future
  activities.
• RULES Specific required actions or non-actions,
  allowing no discretion.
• PROGRAMS A complex of goals, policies,
  procedures, rules, task assignments, steps to be
  taken, resources to be employed and other
  necessary to carry out a given course of action.
• BUDGETS Statement of expected results expressed
  in numerical terms. It may be expressed either in
  financial terms or in terms of labor- hours,
  units of product, machine-hours etc.

20
ORGANIZING

• The organizing function of management is
  concerned with developing a framework where the
  total work is dividend into manageable components
  in order to facilitate the accomplishments of
  objectives. The organizations can be defined as
  two or more people working together in a
  coordinated manner to achieve the common goals.
  The organization has set objectives, the relative
  arrangements of people and physical resources, a
  set of rules regulations and a hierarchical
  structure of authority with formal lines of
  communication.

21
STEPS IN ORGANIZATION

• Determination, identification and enumeration of
  activities.
• Grouping and assigning of activities
• Delegation of authority

22
BENEFITS OF A GOOD ORGANIZATION

• A good organization facilities attainment of
  objectives through proper coordination of all
  activities.
• In a good organization, the conflicts between
  individuals over jurisdiction are kept to
  minimum.
• It eliminates overlapping and duplication of work
  
• It decreases likelihood of run-arounds
• It facilities promotions
• It aids in wage and salary administration
• Communication is easier at all levels of the
  organizational hierarchy
• Increased cooperation and a sense of pride

23
AUTHORITY

• In government, authority is often used
  interchangeably with the term "power". However,
  their meanings differ while "power" refers to
  the ability to achieve certain ends, "authority"
  refers to a claim of legitimacy, the
  justification and right to exercise that power.
• Authority has been a subject of research in a
  variety of empirical settings the family
  (parental authority), small groups (informal
  authority of leadership), intermediate
  organizations, such as schools, churches, armies,
  industries and bureaucracies (organizational and
  bureaucratic authorities) and society-wide or
  inclusive organizations, ranging from the most
  primitive tribal society to the modern
  nation-state and intermediate organization
  (political authority).

24
Types of Authority

• Legal authoritylegal authority (also known as
  rational authority, legal authority, rational
  domination, legal domination, or bureaucratic
  authority) is a form of leadership in which the
  authority of an organization or a ruling regime
  is largely tied to legal rationality, legal
  legitimacy and bureaucracy.
• Traditional authorityTraditional authority (also
  known as traditional domination) is a form of
  leadership in which the authority of an
  organization or a ruling regime is largely tied
  to tradition or custom. The main reason for the
  given state of affairs is that it 'has always
  been that way'.

25

• Charismatic authority as "resting on devotion to
  the exceptional sanctity, heroism or exemplary
  character of an individual person, and of the
  normative patterns or order revealed or ordained
  by him." Charismatic authority is one of three
  forms of authority laid out in Weber's tripartite
  classification of authority, the other two being
  traditional authority and rational-legal
  authority.
• Acceptance theory of AuthorityThe authority of
  the superior has no meaning unless it has been
  accepted by subordinates and is enforceable.The
  acceptance theory, though supporting the
  behavioral approach to management, presents may
  logistic problems.

26

• Competency theory of authority It is also know
  as technical authority and is implicit in a
  persons special knowledge or skill.This
  authority is not based upon position or title.

27
RESPONSIBILITY

• It is considered to be the duty to perform
  certain assigned tasks in a satisfactory manner.
  It is the obligation of an individual to perform
  certain activities which are assigned to him, the
  source of responsibility lies within the
  individual.It is an obligation that a person
  accepts, it cannot be delegated to the
  subordinate even if the activity is performed by
  the subordinate. Responsibility in a sense is
  accountability for authority.

28
Four areas to determine the degree of
Responsibility

• Samuel C.Certo has listed four areas which can be
  analysed to determine the degree of
  responsibility a manager possesses.
• Behavior with subordinates
• Attitudes towards upper management
• Behavior with other groups
• Personal attitudes and values

29
Delegation of Authority

• Delegation is the assignment of authority and
  responsibility to others in order to carry out
  certain assignments.Delegation (also called
  deputation) is the assignment of authority and
  responsibility to another person (normally from a
  manager to a subordinate) to carry out specific
  activities. However the person who delegated the
  work remains accountable for the outcome of the
  delegate work. It allows a subordinate to make
  decisions, i.e. it is a shift of decision-making
  authority from one organizational level to a
  lower one.

30
Principles of Delegation

• Functional clarity
• Matching authority with responsibility
• Unity of command
• Principle of communication
• The principle of management by exception

31
Process of Delegation

• Allocation of work duties to subordinates
• Delegation of authority and extent of delegation
• Creation of obligation

32
Advantages of Delegation

• It results in quick decisions
• Delegation gives executives more time for
  strategic planning and policy making
• Delegation is a motivational factor
• Delegation can be training ground for executive
  ability

33
Barriers to Delegation

• An executive may believe that he can do his work
  better than his subordinates
• Some managers lack the ability to direct their
  subordinates
• Sense of insecurity
• A manager may fear being known as lazy if he
  delegates most of his tasks
• An executive may be reluctant to delegate..

34
Overcoming the Obstacles

• Delegation must be complete and clearly
  understood
• Proper selection and training
• Motivate subordinates
• Tolerance with subordinates mistakes
• Establish adequate controls

35
Span of Management

• Span of control refers to the number of
  subordinates a supervisor has.
• The current shift to self-directed
  cross-functional teams and other forms of
  non-hierarchical structures, have made the
  concept of span of control less salient.

36
Communication Skills

• What is there for the day
• Well share knowledge
• Well have Fun
• Well Play Roles
• Well learn

37

• LETS DISCOVER
• THE POWER OF COMMUNICATION

38

• WHAT DO WE
• UNDERSTAND BY
• A SKILL?

39
At the end of the workshop we will learn

• what is Good and what is Bad Communication

• some basic skills to become a Good Communicator

40
and also

• to recognize overcome barriers
• advantages of listening
• to speak confidently
• to communicate effectively

41

• Research shows, communication is

42

• Why Communication
• to express our emotions
• achieve joint understanding
• to get things done
• pass on and obtain information
• reach decisions
• develop relationships

43

• Home Truths about Communication
• Good Communication cant exist without honest
  listening
• We do not try HARD to get our message across
• We do not take advantage of various media
  available to us
• We all could improve our communication skills
• It cannot be perfected

44

• What is Communication
• art of getting your message across effectively
  through

• Spoken words first simplest way

• Body Language can make or mar

• Written words reflects importance

• Visuals leaves greatest impact

45

• Types Methods

Letters, Memos, Reports
Written
Conversations, Interviews, Phone Calls, Requests
Spoken
Facial expressions, Actions, Voice Tone, Silence,
Stance
Gestures
Photographs, Paintings, Videos, Film
Visuals
Television, Newspaper, Magazines, Internet
Multimedia
46

• Communication The Flow

Receiver
Sender
47
Effective Communication

• Is scarcer than quality water
• Is measured by results or actions
• Does not need to be very complex
• Is aimed at informing others
• Is complete and clear

48

• Barriers to Effective Communication
• Personal Barriers
• Your style and character (rude, polite, shy,
  outspoken)
• Preparation presentation
• Lack of clarity (pronunciation, pitch, etc.)
• Lack of credibility
• Timing

49

• Barriers to Effective Communication
• Proper Pronunciation
• Communication Help Pen
• Buffalo Career Guest
• Colonel Buffet Bouquet
• Rendezvous Bulb Fax
• Prakash Pradeep Chandrajeet

50

• Barriers to Effective Communication
• Organizational Barriers
• Culture
• Environment
• Size structure
• Pace of activity

51

• Barriers to Effective Communication
• Process Barriers
• Channel/Medium
• Irrelevant Information loading
• Lack of Response or Feedback
• Inappropriate Questions

52

• Overcoming the Barriers
• Say to yourself, I will get Response
• Come up with a topic for discussion everyday
• Start improving upon pronunciation
• Develop habit of reading start with the English
  newspaper / Comics
• Understand first, then communicate
• Dont be afraid of asking questions

53
Body Language

• Facial Expressions
• Gestures
• Posture

54

• Body Language

Clearing throat, "whew" sound, Whistling,
smoking, pinching flesh covering mouth, jiggling
money or keys, tugging ears, wringing hands.
Nervousness
Short breaths, "tsk" sound, tightly clenched
hands, wringing hands, Fist like gestures
pointing index finger rubbing hand through hair
rubbing back of neck.
Frustration
55

• Body Language

Open hands, unbuttoned coat
Openness
Arms crossed, sideways glance, touching-rubbing
nose, rubbing eyes, buttoned coat, drawing away
Defensiveness
Pinching flesh, chewing pen, thumb over thumb,
biting fingernail
Insecurity
56

• Body Language

Upper body in sprinter's position, open hands,
sitting on edge of chair, hand to face gestures,
unbuttoning coat.
Cooperation
Steepled hands, hands behind back, back
stiffened, hands in coat pockets with thumb out,
hands on tapels of coat
Confidence
57

• Body Language

Look out for some more clues on Body Language in
the given handout
58

• SPEAKING SKILLS

59

• Speaking
• A wise man reflects before be
  speaks a fool speaks,
  and then reflects on what
  he has uttered.
• - French Proverb.

60
While Speaking

• Take initiative
• Be polite
• Be pleasant (smile, jokes)
• Be clear and concise (tone, accent, emphasis,
  pronunciation)
• Cite negative opinions honestly, but in a
  positive manner
• Seek Feedback

61
While Speaking over phone

• Write down in advance what you want to say and in
  what order
• Smile
• Speak slowly
• Always be polite and friendly
• For long messages, follow a script
• Get confirmation
• Monitor your time

62

• WRITING SKILLS

63

• Clarity in Writing
• Rs 1000000000
• Rs. 10,00,00,000/-
• Rs. 10 Crore

64
While Writing

• Plan what you want to say in your letter/ report

• Reread the letter when you have finished

• Check spelling punctuation, then send

• Use simple language avoid ambiguous words

65

• While Writing
• KISS (Edit the letter by cutting
  ruthlessly).
• Be kind to others eyes (font size, clarity)
• Be creative (use tables, graphs)
• Use the language YOU are better at

66
Keep in mind while writing

• Visualize the reader when you are writing
• Dont write unbroken paragraphs
• Use numbered paragraphs to make cross-referencing
  easier
• Punctuation plays the role of body language in
  writing

67
Keep in mind while writing

• Use headings and subheadings.
• Use ruled sheets instead of plain ones.
• Dont print without thoroughly checking your
  sources.

68

• LISTENING SKILLS

69

• Listening why is it important?

Listening
45
Speaking
30
Order in which we are taught
Order in which we learn
Reading
16
9
Writing
70
Objective of Listening is

• to receive information
• to understand effectively
• to enhance clarity
• to empathize

71
So, while Listening

• Avoid distractions
• Do not interrupt unnecessarily
• Be active (show interest)
• Paraphrase what youve heard
• Throw an echo

72
What Listening Looks like...

• The Listener keeps looking at the speaker
• The Listeners body is in open position
• The listener is smiling with a pleasant
• encouraging expression
• Listener looks relaxed but alert, neither tense
• nor slouching
• Listener utters humming sounds

73
PRESENTATION SKILLS
74
While Presenting

• Research (find out facts figures)
• Prepare (Introduce, Discuss, Conclude)
• Rehearse
• Be confident
• Present
• Use proper media

75

• 5 styles of communicating to manage conflicts

You win and other person loses
You feel confident but uncooperative
Go for it
You dont feel confident or cooperative
Run Away
You lose
You let the other person win
You feel cooperative but unconfident
Yes, Boss
Lets Trade
You both win a bit and lose a bit
You feel partly cooperative confident
Lets both win
You help one another to win
Mutual Cooperation Confidence
76

• I HEAR, I forget
• I SEE, I remember
• I DO, I understand

77
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
78
(No Transcript)
79
THE DEFINITION
Human Resource Management is to "ensure that at
all times the business is correctly staffed by
the right number of people with the skills
relevant to the business needs"
80
IN ABSENCE OF GOOD HRM, PEOPLE ARE-

• under valued
• under trained
• under utilized
• poorly motivated
• perform well below their true
  capability

81
IMPORTANT HR FUNCTIONS

• HR PLANNING
• RECRUITMENT AND SELECTION
• TRAINING AND DEVELOPMENT
• MOTIVATION FUNCTION
• COMPENSATION AND BENEFITS
• CAREER AND SUCCESSION PLANNING
• PERFORMANCE APPRAISAL
• REWARD AND RECOGNITION
• QUALITY MANAGEMENT
• HR AUDIT

82
HUMAN RESOURCE PLANNING
FUTURE WORK FORCE
CURRENT WORKFORCE
GAP
The process to determine how organization should
move from current manpower to desired manpower
position
83
Human Resource Planning Steps
1)Estimate future organizational structure
and manpower requirements 2)Auditing
Human resources 3)Planning job requirements and
job descriptions 4)Developing a human resource
plan
84
JOB ANALYSIS
JOB DESCRIPTION
JOB SPECIFICATION
JOB EVALUATION
85
JOB ANALYSIS
Analysis of job in detail and includes job
description and job specification

• IT PROVIDES INFORMATION ON
• Educational qualifications, training, experience,
  skills, traits, attitudes required to perform a
  job.
• Structure and design of the job
• Plans for future human resource requirement and
  career planning
• Placement of the right person on the right job to
  utilize skills optimally
• Setting up performance standards

86
Applications of job analysis
1)Preperation of job descriptions 2)Preperation
of job specifications 3)Development of Key Result
Areas (KRAs) which state clear goals and targets
for the job holder 4)Design of training
programmes based on the knowledge and skills
required 5)Development of compensation
Structure 6)Strategic Planning
87
JOB DESCRIPTION
It is job objective and the principal activities
required to perform the job. This data is useful
for the new entrant as well as for drafting an
advertisement for recruitment to the position.
JOB SPECIFICATION
It provides information on the educational
qualifications, experience, critical skills,
special knowledge, abilities and aptitudes
required to perform the job.
88
JOB EVALUATION
It is process to determine in a systematic manner
the comparative worth of job in an organization.
Job evaluation is a practical technique, designed
to enable trained and experienced staff to judge
the size of one job relative to others. It does
not directly determine pay levels, but will
establish the basis for an internal ranking of
jobs It aims at equal pay for equal work
89
(No Transcript)
90
RECRUITMENT AND SELECTION
Recruitment deals with finding the applicants,
communicating opportunities and information and
generating interest
Selection is a systematic process of choosing
among the pool of candidates the best qualified
potential candidate who is most likely to perform
the job successfully.
91
RECRUITMENT PROCESS
MANPOWER PLANNING
JOB ANALYSIS
JOB DESCRIPTION
JOB SPECIFICATION
PERSONAL SPECIFICATION
92
IDENTIFICATION OF VACANCIES
PREPERATION OF BUDGET
PREPERATION AND PUBLICATION OF INFORMATION
RECEIPT OF APPLICATION FORM
DECIDING METHOD/S OF RECRUITMENT
93
METHODS AND SOURCES OF RECRUITMENT
INTERNAL SOURCES
EXTERNAL SOURCES
INTERNAL JOB PROMOTIONS
ADVERTISING
EMPLOYMENT EXCHANGES
JOB TRANSFERS
CAMPUS RECRUITMENT
EMPLOYEE SUGGESTION
94
WALK-IN-INTERVIEWS
EMPLOYMENT AGENCIES
EXTERNAL SOURCES
HEAD HUNTERS
INTERNET
95
ALTERNATIVES TO RECRUITMENT
OVERTIME
OUTSOURCING
TEMPORARY EMPLOYMENT
96
(No Transcript)
97
THE SELECTION PROCESS

• Narrowing down the applications
• Interviewing the remaining applicants
• Narrowing the applicants further
• Checking references
• Performing a background check
• Testing
• Making a job offer
• Negotiating compensation.

98
(No Transcript)
99
TRAININING AND DEVELOPMENT
Training is provided to update knowledge, sharpen
the skills and creating awareness of the latest
developments and changes
Development is aimed not only to improve the
existing job performance but also bring about
personality growth and equip person for
promotions and hold positions of greater
responsibilities
100
TRAINING OBJECTIVES
101
(No Transcript)
102
EMPLOYEE MOTIVATION
MOTIVATION IS THE KEY TO PERFORMANCE
IMPROVEMENT PERFORMANCE IS CONSIDERED TO BE THE
FUNCTION OF ABILITY AND MOTIVATION Job
Performancef (ability) (motivation) Why do we
need motivated employees? The answer is survival
(Smith, 1994). Motivated employees are needed in
our rapidly changing workplaces. Motivated
employees help organizations survive. Motivated
employees are more productive. To be effective,
managers need to understand what motivates
employees within the context of the roles they
perform.
103
HUMAN NATURE CAN BE VERY SIMPLE,YET VERY COMPLEX
TOO. AN UNDERSTANDING AND APPRECIATION OF THIS
IS PREREQUISITE TO EFFECTIVE EMPLOYEE
MOTIVATION AND ALSO EFFECTIVE MANGEMENT AND
LEADERSHIP
104
ABRAHAM MASLOWS STUDY OF HUMAN BEHAVIOUR
105
Compensation and Benefits

• Concerned with paying the employees
• Based on skills, job responsibility, effort and
  accountability
• Includes pay for performances and targets
• Also includes incentives, perks, bonuses

106
Career and Succession planning
Succession planning is a process whereby an
organization ensures that employees are recruited
and developed to fill each key role within the
company. Succession planning ensures you can fill
key roles from within your organization.
Career planning involves efforts on the part of
the organization to provide avenues for growth to
employees to clearly think through and decide
areas in which they would like to make career.
107
Performance Appraisal
Performance appraisal, also known as employee
appraisal, is a method by which the of an
employee is evaluated (generally in terms of
quality, quantity, cost and time). Performance
appraisal is a part of career development.
108

• Performance Appraisal offers several advantages
  at the level of the
• Individual
• Recognition of past effort
• Developmental requirements can be uncovered
• Team
• Alignment of effort with objectives
• Motivation of team members
• Organization
• Development of staff
• Achievement of key objectives
• Best  and focused utilization of human resources

109
360 DEGREE APPRAISAL
Modern thinking is that individual appraisals
should involve feedback from more than just the
line manager 360-degree feedback, also known as
'multi-rater feedback', 'is employee development
feedback that comes from all around the employee.
The feedback would come from subordinates, peers,
and managers in the organizational hierarchy, as
well as self-assessment, and in some cases
external sources such as customers and suppliers
or other interested stakeholders.
110
Reward and Recognition" essentially implies
providing incentives to recognition of
employees, individually and as members of groups,
for their performance and acknowledging their
contributions to the growth of the Company.
Recognition ensures a positive, productive and
innovative organizational climate encourages
more action. Recognition programs have become a
part of a healthy culture , which values
colleagues for the results accomplished and the
ways we effectively work together
111
QUALITY MANAGEMENT

• TOTAL QUALITY MANAGEMENT IS CONFORMANCE TO THE
  REQUIREMENTS THAT CUSTOMER EXPECTS.
• IMPORTANCE OF TQM
• Improving Customer Satisfaction
• Enhancing Quality
• Reduction in wastage
• Improving productivity
• Enhances competitiveness

112
PRINCIPLES OF GOOD HRD SYSTEM

• Enhance enabling capabilities of people
• Integrate the development of the people with that
  of the organization
• Decentralize through delegation and shared
  responsibility
• Encourage participate decision making
• Balance adaptability to change and changing the
  organizational culture
• Ensure continuous reviews and renewal

113
Organizational Behavior

• Definition of OB
• Management Roles
• Management Skills
• Generalization about behavior
• Theoretical Frameworks
• Challenges opportunities for OB
• Models of OB

114

• OB is a discipline that deals with the study
  application of knowledge about how people as
  individuals as groups act within organizations.
• Fred Luthans- the understanding, prediction
  management of human behavior in organizations.
• OB is developing as a scientific discipline due
  to continuous knowledge base development of new
  concepts.
• OB Systematic study application of human
  aspects in mgmt of an org.

115

• Management Roles- multifarious roles- duties.
• Henry Mintzberg 3 Categories - depending 1.
  interpersonal relationships
• 2. Transfer of information
• 3. Decision-making
• Interpersonal Roles
• Informational Roles
• Decision Roles

116

• Interpersonal Roles
• Figurehead- managers perform certain symbolic
  ceremonial duties as a head of a group.
• Leadership- roles includes hiring, training,
  motivating, disciplining employees
• Liaison Roles- the manger interacts with
  individuals or groups, inside or outside the
  organization.

117

• Informational Roles
• Monitor Role- information ma pertain to the
  prevailing terms conditions of employment,
  technological developments, tastes, preferences-
  by interacting with field executives, customers.
• Disseminator- transmitting information to other
  members in org
• Spokesperson- when they represent their
  organization during their interactions.

118

• Decision Roles
• Entrepreneur- seek to improve an organizations
  performance by initiating new projects
  monitoring their progress
• Disturbance Handler- mgrs required to respond to
  unforeseen problems.
• Resource Allocators- responsible for allocating
  human, physical capital resources
• Negotiator- discuss issues bargain with
  employees for the benefit of entire organization

119

• Management Skills
• Technical
• Human
• Conceptual

120

• Technical Skills- ability to apply specialized
  knowledge . Ex skills in the area of
  accountancy, operations, personnel mgmt
• Human Skills-Should be able to work with a good
  understanding of people coupled with the art of
  motivating them
• Conceptual Skills-ability to analyze complex
  situations, rationally process interpret
  available information.

121

• Generalization about Behavior
• Helpful in explaining predicting what others do
  and will do
• By observing, sensing, asking, listening
  reading.
• Following statements
• Happy workers are productive workers
• People are more concerned about their own
  salaries than f others

122

• Theoretical Frameworks- OB- complex discipline
  in mgmt involves inputs dimensions.
• Cognitive Framework-
• Behaviorist Framework
• Social Learning Framework

123

• Cognitive Framework- based on expectancy, demand,
  incentive concepts.
• Cognition- psychological process of recollecting
  information past experiences.
• Mr.Tolman concluded learning consists of the
  Expectancy that a particular event would lead to
  a particular consequence..
• Expectancy suggested that every organism thinks
  of, and is conscious or aware of te goal.
• Social Cognition- to understand the behavior of
  people in the society and find rationale behind
  it.

124

• Behaviorist Framework- Ivan Pavlov
  John.B.Watson pioneers of Behaviorist theory.
• Explained human behavior with the help of
  stimulus-response experiments.
• Stimulus brings- response in an individual
  results in learning
• Explains physical reflexes in human beings.
• Based on environment.

125

• Social Learning Framework- integrated the
  contributions of cognitive Behaviorist theory
• Influence of behavioral approach is higher than
  cognitive approach on the social learning
  approach
• Behavior unit of analysis.
• Albert Bandura- explained behavior continuous
  reciprocal interaction among cognitive,
  behavioral environmental determinants.

126

• Challenges Opportunities for Organizational
  Behavior
• Creation of a Global Village
• Adapting to different people
• Improving Quality Productivity
• Improving People Skills
• Mgmt control to empowerment
• Improving Ethical Behavior

127

• Models of OB
• Dominates affect the decisions of mgmt in every
  organization.
• Models are frameworks of descriptions of how
  things work and are also known as Paradigms
• 4 Models-
• Autocratic Model
• Custodial Model
• Supportive Model
• Collegial Model

128

• Autocratic Model- person who hold power have the
  authority to demand work from employees
• Work can only be extracted by means of pushing,
  directing persuading the employees.
• Employees put in only minimum performance in the
  job since their only purpose of doing job is to
  serve the basic needs of their families
• In such environment only a few employees are
  motivated to exhibit higher productivity

129

• Custodial Model- process in which employers take
  acre of employees welfare- paternalism.
• To improve job security of employees reduced
  their dependence on their immediate supervisors
• Custodial approach- employees cease depend on the
  mangers but their dependence on the org increases.

130

• Supportive Model- based on the principle of
  supportive relationships the leadership
  other processes of the organization must be such
  as to ensure a maximum probability that in all
  interactions all relationships with the org.
• Based on leadership rather than money or power.
• Managers believe that an inadequately supportive
  work climate leads to resistance among the
  employees.
• Employees work hard strive to enhance their
  performance , motivated by the support extended
  by mgmt.

131

• Collegial Model- an extension of the supportive
  model
• Collegial refers to a group of persons working
  for a common purpose.
• It is a group oriented generally conducive for
  research lab
• THANKS.

132
PERT

• The Program (or Project) Evaluation and Review
  Technique, commonly abbreviated PERT, is a model
  for project management designed to analyze and
  represent the tasks involved in completing a
  given project.

133
PERT
134

• PERT is a method to analyze the involved tasks in
  completing a given project, especially the time
  needed to complete each task, and identifying the
  minimum time needed to complete the total
  project.
• PERT was developed primarily to simplify the
  planning and scheduling of large and complex
  projects. It was able to incorporate uncertainty
  by making it possible to schedule a project while
  not knowing precisely the details and durations
  of all the activities. It is more of an
  event-oriented technique rather than start- and
  completion-oriented, and is used more in projects
  where time, rather than cost, is the major
  factor. It is applied to very large-scale,
  one-time, complex, non-routine infrastructure and
  Research and Development projects.

135

• This project model was the first of its kind, a
  revival for scientific management, founded by
  Frederick Taylor "Taylorism" and later refined by
  Henry Ford "Fordism". Dupont corporation's
  critical path method was invented at roughly the
  same time as PERT.
• A PERT event is a point that marks the start or
  completion of one or more tasks. It consumes no
  time, and uses no resources. It marks the
  completion of one or more tasks, and is not
  reached until all of the activities leading to
  that event have been completed.

136
CPM

• The Critical Path Method, abbreviated CPM, or
  Critical Path Analysis, is a mathematically based
  algorithm for scheduling a set of project
  activities. It is an important tool for effective
  project management.
• It was developed in the 1950s by the US Navy when
  trying to better organize the building of
  submarines and later, especially, when building
  nuclear submarines. Today, it is commonly used
  with all forms of projects, including
  construction, software development, research
  projects, product development, engineering, and
  plant maintenance, among others. Any project with
  interdependent activities can apply this method
  of scheduling.

137

• The essential technique for using CPM is to
  construct a model of the project that includes
  the following
• A list of all activities required to complete the
  project (also known as Work breakdown structure),
  
• The time (duration) that each activity will take
  to completion, and
• The dependencies between the activities.

138

• Using these values, CPM calculates the longest
  path of planned activities to the end of the
  project, and the earliest and latest that each
  activity can start and finish without making the
  project longer. This process determines which
  activities are "critical" (i.e., on the longest
  path) and which have "total float" (i.e., can be
  delayed without making the project longer). In
  project management, a critical path is the
  sequence of project network activities which add
  up to the longest overall duration. This
  determines the shortest time possible to complete
  the project. Any delay of an activity on the
  critical path directly impacts the planned
  project completion date (i.e. there is no float
  on the critical path). A project can have
  several, parallel, near critical paths. An
  additional parallel path through the network with
  the total durations shorter than the critical
  path is called a sub-critical or non-critical
  path.

139

• These results allow managers to prioritize
  activities for the effective management of
  project completion, and to shorten the planned
  critical path of a project by pruning critical
  path activities, by "fast tracking" (i.e.,
  performing more activities in parallel), and/or
  by "crashing the critical path" (i.e., shortening
  the durations of critical path activities by
  adding resources).