MANAGING AND THE HUMAN FACTOR

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MANAGING AND THE HUMAN FACTOR
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• MANAGEMENT AND LEADERSHIP THOUGHT OF AS THE SAME
  THING.
• AN EFFECTIVE MANAGER IS AN EFFECTIVE LEADER
• LEADERSHIP IS ALSO FOLLOWERSHIP
• CREATIVITY PLAYS AN IMPORTANT ROLE IN MANAGING
  PEOPLE.

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LEADERSHIP ..

• IS DEFINED AS THE PROCESS OF INFLUENCING PEOPLE
  SO THAT THEY WILL STRIVE WILLINGLY AND
  ENTHUSIASTICALLY TOWARDS THE ACHIEVEMENT OF
  ORGANISATIONAL GOALS.

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THE HUMAN FACTOR IN ENTERPRISES

• PEOPLE ASSUME DIFFERENT ROLES
• THERE IS NO AVERAGE PERSON
• PERSONAL DIGNITY IS IMPORTANT
• THE WHOLE PERSON MUST BE CONSIDERED.

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MODELS OF PEOPLE

• RATIONAL / EMOTIONAL
• ECONOMIC / SELF-ACTUALIZING
• BEHAVIOURISTIC / PHENOMENOLOGICAL
• McGREGORS THEORY X AND THEORY Y

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THEORY X

• AVERAGE HUMAN BEINGS HAVE AN INHERENT DISLIKE OF
  WORK AND WILL AVOID IT IF THEY CAN
• BECAUSE OF THIS, MOST PEOPLE MUST BE COERCED,
  CONTROLLED, DIRECTED AND THREATENED WITH
  PUNISHMENT TO GET THEM TO PUT FORWARD ADEQUATE
  EFFORT
• AVERAGE HUMAN BEINGS PREFER TO BE DIRECTED, WISH
  TO AVOID RESPONSIBILITY AND WANT SECURITY ABOVE
  ALL.

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THEORY Y

• THE EXPENDITURE OF PHYSICAL WORK IS AS NATURAL AS
  PLAY OR REST
• PEOPLE EXERCISE DIRECTION AND SELF CONTROL IN THE
  SERVICE OF OBJECTIVES
• THE DEGREE OF COMMITMENT IS PROPORTIONAL TO THE
  SIZE OF REWARDS ASSOCIATED WITH ACHIEVEMENT
• THEY SEEK RESPONSIBILITY
• THEY EXERCISE A RELATIVELY HIGH DEGREE OF
  IMAGINATION, INGENUITY AND CREATIVITY IN SOLVING
  PROBLEMS

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MANAGERIAL IMPLICATIONS

• ARE IN -
• 1. SETTING OBJECTIVES AND
• DEVELOPING PLANS TO
• ACHIEVE THEM
• 2. IMPLEMENTING PLANS
• THROUGH LEADERSHIP
• 3. CONTROLLING AND APPRAISING
• PERFORMANCE AGAINST
• PREVIOUSLY SET STANDARDS

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OTHER BEHAVIOURAL MODELS

• THE AUTOCRATIC MODEL
• THE CUSTODIAL MODEL
• THE SUPPORTIVE MODEL
• THE COLLEGIAL MODEL

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DIRECTION

• Direction consists of the process and techniques
  utilised in issuing instruction and making
  certain that operations are carries out as
  planned.

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IMPORTANCE OF DIRECTION..

• Direction initiates action
• Direction integrates employee efforts
• Direction attempts in getting maximum out of
  individuals
• Direction facilitates change in the organisation

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PRINCIPLES.

• Principle of harmony of objectives
• Principle of unity of command

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CREATIVITY AND INNOVATION

• CREATIVITY AND INNOVATION
• CREATIVITY REFERS TO THE ABILITY AND POWER TO
  DEVELOP NEW IDEAS
• INNOVATION USUALLY MEANS USE OF THESE IDEAS

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WHY CREATIVITY?

• FREE COMPETITION REQUIRES A CONTINUOUS
  DEVELOPMENT OF IDEAS, PRODUCTS..
• NEW APPROACHES TO PROBLEMS / PRODUCTS

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THE CREATIVE PROCESS

• UNCONCIOUS SCANNING
• INTUITION
• INSIGHT
• LOGICAL FORMULATION

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TECHNIQUES TO ENHANCE CREATIVITY

• BRAINSTORMING
• SYNECTICS

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• THE END

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HARMONY OF OBJECTIVES

• The more managers can harmonize the personal
  goals of individuals with the goals of the
  enterprise, the more effective and efficient the
  enterprise will be.
• back

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