ORG & MAN

• Management

  "A process in designing and maintaining an environment in which individuals working together in groups efficiently accomplish selected aims." - Weihrich and Koontz, 1993
• Effectively - capability to achieve goals in a certain time period
• Efficiently - doing the task properly at a quick pace, and less effort if possible.
• Staffing


  The managerial function of recruitment, selection, training, developing, promotion and compensation of personnel
• Staffing


  • Identifying work-force requirements
  • Inventorying the people available
  • Recruiting
  • Selecting
  • Placing
  • Promoting
  • Appraising
  • Planning the careers
  • Compensating
  • Training
  • Developing existing staff or new recruits
• Recruitment


  The process of attracting potential employees to the company
• Selection


  The process of choosing the most suitable person for the current position or for future position from within the organization or from outside the organization
• Methods of recruitment


  • Direct methods
  • Indirect methods
  • Third party methods
• Sources of recruitment


  • Internal sources
  • External sources
• Selection process


  1. Receiving and screening the application

  2. Sending the blank application form

  3. Preliminary interview

  4. Administering tests

  5. Checking references and investigating previous history

  6. Interviewing

  7. Final selection
• Training


  An instrument of developing the employees by increasing their skills and improving their behavior
• Training methods


  • On the job
  • Off the job
• Development


  A continuous process of refreshing information, knowledge and skills of the executives
• Performance appraisal


  The systematic evaluations of the individuals with respect to their performance on the job and their potential for development
• Features of Communication


  • Involves at least two persons
  • Involves transmission of information
  • Involves common understanding
  • Involves a medium or channel
• Elements of Communication


  • Sender
  • Message
  • Channel
  • Receiver
  • Feedback
• Process of Communication


  1. Encoding

  2. Transmitting

  3. Receiving

  4. Decoding

  5. Feedback
• Communication is important for effective management
• Principles of Communication


  • Clarity
  • Completeness
  • Conciseness
  • Courtesy
  • Correctness
  • Concreteness
  • Consideration
  • Timeliness
• Directing


  The process of guiding and motivating employees to work effectively towards the achievement of organizational goals
• Suggested readings


  • Business Management : Dr. P. C. Pardeshi
  • Management : Tasks, Responsibilities, Practices : Peter Drucker
  • Management : A Global Perspective : Herold Koontz
• Motivation is a productivity factor in industry
• Capacity to work


  Willingness to work
• Manager's function


  Induce employees to work willingly, efficiently and effectively
• Work performance of an individual


  Depends on motivation, ability and environmental conditions
• Performance


  Function of [Motivation, Ability, Environment]
• Hierarchy of needs


  • Physiological
  • Safety
  • Social
  • Esteem
  • Self-actualisation
• Physiological needs


  The lowest level in the hierarchy, most important for human survival (food, clothing, housing, air, water)
• Safety needs


  Also known as 'security needs', concerned with protection (financial security, job security, emotional harm)
• Social needs


  Relates to love, affection, belonging and social security
• Satisfying social needs


  1. Establishing teamwork, team culture and team spirit

  2. Providing proper training facilities

  3. Conducting frequent meetings with team members

  4. Providing extra social, cultural, sports activities

  5. Arranging periodic get-togethers with managers
• Esteem needs


  Includes internal esteem (self-respect) and external esteem (respect and status from others)
• Satisfying esteem needs


  1. Providing higher level of training and better educational facilities

  2. Assigning challenging tasks, high responsibility and positions

  3. Delegating powers to subordinates

  4. Involving subordinates in goal setting and decision making
• Self-actualisation


  The need for self-fulfillment, job growth and achieving one's potential
• Satisfying self-actualisation needs


  1. Involving capable people in policy making

  2. Realizing a sense of fulfillment and development

  3. Providing opportunities for involvement

  4. Providing training according to capacity
• Limitations/disadvantages of Maslow's hierarchy of needs theory:
• These limitations should be kept in mind by management when preparing motivation plans, as people have different expectations and the same need may not motivate everyone in the same way
• Hygiene/maintenance factors


  Do not motivate satisfaction, but their absence causes dissatisfaction (company policies, relationship with supervisors, working conditions, money, status, security, personal life, supervision, relationship with subordinates)
• Motivational factors


  The real cause of job satisfaction and better performance (achievement of challenging tasks, recognition, challenging work, increased responsibility, opportunity for growth and development, enriched challenging job)
• Maintenance seekers


  In a natural state of motivation, satisfied by hygiene/maintenance factors