Four Principles of Scientific Management by Fredrik 1. T raditional Management 2. C ommunication 3. H uman Resouse Management 4. N etworking

1

Four Principles of Scientific Management by Fredrik

1. Traditional Management

2. Communication

3. Human Resouse Management

4. Networking

Tou Chalo Hum Networking kare by this phrase we can catch all 4 po ints.

Henri Fayol 14 principal's

1. Division of Work

2. Authority

3. Discipline

4. Command

5. Direction

6. General interest Vs Individual interest

7. Remuneration

8. Centralization

9. Scalar Chain

10. Order

11. Stability & tenure

12. Equity

13. Initiative

14. Morale

DAD do Command, Direction in General interest & Rock. What dad say Chalo Sab Order Se Enjoy In Movie.

Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a

company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and

external situation

Contingency Theory (1970s)

� The idea that the organizational structures and control systems are contingent on characteristics of the

external environment in which the organization operates

� Assumes there is no one best way to manage

� The environment impacts and managers must be flexible to react to environmental changes

� In rapidly changing organizational environment, managers must find ways to coordinate different

departments to respond quickly and effectively

Type Z Organization (Theory Z by Ouchi 1981)

Theory Z (80’s) : involved workers are the key to increase in productivity. It offers ways to manage (collective decision

making, slow evaluation and promotion, and holistic concern for people) so that they can work together more effectively

Organizational Environment Theory

� Organizational Environment

Set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and

utilize resources

Management Science Theory

� Quantitative management — utilizes linear and nonlinear programming, modeling, simulations etc

� Operations management —techniques to analyze aspect of the organization’s production system

� Management Information Systems (MIS) — provides information vital for effective decision making

� Total Quality Management (TQM) —focuses on analyzing input, conversion, and output activities to increase product

quality.

Chaos Theory (Hock, Dee,1999): recognizes that events indeed are rarely controlled. Need to blend chaos with order

Profile of the 21st Century Manager

1. Learner - Continuously learning from daily experiences & opportunities

2. Manage Change & Conflict - Anticipate / Seek /

3. Access to Information - Increase Access / share

4. Relationships & Networking

To memorize :( Learn MAN)

Maslow's hierarchy of needs

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the boMaslow's hierarchy of needs is a theory in "A Theory of Human Motivation".Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem, SelfTranscendence needs to describe the pattern that human motivations generally move through.Physiological needs Physiological needs are the physical requirements for human survival. If these requirements are not met, the human body cannot function properly, and will ultimately fail. Physiological needs are thought to be the most important; they should be first. Safety needs With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. Safety and Security needs include:

• Personal security • Financial security • Health and well-being • Safety net against accidents/illness and th

Love and belonging After physiological and safety needs are fulfilled, the third level of human needs is interpersonal and involves feelings of belongingness. Deficiencies within this level of Maslow's hierarchy impact the individual's ability to form and maintain emotionally significant relationships in general, such as:

• Friendship • Intimacy • Family

According to Maslow, humans need to feel a sense of belonging and acceptance among their social groups, regardless if these groups are large or small. Esteem All humans have a need to feel respected; this includes the need to have typical human desire to be accepted and valued by others. Self-actualization "What a man can be, he must be." This level of need refers to what apotential. Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can bMaslow believed that to understand this level of need, the person must n

Organization

SHGSPPPPRC (Sab Hi God Se Prayer karte hai Payasa, Possition ,Pyaar or Recognition Chahiye)

1. Systematic

2. Hierarchy

Anticipate / Seek / channelize

Increase Access / share

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bois a theory in "A Theory of Human Motivation".[2]

Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem, Self-Actualization and SelfTranscendence needs to describe the pattern that human motivations generally move through.

l needs are the physical requirements for human survival. If these requirements are not met, the human body cannot function properly, and will ultimately fail. Physiological needs are thought to be the most important; they should be

With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior.

Safety net against accidents/illness and their adverse impacts

After physiological and safety needs are fulfilled, the third level of human needs is interpersonal and involves feelings of eficiencies within this level of Maslow's hierarchy – due to hospitalism, neglect, shunning

impact the individual's ability to form and maintain emotionally significant relationships in general, such as:

According to Maslow, humans need to feel a sense of belonging and acceptance among their social groups, regardless if these

All humans have a need to feel respected; this includes the need to have self-esteem and self-respect. Esteem presents the typical human desire to be accepted and valued by others.

"What a man can be, he must be." This level of need refers to what a person's full potential is and the realization of that potential. Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can bMaslow believed that to understand this level of need, the person must not only achieve the previous needs, but master them.

(Sab Hi God Se Prayer karte hai Payasa, Possition ,Pyaar or Recognition Chahiye)

2

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom[1]

Actualization and Self-Transcendence needs to describe the pattern that human motivations generally move through.

l needs are the physical requirements for human survival. If these requirements are not met, the human body cannot function properly, and will ultimately fail. Physiological needs are thought to be the most important; they should be met

With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior.

After physiological and safety needs are fulfilled, the third level of human needs is interpersonal and involves feelings of shunning, ostracism, etc. – can

impact the individual's ability to form and maintain emotionally significant relationships in general, such as:

According to Maslow, humans need to feel a sense of belonging and acceptance among their social groups, regardless if these

respect. Esteem presents the

person's full potential is and the realization of that potential. Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can be.

ot only achieve the previous needs, but master them.

(Sab Hi God Se Prayer karte hai Payasa, Possition ,Pyaar or Recognition Chahiye)

3

3. Goal

4. Structure

5. Purpose

6. Profit

7. Process

8. By the People

9. Resource

10. Culture

Metaphor of Organization

PCMPB (Pyaro Common Man Party Banno)

1. Political System

2. Culture

3. Machine

4. Physiological Prism

5. Brain Organisation as Political Systems

Political metaphor encourages us to see orgs as loose networks of peole with divergent interests who gather together

for the sake of expediency

• Aristotle : politics stems from a diversity of interests – generates “wheeling and dealing,” negotiation, coalition

building, mutual influence

• Task interests

• Career interests

• Extramural interests

• Relationship and tension between job and other activity – overlap;

Organizatons as ‘Cultures’

• Rituals, core values, stories, behavior patterns

• Relationships

• Decision-making

• Management of rewards/mistakes

• Management style

• A corporate culture develops an ETHOS, created and sustained by social processes, images, symbols, rituals

• Ethos: the distinguishing character, sentiment, moral nature, or guiding beliefs of a person, group, or institution

Organizations as ‘Machines’

Term organization derived from Greek word ‘organon’ meaning “tool” or “instrument”

• Efficient

• Reliable

• Schedules

• Control systems

• Documentation

• Code of conduct

• Routines & standardization to reduce uncertainty

• Suppress spontaneity, innovation & change

Organizations as ‘Psychic Prisons’

Organisations stimulate & bring out pathological tendencies/neurotic impulses in an acceptable form eg.

White collar crime “depend on human nature”.

Obedience to authority

• People in organizations imprisoned, confined by thoughts, actions – “the way we’ve always done it here”

• Group behavior – groupthink - defensive behavior

Organisation as Brain

• Information processing & decision making

• Concept of the learning organization

4 key principles:

1. Capacity to sense, monitor, scan significant aspects of the environment

2. Relate to operational norms

3. Detect significant deviation from norms

4

4. Initiate corrective action

Organizations as ‘Living Systems’

McKinsey 7S Framework

The model is most often used as a tool to assess and monitor changes in the internal situation of an organization.

The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and

mutually reinforcing.

OBJECTIVE OF THE MODEL (To analyze how well an organization is positioned to achieve its intended objective) Usage

• Improve the performance of a company

• Examine the likely effects of future changes within a company

• Align departments and processes during a merger or acquisition

• Determine how best to implement a proposed strategy

The Seven Interdependent Elements

The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be

successful

Let's look at each of the elements specifically:

1. Strategy: the plan devised to maintain and build competitive advantage over the competition.

2. Structure: the way the organization is structured and who reports to whom.

3. Systems: the daily activities and procedures that staff members engage in to get the job done.

4. Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the

company that are evidenced in the corporate culture and the general work ethic.

5. Style: the style of leadership adopted.

6. Staff: the employees and their general capabilities.

7. Skills: the actual skills and competencies of the employees working for the company.

Organisational Effectiveness

1. Goal Approach: Productivity & Efficiency. Measurable goals

2. Resource-based Approach: ability to secure, manage & control scarce/ valued skills & resources

3. Internal Process Approach: ability to innovate & respond.

Balanced Effectiveness Approach

Organisation Behavior

Effectiveness is multidimensional concept Stakeholder Approach simultaneously examines factors in environment &

within

Owners Financial return

Employees Satisfaction, pay, supervision

Customers Quality of goods & services

Creditors Creditworthiness

Community Social responsibility

Suppliers Abiding to laws & regulations

Govt/external agencies

Organisation Behavior

Multi disciplinary- Built on contributions from:

5

• Psychology

• Social psychology

• Sociology

• Anthropology

• Political science

Study of OB:

� Complements intuition with Systematic Study

� Investigates impact that Individuals, Groups & Structure have on organizational functioning

� OB seeks to enhance organizational effectiveness & QWL

Study of OB

Based on 3 fundamental assumptions:

1. Organizations are dynamic

2. No single best way to manage

3. Organizations can be productive while improving QWL of employees

How Do Managers Learn To Manage?

1. Being overstretched by a difficult assignment

2. Getting opportunities

3. Making a big mistake

4. Feeling threatened

5. Being stuck in dilemma

6. Suffering an injustice at work

7. Losing out to someone else

8. Being personally attacked

Resistance to Learning

Change creates anxiety

1. Fear on Unknown

2. Fear of Incompetence

3. Loss of earlier Investment

4. Group Pressure

5. Learned Helplessness

Learning Modes

1. CONCRETE EXPERIENCE (Learn from FEELINGS)

2. REFLECTIVE OBSERVATION (Learn by WATCHING & LISTENING)

3. ABSTRACT CONCEPTUALISATION (Learn by THINKING)

4. ACTIVE EXPERIMENTATION (Learn by DOING)

Learning Styles

DIVERGER (CE & RO) Humanities, Liberal Arts, Counselors, Personnel/ HR

1. Generate alternatives

2. View experience from many perspectives

6

3. Imaginative ability

4. Awareness of meaning & values

5. Feeling oriented

6. Observe then act

CONVERGER (AC & AE) Physical Sciences, Engineers & Technical Specialists

1. Preference for technical tasks than social / interpersonal issues

2. Practical uses of ideas & theories

3. Prefer hypothetical-deductive reasoning

4. Focus on specific problems

ASSIMILATOR (RO & AC) Basic Sciences, Research & Planning

1. Ability to create theoretical models, ideas & abstract concepts

2. Low orientation for practical value of ideas

3. Less focus on people & feelings

4. Preference for logical soundness

ACCOMODATOR (CE & AE) Action-oriented jobs: Marketing & Sales

1. Hands -on experience

2. Act on "gut" feel

3. Rely on people for information than on technical analysis

4. Impatient & pushy

Individual in the Organization - Psychological Processes

What is Personality?

P=f ( H x E x S)

H= Heredity

E= Early Environment

S= Situation

Personality Traits

1. Cognitive Style : Decision- Making (flexible, dogmatic/rigid) Risk Taker vs. Cautious

2. Dependability : Behavioral Consistency, Integrity, Disciplined

3. Social Sensitivity : Empathetic, Responsive, Open vs. Detached, Impersonal, Aloof

4. Ascendant Tendencies: Empathetic, Responsive, Open vs. Detached, Impersonal, Aloof

5. Interpersonal Style: Sociable, Understand Differences, Team Worker

Psychological Processes

1. Emotional Stability: Self -Aware, Ability to Withstand Stress, Confident, Responsive Vs. Low Self-esteem,

Anxious, Insecure .

2. Dealing with Authority: Ability to Transit from Subordinate to Equal Position

3. Defensive Behavior :

4. Locus of Control

Positive Self-concept

• Resilient – face setbacks

• Open to criticism

• Can level with authority

• Likely to get on with others

Behavior

• Confident, Self-assured

• Comfort with new people / new situations

• Long lasting relationships

Low Self-esteem

• Defensive, Fearful, Hesitant

• Self-destructive behavior

• Seek approval of others

• Authority issues

Behavior

• Low initiative

• Compliance

• Resistance to change

• Rebellious

2. Defensive Behavior

These are typical ways we use for protecting ourselves from psychological harm. When overused or they become

habitual, they are referred to as Defensive Behavior.

• Give justifications / rationalise

• Denial – for what is uncomfortable

• Rigid, unwilling to listen to others / change

• Suppress

• Aggressive / short fuse

• Habitual liar

• Blame others

3. Locus of Control

Externals

• Influenced by fate & others

• Low self-direction

• Cautious in trying new approaches

• Express greater dissatisfaction with job, or

• Use defenses to cope with inadequacies

• Often feel helpless

• Become cynical

Internals

• Self-reliant, self-directed

• Accept responsibility for own growth & career development

• Confident

• Higher risk- taking

• Self blaming

• Achievement oriented

• Higher perseverance

Role Taking vs.Role Making

Perception

• Perception is a personal construct

• The eyes see but the mind evaluates

• People’s behavior is based on their perception of reality, not on reality itself

Selective Perception

Internal Factors

• Learning: past experience, background

• Motives: needs, interests

• Expectations: self-fulfilling Prophesy

• Personality: self concept, traits, attitudes, beliefs

Situational Factors

• Position in organisation

Shortcuts in Judging Others

1. Stereotyping: Generalize the person on the cast & gender

2. Halo Effect : Judge by 1 behavior of the person

3. Contrast :

Necessary for economy of perception, but if not cautious , often leads to preconceived ideas & biases

Motivation Motivation Plateaus when

� No clear career path

These are typical ways we use for protecting ourselves from psychological harm. When overused or they become

habitual, they are referred to as Defensive Behavior.

ling to listen to others / change

Express greater dissatisfaction with job, orgn, and superior

Use defenses to cope with inadequacies

Accept responsibility for own growth & career development

People’s behavior is based on their perception of reality, not on reality itself

Learning: past experience, background

Personality: self concept, traits, attitudes, beliefs

ralize the person on the cast & gender

Halo Effect : Judge by 1 behavior of the person

Necessary for economy of perception, but if not cautious , often leads to preconceived ideas & biases

7

These are typical ways we use for protecting ourselves from psychological harm. When overused or they become

Necessary for economy of perception, but if not cautious , often leads to preconceived ideas & biases

8

� Not managed adequately

� Bored

� Burnt out

� Discouraged with company

� Overlooked for promotion

� Lack of ability

� Reluctance to be transferred

Understanding Individual Needs

1. Hierarchy of Needs Theory: Maslow hierarchy

2. Dual Factor Theory: Herzberg Dual-Factor Theory

3. Expectancy Theory: offers powerful explanation of performance variables such as employee productivity, absenteeism

& turnover.

4. Equity Theory: Deals with productivity, satisfaction, absence, and turnover variable

Herzberg Dual-Factor Theory

1. Motivation factors. (Job Content)Those factors that are strong contributors to job satisfaction

1) Nature of work 2) Recognition 3) Responsibility 4) Challenge 5) Growth opportunities 1) Hygiene factors. (Job Context)Those factors that are not strong contributors to satisfaction but that must be present to

meet a worker’s expectations and prevent job dissatisfaction a) Salary b) Company policies c) Quality of supervision d) Working conditions e) Relationships with peers, subordinates etc.

Expectancy Theory

Person is motivated to exert effort when there is a belief that � Effort will lead to a reward � Reward is valued and will satisfy the person

Relationship between � Effort & Performance � Performance & Reward � Reward & Individual satisfaction

Equity Theory :Deals with productivity, satisfaction, absence, and turnover variable

Based on Social Comparison Process - Rewards are

Relative Are rewards worth the effort? Are rewards equitable? If “yes”, rewards have the potential to motivate Equity Distributive Justice – perceived fairness of quantum of reward Procedural Justice – perceived fairness of process of decision making for distributing rewards Goal Setting Theory

i) Specific Goals ii) Difficult Goals iii) Measurable Goals iv) Role of Feedback

2) Performance= f ( A x M x O) A=Ability

M=Motivation

O=opportunity

Understanding Others Employee Performance Analysis Model

Interpersonal Dynamics & Emotional Intelligence

1. Logical Intelligence (IQ) 2. Interpersonal Intelligence (EI)

Emotional Intelligence � Self awareness � Reasoning & managing one’s emotions� Understand & respond to others’ emotions� Ability to inspire, influence & develop others

Behaviors Indicating Emotional IntelligenceSelf Awareness

1. Recognize feelings 2. Ability to understand one’s emotions & recognise their impact on work performance

Self Management 1. Taking responsibility for own performance2. Ability to handle impulses & emotions like irritability, gloom ,anxiety3. Resilience - response to setbacks / frustration4. Ability to calm oneself, restrain uncontrollable emotions

Social Awareness 1. Empathy; seeing others feelings & perspectives2. Understand others’ needs 3. Bring out best in others 4. Awareness of political & social currents

Social Skill 1. Inspiring & guiding others 2. Drive to realize own potential 3. Leadership – lead others towards desired dir

FIROB Inclusion Expressed Interest Wanted Acceptance INCLUSION Need for:

1. Associating with people 2. Belongingness 3. Contact 4. Togetherness 5. Participation 6. Acceptance 7. Acknowledgement

AFFECTION Need for:

1. Close, personal, emotional feelings 2. Understanding others, empathy Sensitivity3. Sharing personal experiences

Interpersonal Dynamics & Emotional Intelligence

Interpersonal Intelligence (EI)

otions Understand & respond to others’ emotions Ability to inspire, influence & develop others Behaviors Indicating Emotional Intelligence

Ability to understand one’s emotions & recognise their impact on work performance

Taking responsibility for own performance Ability to handle impulses & emotions like irritability, gloom ,anxiety

response to setbacks / frustration Ability to calm oneself, restrain uncontrollable emotions

mpathy; seeing others feelings & perspectives

Awareness of political & social currents

lead others towards desired direction

Control LinkingLeadership LiGuidance Closness

Understanding others, empathy Sensitivity

9

Linking Liking Closness

10

4. Being supportive, encouraging, affirmative Group Dynamics & Teams

Structure of Groups 1. Leadership 2. Norms 3. Roles 4. Cohesiveness

Group Decision Making- Assets • Greater knowledge and facts

• Broader perspective/alternatives on issues • Greater satisfaction with & support of decisions • Better problem comprehension • Increased communication

Group Decision Making – Liabilities • Less speed • Individual domination • Compromise may damage quality of decision • Ambiguous responsibility • Premature decisions

Essential Elements of Teams 1. Mutual Goal 2. Interdependent Working Relationships 3. Individual commitment 4. Accountability

(To learn Team needs Goal , Relationship , Commitment & accountability) Use A Team When….

1. The job is complex 2. Decision-making needs to be collective 3. Consensus is important 4. Hierarchical relationships are less potent

The Wisdom of TEAM lies within the Team itself T - Together E- Each A- Achieves M- More