CHAPTER 12
Topics to be covered…..• What HRM is?
• Why HRM is important?
• Human Resource Management Cycle
• Knowledge worker concept
• Function of HRM – Staffing
– Training and Development
– Motivation
– Miantenance
Human Resource Management
• Human Resource Management (HRM) is the process ofevaluating an organization’s human resource needs, findingpeople to fill those needs, and getting the best work from eachemployee by providing the right incentives and job environment--- with the overall aim of helping achieve organizational goals.
• HRM is concerned with the most effective and efficient use ofhuman resource. It deals with organization’s staffing levels,motivating employees, managing employee relations andemployee service.
• HRM is a strategic approach to manage people at work.
Importance of HRM ….• Our people are our most important resource.
• Strategic Tool.
• It increase productivity.
• It enhances group learning.
• It reduce staff turnover. (Service Type Businesses e.g. Banks)
• It encourages initiatives.
• Important source of competitive advantage.
Human Resource Cycle ….
Selection Performance
Ap
pra
isal
Rewards
Training and
Development
• HRM is a bridge between employee and employer.
• Give something and get something concept.
• When your organization has about 100 employees, then HRM becomes necessary.
• HRM focuses on personality dominance to work dominance.
Knowledge Worker Concept…. • An employee who have the required knowledge and skills to
perform a specific task or job.
Functions of HRM
HRM
Staffing
Training
& Development
Motivation Maintenance
Staffing
1. Human Resource Planning (HRP)
2. Recruitment
3. Selection
1. Human Resource Planning (HRP)
• Right person for right job, in the right time, at right place.
• Current Human Resource Inventory (HRI)
• Future Needs
• Replacement Charts/Succession Planning (Planning for persons who are going to be replaced)
• Demand and Supply of Human Resource
• Job Analysis – Job Description. (Focus on Job)
– Job Specification. (SKA)
– Job Evaluation. (Whether you are doing rightly.)
2. Recruitment
• Locating, Identifying and Attracting capable applicants.
• It is used to hire people.
• Recruitee Future Employee
• Candidates (10) Recruitee (5) Employee (1)
• Sources of Recruitment – Internal Sources (Promotion, Employee referrals)
– External Sources (Internet, News Papers, Colleges n Universities, Recruitment Agencies etc)
• Recruitment Constraints
• De-recruitment
3. Selection
1 •Short Listing/Initial Interview
2 •Written Test
3 •Panel Interview/Employment Interview
4 •Background Checking
5 •Appointment Letter
6 •Medical Examination
Training and Development
1. Socialization/Orientation .
2. Training
3. Development
4. Career Development
• Awareness about company and its environment.
• Organization tries to influence the new hire to adapt to and adapt the way they do things around the workplace using formal and informal processes.
• For example language, physical appearance or greet the customers.
• Socialization must be there otherwise employees will left.
Socialization Process
2.
• It more focused on your present job.
• Training of employees takes place after orientation takes place.Training is the process of enhancing the skills, capabilities andknowledge of employees for doing a particular job. Trainingprocess moulds the thinking of employees and leads to qualityperformance of employees. It is continuous and never ending innature.
• How to work, How to sit n stand, How to greet customers etc.
• Training may be given to new employees as well as employees with no good performance appraisal.
• Indoor training and outdoor training.
• On the job training and off the job training.
3. • It is more focused on future positions.
• Companies often realize that investing in the growth anddevelopment of key employees helps improve the overallcompetence of the organization. When an employee learns skillsand responsibilities, he becomes better equipped to take onhigher-level work and leadership roles in the future. Mentoringprograms, manager-training programs and departmentalworkshops are examples of employee-development activities.Employee development typically works best when humanresources promotes and supports a culture that rewardsemployees who deliver results and learn new skills.
4.
• Focus on employee career.
• From date of joining to Superannuation (Retirement)
• Step by step promotion in service.
• Career development programs place more emphasis on opportunities foremployees to improve themselves to reach personal career goals. In a 2009study, Hay Group Insight showed that employees felt much more engaged andcommitted to employers who offered chances for personal growth anddevelopment. In essence, companies that offer development opportunitiesplace a higher emphasis on employee retention. The general belief is that ifyou can motivate employees to improve their knowledge and skills, thecompany ultimately benefits.
Motivation
1. Employee Benefits
2. Employee development program
3. Performance Reward System
1.
• Benefits Planning – Medical Facilities
– Residence
– Leaves
– Transportation
• Incentives– Cash Incentives
– Haj Incentives
• For efficient as well as for average performance.
• If peoples are working well motivation is there.
• If peoples are frustrated, then de-motivation is there, and this creates a big hurdle in performance.
2.
• Only for above average and efficient performance.
• How employees are developed?– Special Trainings.
– Further Education.
– Participation in Decision Making.
– Free Industry and Foreign Tours.
– Promotions.
3.
• Rewards are what employees receive for performing well. Sometimesthese rewards come from the organisation in the form of money,recognition and promotions. Rewards can also consist of feelings fromhaving performed well in work. It can be said that rewards are verypowerful motivators of performance.
• Organisations need various types of performance from theiremployees. They need them to become active members of theorganisation, they need them to do their job as it has been defined andthey need their employees to improve their performance. In order toachieve improvements in performance different reward systems mustbe applied.
• As much better performance you will show, so better reward you willget.
• Financial Vs. Non- Financial Rewards
• Intrinsic Vs. Extrinsic Rewards
Maintenance 1. Performance Appraisal
2. Compensation
3. Industrial relations
4. Rewards
1.
• A performance appraisal is a review and discussion of anemployee's performance of assigned duties and responsibilities.The appraisal is based on results obtained by the employee inhis/her job, not on the employee's personality characteristics.
• Whether you are performing good or not.
• Good Performance Rewards, Incentives, Promotions
• Average or Bad Performance Training
• Appraisal Process
Appraiser
Appraisee
2.
• Wages, Salary &Payrolls, Bonuses ,Incentives
Benefits
Mandatory(Necessary as per law)
** Salary
** Suit able working conditions and environment.
Optional (Optional as per
Company’s Management)
** Residence
** Transportation
** Mobile
** Lunch Facility
3.
• Labor Laws
• Social Security (PESSI)
• EOBI
• Insurance
• Health issues.
• Child Labor.
4.
• A thing given in recognition of service, effort, or achievement.
• Financial Rewards
– Piece rate
– Wages
– Salaries
– Bonus Schemes
– Profit related Pay
– Fringe Benefits
• Non-Financial Rewards
– Job Enrichment
– Job Enlargement
– Communication
– Empowerment
– Quality Circles
– Training
– Autonomous Work Groups
Some Thoughts on Leadership
Workshop Content Introduction
• Definition of Leadership
• Interpersonal Effectiveness
Leadership
• Attributes of a Leader
• Differences between management skills and leadership skills
• Being a Leader
• Holistic Communications
Workshop Content
Interpersonal Communications
• Personal Interactive Skills
• Jungian type personality indicators
• Self Evaluation
• Motivating
• Maslow’s Hierarchy of Needs
• Team building
• Coaching
Workshop Content
Conflict Management
• Thomas-Kilmann Conflict Styles
• Self Evaluation
• Situations to use conflict styles and
consequences
• Confronting Conflict
Workshop Content
Problem Solving and Decision Making
• Formal Techniques, eg. KT, Alamo,
Cause Mapping, etc
• Brainstorming
• Synergistic Decision Making
Definition of Leadership
Leadership, according to Peter DeLisle, is
the ability to influence others, with or
without authority.
All successful endeavors are the result of
human effort; thus, the ability to
influence others is a derivation of
• Interpersonal Communications
• Conflict Management
• Problem solving
Interpersonal Effectiveness
Interpersonal effectiveness is the
capability of an individual to do this,
influence others, competently.
Leadership is a direct function of three
elements of interpersonal effectiveness
• Awareness
• Ability
• Commitment
Interpersonal Effectiveness
Awareness
Awareness is a state of consciousness.
It is the ability to recognize yourself, others, events and situations in real time.
It is the ability to assess the impact of actions on situations and others, and be critically self-reflective.
It is a development process that is a function of experience, communication, self discovery and feedback.
Ability
Ability to learn and understand technical issues
is the basis of our careers.
Ability to lead is a function of influence:
• Ability to communicate
• Ability to resolve conflicts
• Ability to solve problems and make decisions
As a member of a team, we influence others in
a collaborative effort to find better ideas or
solve problems.
Commitment
For leaders, the “one thing” that leads to maturity is the fully aware recognition that one’s decisions make a difference, both positively and negatively, in the lives of others, and that any attempt to solve a problem might have a decided negative impact on some, while helping others.
In no-win scenarios, one must still make a hard decision.
Commitment
Movie example – Untouchables
Moment of truth for Elliott Ness
Jimmy O’Neil asks
“What are you prepared to do?”
Ness replies
“Anything I have to do to make this thing right.”
O’Neil says
“Everyone knows where the problems are, but no one is willing to do anything. You said you would do anything you had to, to make it right. Now, I’m willing to help you. You made the commitment.”
Attributes of a Leader
• Guiding vision: Effective leaders know
what they want to do, and have the
strength of character to pursue their
objectives in the face of opposition and in
spite of failures. The effective leader
establishes achievable goals.
Attributes of a Leader
Passion: Effective leaders believe
passionately in their goals. They have a
positive outlook on who they are, and they
love what they do. Their passion for life is
a guiding star for others to follow, because
they radiate promise!
Attributes of a Leader
• Integrity: Because they know who they are, effective leaders are also aware of their weaknesses. They only make promises they can follow through on.
• Honesty: Leaders convey an aura of honesty in both their professional and their personal lives.
• Trust: Effective leaders earn the trust of their followers and act on behalf of their followers.
Attributes of a Leader
• Curiosity: Leaders are learners. They wonder
about every aspect of their charge. They find out
what they need to know in order to pursue their
goals.
• Risk: Effective leaders take calculated risks when
necessary to achieve their objectives. If a
mistake is made, the effective leader will learn
from the mistake and use it as an opportunity to
explore other avenues.
Attributes of a Leader
• Dedication: The effective leader is
dedicated to his or her charge, and will
work assiduously on behalf of those
following. The leader gives himself or
herself entirely to the task when it is
necessary.
Attributes of a Leader
• Charisma: This may be the one attribute that is
the most difficult to cultivate. It conveys maturity,
respect for your followers, compassion, a fine
sense of humor, and a love of humanity. The
result is that leaders have the capability to
motivate people to excel.
• Listening: Leaders Listen! This is the most
important attribute of all, listen to your followers.
Leader vs Manager
Leader n, 1. A person who is followed by
others.
Manager n, 1. A person controlling or
administering a business or a part of a
business. 2. A person regarded in
terms of skill in household or financial or
other management.
Leadership
•Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal
Management
•Management is the ability
to organize resources and
coordinate the execution
of tasks necessary to
reach a goal in a timely
and cost effective manner
Leadership vs Management
• Management seeks stability &
predictability
– (order)
• Leadership seeks improvement through
change
– (disorder)
Leader vs Manager
Leaders:
Do the right thing
Manager:
Do things right
Leadership & Management Skills
Leadership – soft skills
• Communications
• Motivation
• Stress Management
• Team Building
• Change Management
Management – hard skills
• Scheduling
• Staffing
• Activity Analysis
• Project Controls
Managers have the following attributes , they
– Consider alternatives to design
– Estimate costs involved
– Establish risks to the organization
– Develop a schedule for the project
– Include decision steps
– Manage change in an orderly fashion
– Keep the team motivated and informed
– Review responsibilities and goals with each team player
– State clearly the basis for evaluation and where each person fits into the organization
Managers have the following attributes , they
– Monitor progress
– Set directions; set expected achievements
for each individual within the next work
period. Show the team members where
they fit in achieving unit goals.
– Perform administrative tasks
– Report to senior management
– Money and job security play a major role in
management effectiveness. They act as
deficiency motivators.
Being a Leader
• If you want to get ahead, be a leader, you must assume:
– That everything that happens to you results in a situation that is in your control
– That the attitude you convey is what you are judged on
– That what you think and do in your private life is what you will reap in your public or corporate life
– You are what you think and believe
– If you never meet a challenge you will never find out what you are worth
Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dynamic attitude in
everything you do
• Accept blame: learn from your own mistakes
as well as those of others. Take blame for
everything that happens in your unit
• Give credit wherever it is due
• Be compassionate when you review your
team members' progress or lack thereof
Recipe for Being a Leader
• Think great thoughts. Small thinking is why
companies go broke
• Turn disasters into opportunities. Turn every
obstacle into a personal triumph
• Determine your "real" goals then strive to
achieve them
• When you want to tell someone something
important, do it personally
• Don’t be afraid to get your hands dirty doing what you ask others to do. Make coffee
Recipe for Being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment
Holistic Communications
image (noun)
1. Form, semblance; counterpart as regards appearance (That person is the image of an engineer.)
2.simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public.
Image includes everything: the way you talk and dress, the way you act, your attitude to
others at work and play.
Holistic Communications • Do you give warm fuzzies? Do you smile a lot? Do
you feel dynamic and energized, and show it? Do you feel comfortable in a group?
• Or: do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and show it? Do you feel uncomfortable in a group?
• When people think about you, do they equate your image with a dynamic, interested, competent person? Are you the sort of a person who makes things happen, at home, at work, or at play?
• Or: do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen?
Holistic Communications
What are your personal career objectives?
1. to identify problems and create winning solutions to solve them?
2. to lead effectively, with inspiration; to motivate?
3. to be in control of your world; to make things happen for you?
4. to manage your personal resources effectively?
5. to be president of your own company?
6. to be a millionaire, if you aren't already?
The way you stand or sit
• indicates whether you are an open person,
easily approachable
• says whether you are friendly
• tells others whether you could be a good
team player
• suggests that you are frank and honest
• tells others what you really think of them
• shows whether you are a part of the team
The way you dress
• indicates whether you have conventional
ideas or whether you are a radical
• shows how neat you are
• suggests whether you will fit in with the
company's image
• makes a statement about whether or not you
care enough to find out about the company,
its image and its objectives
• shows indirectly whether you are confident,
whether or not you believe in yourself.
The way you write
• Conveys whether you are warm and friendly or appear cool and reserved
• Tells whether you are dynamic and energetic or whether you are lethargic and procrastinate
• Conveys an image of you as either intuitive in solving problems, or logical, solving problems step by step
• Says whether you want to communicate with others or not
• Says whether you try to avoid conflict or seek it
• Says whether you are materialistic or idealistic
Holistic Communications
Conclusions
• Communication is a holistic concept; everything we do conveys something about ourselves
• If you want to achieve greatness in your chosen objectives you must communicate holistically. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to success
• You can change the way you appear to others by changing your behavior pattern
• If you want to change your behavior pattern, you must change everything about yourself.
What is the bottom line for you?
• You are in control of your environment. You can make every setback an opportunity for success
• You can be anything you can be! Whatever you want to be is entirely up to you
• You can become the person you want to be. Dress like that person, talk like that person, act like that person, write like that person, and that will be you.
Interpersonal Communications
Carl Jung was a Swiss born psychiatrist,
and a colleague of Sigmund Freud, who
practiced in the first half of the 20th
century.
Jung formulated a classification of
personality in terms of types of
characteristics, such an introvert and
extrovert
Personal Interactive Skills
On the basis of Jung’s classification of personality, Katherine Briggs and her
daughter, Isobel Briggs-Myer,
developed a procedure for evaluating
personality characteristics.
A number of tests exist for giving Myers-
Briggs type indicators.
The types are divided into four pairs of
preferences.
Personality Indicators
• Extraversion: type E, sociable,
about 75%,
expends energy
interacts with others freely
• Introversion: type I, territorial,
about 25% conserves energy reads meditates solves problems
Personality Indicators
• Are you energized around people? Do you like to meet people and seek opportunities to do so? Do you think out loud? Do you talk to plants and discuss problems with animals? This is Extrovert behavior.
• Alternatively, do you find you would rather work alone, without interruption. Does meeting too many people tend to tire you out? Would you sooner not answer the phone - let the answering machine do it for you. Would you rather have a problem written down for you than stated verbally? This is typical Introvert behavior.
Personality Indicators
• intuitive: type N, creative, about 25% ingenious, future-oriented, fantasizes, imaginative
• Sensing: type S, practical, about 75% experience-oriented, utility, sensible
• Do you see the world in terms of your senses? Do you like the facts before starting work? Do you like dealing with the details of a project rather than the overall plan? You are likely Sensing.
• Or do you think in terms of the big picture, in terms of concepts and ideas, rather than the information involved? Put down intuitive.
Personality Indicators • Thinking: type T, impersonal, 50% (however, 60%M)
objective judgments, logical orientation, rules, laws, justice, firmness
• Feeling: type F, personal, 50% (however, 60%F) emotional judgments, value-oriented, persuasion, sympathy, devotion
• Note: both types can react with the same emotional intensity.
• Do you tend to follow the rules regardless of how you feel? Do you hide your feelings and get on with the job? That's Thinking.
• Or do you inject a personal note into things you do, even let your emotions take over, sometimes. That's Feeling type behavior.
Personality Indicators Judging: type J, closure, concluding, 50% settled,
decided, work comes first, plan ahead, urgency, deadline, get-it-done.
Perceptive: type P, get more data, 50% pending, flexible, adaptable let-it-happen, open-ended, tentative, wait-and-see.
Note: both types are equally "judging" and "perceptive."
• Do you like to set up a schedule to meet deadlines, make lists, make quick decisions in order to get onto the next job? That's Judging behavior.
• Or are you really adaptable, you like collecting more information so your decision will be really informed. That's Perceptive.
Personality Indicators
Self Evaluation
What is my personality type?
Take the test.
Be as honest as you can, only you will
see the results.
List the answers on the chart.
Evaluate the results.
Do you concur?
Do you understand yourself?
Motivating
Abraham Maslow was an American born
psychologist, researcher and educator
who practiced during the middle third of
the 20th century.
Maslow created his now famous
hierarchy of needs based on his
observations that some needs take
precedence over others.
Motivating
Motivating
Building a Team
Why would someone want to become part of a team?
An effective team helps one feel they are:
• Doing something worthwhile for themselves and the organization
• Enjoying a more satisfying work life
• More in control of their jobs
• Making contributions which are well used
• Learning new skills
• Recognized and respected
Building a Team
When a team is operating well the leader and
the members:
• Are clear on team goals and are committed to
them
• Feel ownership for problems rather than
blaming them on others
• Share ideas
• Listen to and show respect for others
• Talk more about “we” and less about “I” and “me”
Building a Team
• Understand and use each others know-how
• Know about each other’s personal lives
• Give each other help and support
• Show appreciation for help received
• Recognize and deal with differences and
disagreements
• Encourage development of other team
members
• Are loyal to the group, its members, the
leader and the organization
Building a Team
• Make decisions based on facts not on
emotion or personalities
• Play a variety of roles – serve as leader,
teacher or coach
Coaching
The goal of coaching is not to provide
direction, but to enable team members
to work together to help one another
find direction.
Coaching is the foundation for
continuous improvement.
Coaching is a practical skill anyone can
learn.
Coaching
1. Identify an opportunity to help someone expand on his or her skills, knowledge and abilities
Coaching is a chance to help someone enhance his or her performance and add value to the organization/team. Sometimes, people may ask for coaching, but don’t wait for that to happen. Act on opportunities for coaching at any time.
Coaching
2. Confirm that the person is ready for coaching.
Before trying to coach, make sure the person is open to it. If a person seems hesitant, try explaining the benefits, but don’t insist on coaching someone who simply isn’t receptive. To ensure a win-win situation, find out if the person is willing before proceeding to coach.
Coaching
3. Ask questions and offer information to help clarify the situation.
Much of coaching involves helping people clarify situations in their own minds. Often, the best way to do this is by asking open-ended questions that encourage them to think through the situation aloud. Begin questions with words like what, when, where, who and how much.
Coaching
4. Help the person identify possible
actions.
The best coaching enables people to
think and act on their own. As you
help someone identify immediate
actions, you’re also preparing the person to work through similar issues
without your help. Offer guidance as
he or she develops a plan.
Coaching
5. Gain agreement on a course of action.
In coaching, you help someone plan how
to handle a situation. To be certain
that the session results in positive
action, you need to gain the person’s commitment to a specific plan of
action.
Coaching
6. Offer your support.
The ultimate goal of coaching is to enable a
person to act independently. Most people
need assurance and support before they
can reach that goal. As a coach, you need
to let the person know you’re available to give further assistance – or further
coaching- when it is needed. Coaching isn’t a quick fix or a one-time shot, it’s an extended relationship.
Leadership Strategies
Leadership Styles
Conflict Cycle
Conflict Management
Kenneth Thomas and Ralph Kilmann
developed a model of five (5) conflict
handling modes or styles
Thomas-Kilmann Conflict Styles
Thomas-Kilmann Conflict Styles
• Avoiding (Uncooperative and unassertive)
Neglects own concerns as well as those of
other parties: does not raise or address
conflict issues.
• Accommodating (Cooperative and
unassertive) Seeks to satisfy other person's
concerns at the expense of own.
• Competing (Uncooperative and assertive)
Opposite of accommodating. Uses whatever
seems appropriate to win.
Thomas-Kilmann Conflict Styles
• Collaborating (Cooperative and
assertive) Opposite of avoiding. Works
with other party to find a solution that
satisfies both own and other party's
concerns.
• Compromising (Middle ground) Seeks
to find a middle ground to partially
satisfy both parties.
When to Avoid
• When an issue is trivial.
• When there is no chance of getting what you
want.
• When the potential damage of confrontation
is greater than the benefits if resolution.
• When you need to gather more information.
• When others can resolve the conflict more
effectively.
• When you need to cool down, reduce tension,
and regain perspective or composure.
When to Accommodate
• When you realize you are wrong.
• When the issue is much more important
to the other person than you.
• When you need a future favor (credit).
• When continuing the competition would
damage the cause.
• When subordinates need to develop - to
learn from our mistakes.
When to Compete
• When quick, decisive action is necessary.
• On important issues for which unpopular courses of action need implementing.
• On issues vital to the group welfare, when you know you are right.
• When protection is needed against people who take advantage of noncompetitive behavior.
When to Collaborate
• When both sets of concerns are too important to be compromised.
• When it is necessary to test your assumptions or better to understand the viewpoint of the other party.
• When there is a need to combine ideas from people with different perspectives.
• When commitment can be increased by incorporating the concerns of everyone into the proposal.
• When there is a history of bad feeling.
When to Compromise
• When goals are important but not worth the effort of potential disruption from more aggressive players.
• When two opponents with equal power are strongly committed to mutually exclusive goals.
• When temporary settlements are needed on complex issues.
• When expedient solutions are needed under time pressures.
• As back-up when collaboration or competition fail.
Negative Consequences of Competing
• Eventually being surrounded by "yes people."
• Fear of admitting error, ignorance, or uncertainty.
• Reduced communication.
• Damaged relationships.
• Lack of commitment from others.
• More effort during implementation to sell the solution.
Negative Consequences of Collaborating
• Too much time spent on insignificant
issues.
• Ineffective decisions can be made by
people with limited knowledge of the
situation.
• Unfounded assumptions about trust.
Negative Consequences of Compromising
• No one is completely satisfied.
• Solutions tend to be short-lived.
• Cynical climate: perception by both
parties that it is a "sellout."
• Larger issues, principles, long-term
values and the welfare of the company
can be lost by focusing on trivia or the
practicality of implementation.
Negative Consequences of Avoiding
• Decisions made by default.
• Unresolved issues.
• Self-doubt created through lack of
esteem.
• Creative input lost.
• Lack of credibility.
• Anger and hostility generated in
subsequent discussions.
Negative Consequences of Accommodating
• Decreased influence, respect, or
recognition by too much deference.
• Laxity in discipline.
• Frustration as own needs are not met.
• Self-esteem undermined.
• Best solution may be lost.
Conflict Control
• Use avoidance to ignore the issue.
• Use accommodating style to allow the
other person to resolve the issue.
• Structure the interaction so that a
triggering event is unlikely to occur.
• Strengthen the barriers that inhibit the
expression of conflict.
• Avoid dealing with the person with
whom you are in conflict.
Steps for Confronting Conflict
• Explain the situation as you see it.
• Describe how it is affecting your performance or the performance of others.
• Ask for the other viewpoint to be explained, and listen to the response.
• Agree on the issues independent of personalities.
• Explore and discuss the issues, without reference to the problem.
Steps for Confronting Conflict
• Agree on what each person will do to
resolve the issues.
• Try to agree on the problem. If there is
no agreement, discuss issues some
more.
• Explore possible solutions.
• Agree on what each person will do to
solve the problem.
Problem Solving & Decision Making
A number of formal, structural problem
solving and decision making
techniques are taught in organizational
management courses. Examples:
• Kepner-Tregoe (KT) Technique
• Alamo Technique
• Cause Mapping
• etc
Brainstorming Process
• Everyone must be involved
• Call out ideas to scribe
• Build on ideas
• No idea is too trivial or silly
• There is no criticism nor judgment on any
idea
• Get as many ideas as possible in the time
• Objective: solve problems and enjoy doing it
Objectives of Brainstorming
• Identify the issues rapidly
• Reach consensus on the most important issues rapidly
• Determine possible solutions to issues
• Select the most promising action to solve the problem
• Agree on who does what
• Get a commitment
• Sell the process
Synergistic Decision Making
Based on the premise that when people are supportive of one another and follow a rational sequence of activities in dealing with a problem, they can perform beyond the sum of their individual resources.
Synergistic decision making requires participation in effective interpersonal and rational processes.
Synergistic Decision Making
Interpersonal Processes – involves skills
we use when working with others.
• Listening to others
• Supporting their efforts to do well
• Differing with others when necessary in
a manner that is constructive rather
than defensive
• Participating equally in group
discussions
Synergistic Decision Making
Rational Processes – involves the skills
we use in thinking a problem through to
a solution.
• Analyzing the situation
• Identifying objectives (ie., aims or
goals)
• Considering alternative strategies
• Discussing adverse consequences
Synergistic Decision Making
Reaching a consensus is the hallmark of
“acceptance” in the effective decision equation:
Effective Decision = Quality X Acceptance
Lack of agreement regarding a decision
places acceptance of the decision and
its execution in jeopardy.
Synergistic Decision Making
Survival Exercise
Synergistic Decision Making
Synergistic Decision Making
Synergistic Decision Making
Finally
The End
MANAGEMENT FUNCTIONS & IMPORTANCE
CLASSIFICATION OF MANAGEMENT
FUNCTIONS • Managerial functions a) Planning b) Organising
a) Staffing b) Directing c) controlling Operational functions a) Production b) Marketing c) purchasing d) Financing e) Personnel
Management Process
• MANAGEMENT PROCESS :
• DIRECTING
• STAFFING
• ORGANISING
• PLANNING
• CONTROLLING
MANAGARIAL FUNCTIONS AND
SUBFUNCTIONS • • PLANNING ...Forecasting, decision making ,strategy,
formulation policy-Making,programming,scheduling,budgeting problem solving,innovation,investigation and Research .
• ORGANISING...Functionalisation,divisionalisation,departments,
Decentralisation,activity,analysis,task,span of management, task allocation STAFFING...... Manpower planning,Recruitment,selection,training,
• placement,compensation,promotion,appraisal DIRECTING......Supervision,motivation,communication,leadership CONTROLLING Fixation of standards,recording,measurement reporting,corrective action
Planning
• Planning is deciding in advance what is to be done in the future • “According to koontz and O ‘Donnell defines planning is deciding in advance what to do, how to do it, when to do it and who is to do it. Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen”
• Features of planning • Planning seeks to achieve certain objectives. • Planning is oriented towards the future. • Planning is a mental exercise • Planning involves choices from alternatives • Planning is the basics for all other functions. • It is a continuous function • It is pervading. • Planning is directed towards efficiency.
• Steps in planning • Collecting information about past • Defining objectives • Developing planning premises • Discovering alternative courses of action. • Evaluating alternatives. • Choosing the best alternatives • Defining subsidiary plans • Periodic revision and review of plans.
• Advantages of planning • It focuses attention on desired objectives • It helps to minimize risk • It improve efficiency • It avoid confusions • It encourage innovation and creativity • It enables co operation and group work • It serves as the basis of control.
• Limitations of planning • Lack of accurate information • Time consuming • Expensive • Rigidity due to strict compliance with plans • Unwillingness to people change • External limitations (political )
Organising
• According to Henri fayol “To organise a business means to provide it with everything useful to its functioning-raw materials,tools,capital and personnel”
• Steps in organising • Identifying the activities required for achieving objectives. • Classifying these activities in to convenient groups • Assigning the group of activities to appropriate persons. • Delegating authority and fixing responsibilities. • Coordinating Authority Responsibility relationship throughout the enterprise.
•
Importance of organising • Sound organisation facilitate growth and diversification • Optimum use of human resources by matching work with talent • Maintain good harmonious structure in the office • Group activity is equivalent to social structure of organisation • It is a mechanism of management to direct ,controls and coordinates the activities of enterprise.
Staffing • It is concerned with the Human resources of the enterprise. • It is concerned with acquiring,developing,utilising,and maintaining human resources. • It is a process of matching jobs with individuals to ensure right man for the right job.
Definition of staffing • According to koontz and O Donnel “The managerial functions of staffing involves manning the organizational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed in to the structure.
Importance of staffing
Importance of staffing • It helps in discovering and obtaining competent employees for various job. • It improve the quantity and quality of output by putting right man for right job. • It improves job satisfaction of employees • It reduces cost of personnel by avoiding wastage of human resource. • It facilitate the growth and diversification.
• It is concerned with the execution of plans through organised action. • It is also known as commanding or actuating DEFINITION • “Direction consist of the process and techniques utilised in using instructions and making certain that operations are carried out as planned” .
Importance • Mere planning, organizing, and staffing are not sufficient to set the tasks in motion. Management has well-coordinated plans, properly established duty- authority relations, and able personnel, yet it is through the function of direction that the manager is able to make the employees accomplish their tasks by making them integrate their individual efforts with the interest and objectives of the enterprise
Co-ordination must be sought from the very first step, namely, planning, so that plans of all departments are integrated into a master plan, issuing the adequate co-ordination. • Similarly organizing of people into groups and work into activities involves adequate co-ordination.
COORDINATING • It can also be secured through proper motivation of the workers towards organized efforts in terms of organizational objectives and personal objectives of the employees through an integration of such objectives. • Finally the controlling aspect also indicates further co-ordination is required resulting in improvements and fresh plans.
Controlling involves several tasks, including monitoring customer satisfaction. • controlling • keeping the company on track and making sure goals are met
CONTROLLING The important steps to be initiated in this direction are as follows: • 1. Measurement of accomplishments against pre- determined standards and recording of deviations • 2. Analysing and probing the reasons for such deviations • 3. Fixing of responsibility in terms of persons responsible for negative deviations • 4. Correction of employee performance so that group goals are achieved through effective implementation of plans devised to attain them.
• Monitoring is the collection and analysis of information about a project or programme, undertaken while the project/programme is ongoing. • Evaluation is the periodic, retrospective assessment of an organisation, project or programme that might be conducted internally or by external independent evaluators. Monitoring or Evaluation • Good planning, monitoring and evaluation enhance the contribution of establishing clear links between past, present and future initiatives and development results. • Monitoring and evaluation can help an organization extract relevant information from past and ongoing activities that can be used as the basis for programmatic fine-tuning, reorientation and future planning. Without effective planning, monitoring and evaluation, it would be impossible to judge if work is going in the right direction, whether progress and success can be claimed, and how future efforts might be improved.
THEORIES OF MOTIVATION
FLOW….OF DISCUSSION
What is motivation
Theories of Motivation
Maslow's Theory of Motivation - Hierarchy of
Needs
Herzberg's motivator-hygiene theory
MOTIVATION
Motivation is the characteristic that helps you
achieve your goal. It is the drive that pushes you
to work hard .It is the energy that gives you the
strength to get up and keep going - even when
things are not going your way.
THEORIES OF MOTIVATION
Maslow's hierarchy of needs
Herzberg's motivator-
hygiene theory
Alderfer's ERG theory
McClelland's three-needs
theory
Content
Theory
THEORIES OF MOTIVATION
Adams' equity theory
Vroom's expectancy theory
Goal-setting theory
Reinforcement theory
Process
Theory
Hierarchy of Needs
MASLOW S THEORY OF MOTIVATION
MASLOW S THEORY
We each have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher
eeds to e erge.”
Maslow’s theory ai tai s that a perso does not feel a higher need until the needs of the
current level have been satisfied.
MASLOW'S HIERARCHY PYRAMID
Self Actualization
Esteem needs
Social needs
Safety needs
Physiological
needs
APPLYING MASLOW'S NEEDS HIERARCHY -
BUSINESS MANAGEMENT
Physiological Motivation: Provide ample breaks for lunch , pay salaries that allow workers to buy life's essentials.
Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats.
Social Needs: Generate a feeling of acceptance, belonging by reinforcing team dynamics.
Esteem Motivators: Recognize
achievements, assign important projects, and
provide status to make employees feel valued
and appreciated.
Self-Actualization: Offer challenging and
meaningful work assignments which enable
innovation, creativity, and progress according to
long-term goals.
LIMITATIONS AND CRITICISM
Maslow s hierar hy akes se se ut little evidence supports its strict hierarchy. Research
has halle ged the order i posed y Maslow s pyramid. As an example, in some cultures, social
needs are regarded higher than any others.
Little evidence suggests that people satisfy
exclusively one motivating need at a time.
Two Factor Theory
HERZBERG'S MOTIVATION-HYGIENE THEORY
MOTIVATION-HYGIENE THEORY
Frederick Herzberg performed studies to
determine which factors in an employee's work
environment caused satisfaction or
dissatisfaction. He published his findings in the
1959 book The Motivation to Work.
MOTIVATION-HYGIENE THEORY
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company policy
Supervision
Relationship w/Boss
Work conditions
Salary
Relationship w/Peers
Motivating
factors
Hygiene
factors
APPLYING TWO FACTOR THEORY IN BUSINESS
MANAGEMENT
According to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee.
Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility.
If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem
LIMITATION AND CRITICISM
Critics consider Herzberg's two factor theory to be simplistic - what motivates me may be a dissatisfier for someone else
Its for individuals, not as a homogeneous group with one set of wants and needs
Some factors may be within your control, some may not
SUMMARY
THANK YOU….FOR YOUR MOTIVATION
UNIT1
Definition of Entrepreneur
Internal & External Factors
Functions
Entrepreneurial Motivation & Barriers
Classification
Theories
Concept
Development of Entrepreneurship
Culture
Stages in entrepreneurial process
What is an Entrepreneur?
One who creates a new business in the face of
risk and uncertainty for the purpose of achieving
profit and growth by identifying and assembling
the necessary resources to capitalize on them.
CONCEPT OF ENTERPRENEUR
RISK BEARER
ORGANISER
INNOVATOR
Schumpter’s Definition of Entrepreneur
Reform or revolutionize the pattern of production by exploiting an invention or more generally , an untried technological possibility for producing a new commodity
Drucker’s view on Entrepreneur
Innovation is a specific tool of entrepreneurs, this means by which they exploit changes as an opportunity for different business or a different service.
Characteristics of Entrepreneurs
Desire for responsibility
Preference for moderate risk
Confidence in their ability to succeed
Desire for immediate feedback
High level of energy
Future orientation
Skilled at organizing
Value achievement over money
Functions of Entrepreneur
Innovation
Risk Taking
Organization Building
Absorb uncertainty
Frame the Challenge
Build Commitment
Entrepreneurs...Traits
Self-confident and optimistic
Able to take calculated risk
Respond positively to changes
Flexible and able to adapt
Knowledgeable of markets
Able to get along well with others
Independent minded
Entrepreneurs...Traits II
Energetic and diligent
Creative, need to achieve
Dynamic Leader
Responsive to suggestions
Take initiatives
Resourceful and persevering
Perceptive with foresight
Personal traits and characteristics of entrepreneurs.
Entrepreneurial Motivation
Motivation is an inner spirit
that activates and direct our
behavior towards our goal.
What motivates an individual to behave entrepreneurially is explained by the behavioral scientists?
Entrepreneurship: Sources of Supply & Motivation
AuthorEntrepreneurial Phenomenon Source of Entrepreneurial Supply Motive Force
Schumpter Individual Extraordinary individuals Innate urge to achieve sucess
Weber Status Groups Extraordinary individuals Religious beliefs
Mc CellandReligious & Social Groups
Individuals with high n-achievement creative Child rearing practices & climate
Hagen Subordinated GroupsIndividuals in the soceity driven by a duty to achieve
Status withdrawal & relative social blockage
FACTORS RESPONSIBLE FOR ENTREPRENEURS
INTERNAL FACTORS
Desire to do something new
Educational Background
Experience
EXTERNAL FACORS
Govt. assistance and support
Availability of labor and raw material
Encouragement from big business houses
Promising demand for the product
TYPES OF ENTREPRENEUR
According to the type of business
According to the use of technology
According to the motivation
According to the growth
According to the area
According to the gender & age
According to the sale of operation
Type of Business
Business Entrepreneur( individuals who conceive an idea for a new product or service & then create a business to materialize their idea.)
Trading Entrepreneur (Is one who undertakes trading activities & is not concerned with the manufacturing work)
Industrial Entrepreneur (a manufacturer who identifies the potential needs of customers & tailors a product to meet the marketing needs)
Corporate Entrepreneur (Is a person who demonstrates his innovative skill in organizing & managing corporate undertaking)
Agricultural Entrepreneur ( Is one who undertake agricultural activities as raising & marketing of crops, fertilizers & other input.)
Retail Entrepreneur Service Entrepreneur
Use of Technology
Technical Entrepreneur (he demonstrates his innovative capabilities in matter of production of goods & rendering services)
Non- Technical Entrepreneur (concerned only with developing alternatives marketing & distribution strategies to promote their business)
Professional Entrepreneur (a person who is interested in establishing the business but does not have interest in managing it once)
According to Motivation
Pure Entrepreneur (an individual who is motivated
by psychological & economic rewards)
Induced Entrepreneur (is one who induced to take up
entrepreneurial task due to the policy measures of
the Govt.)
Motivated Entrepreneur (they are motivated by the
desire of self fulfillment)
Spontaneous Entrepreneur (those who start their
business their by natural talents (inborn abilities)
According to area
Urban Entrepreneur
Rural Entrepreneur
According to gender & age
Men Entrepreneur
Women Entrepreneur
According to sale of operation
Small scale Entrepreneur
Large scale Entrepreneur
Classification of Entrepreneurs
Innovating Entrepreneurs
Imitative Entrepreneurs
Fabian Entrepreneurs
Drone Entrepreneurs
INNOVATING ENTERPRENEURS
Is one who introduces a new goods,inaugrates new method of production, discovers new market & reorganizes the enterprise
IMITATIVE ENTERPRENEURS
These are characterized by readiness to adopt successful innovations inaugurated by innovating entrepreneurs
FABIAN ENTERPRENEURS
These are characterized by
a great caution & skepticism
in experimenting any
changes in their enterprises
DRONE ENTERPRENEURS
These are characterized by a refusal to adopt opportunities to make changes in the production formulae even at the cost of severely reduced returns relative to the other like producers.
THEORIES OF ENTREPRENEURSHIP
Economic
Psychological
Sociological
ECONOMIC THEORY
Economic incentives are the main drive for the entrepreneurial activities. The persons inner drives have always been associated with economic gains .Thus these incentives are regarded as sufficient conditions for the emergence of industrial entrepreneurship.
SOCIOLOGICAL THEORY
Sociologists argue that entrepreneurship is most likely to emerge under a specific social culture. Social values are the most important determinant of the attitudes & role expectations.
PSYCHOLOGICAL THEORY
This theory, entrepreneurship is most likely to emerge when a society has sufficient supply of individuals possessing particular characteristics. Schumpter believes that entrepreneurs are primarily motivated by will of conquer.Mc Clelland asserts that it is high need for achievement that motivates people towards entrepreneurial activities.
Barriers to Entrepreneurship
Lack of viable concept
Lack of market knowledge
Lack of technical skills
Lack of capital
Lack of business know how
Time presences and distractions
Legal constraints and regulations
Culture
The sum total of social behavior that includes at
least three elements namely, knowledge and beliefs,
ideals and preferences.
Entrepreneurial culture implies vision,values,norms
and traits that are conductive for the development of
the economy.
The emerging market environment and globalization
is challenging every organization & every person in
the organization to consider, evaluate and bring out
the changes in thinking, vision and action.
Nature of Culture
Basic beliefs and assumptions about the
company
Emotional aspect
Reflect history
Inherently symbolic
Substance and Form
Components of Culture
Values
Rules of Conduct
Vocabulary
Methodology
Rituals
Myths and Stores
Elements of an Entrepreneurial Culture
People and empowerment focused Value creation through innovation and
change Attention to the basics Hands-on management Doing the right thing Freedom to grow and to fail Commitment and personal responsibility Emphasis on the future and a sense of
urgency
Individualism vs Collectivism
Individualism– Self-orientation– Emphasis on self-efficiency and control– Pursuit of individual goals– Value system driven by pride in their own accomplishments
Collectivism– Group-orientation– Subordination of personal interests and goals– Emphasis on sharing– Concern for group welfare
Entrepreneurial Intensity is achieved by balance between individualism and collectivism
Steps in the Entrepreneurial Process
1. Discovery
2. Concept Development
3. Resourcing
4. Actualization
5. Harvesting
Steps in the Entrepreneurial Process
1. Discovery: The stage in which the entrepreneur generates ideas, recognizes opportunities, and studies the market
Steps in the Entrepreneurial Process
2. Concept Development: – Develop a business plan: a detailed
proposal describing the business
idea
Concept Development
– Choose business location
– Will a patent or trademark be required?
Steps in the Entrepreneurial Process
3. Resourcing: The stage in which
the entrepreneur identifies and
acquires the financial, human, and
capital resources needed for the
venture startup, etc
Steps in the Entrepreneurial Process
4. Actualization: The stage in
which the entrepreneur operates
the business and utilizes
resources to achieve its
goals/objectives.
Steps in the Entrepreneurial Process
5. Harvesting: The stage in which
the entrepreneur decides on
venture’s future growth,
development, or demise.