Micromanagement and Macromanagement

Extra Readings

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Micromanagement and Macromanagement

• Micromanagement– A management style where a manager closely

observes or controls the work of their employees.• Macromanagement– A management style where a manager Leaves

their employees with a lack of decision making, especially when the details of the job change and they need immediate assistance

Micromanagement and Macromanagement Solution

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Macromanagement

Micromanagement

•Meaningfulness or significance of their job•Responsibility for outcomes•Feedback on the work performed

Efficient Management

Staffing

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Staffing Definition

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• It involves effective recruitment, selection, placement and development of people to occupy the roles in the organization structure

• Staffing Needs:– Objectives – Job Designing– Grouping of Jobs

Recruitment and Selection

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1. Job description – title, responsibilities, working condition

2. Application form3. Employment test – physical appearance, innate

abilities

4. Interview – personality, best candidate

5. Physical examination – to meet job requirement

6. Orientation – rules, sense of belonging

Human Recourse Development (HRD)

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• Is a process by which the employees of an organization are helped in continuous and planned way to: – Acquire capabilities required to perform various

functions – Develop their capabilities and their inner

potentials– Develop an organizational culture

Human Recourse Development (HRD)

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• Goal – Improve capabilities of employees and collaboration among different units.

• Process – Every superior has the responsibility to insure the development of his subordinates

• Performance coaching – Knowledge of one’s strength helps one to become effective

• Philosophy – Career planning

• Training – In house training programs + periodic assessments

• Organizational Development (OD) – Periodic employees surveys – Research to ascertain the psychological health of the organization – Solve problems and conflicts

Conflicts Definition

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• Conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests

• A conflict can be internal within oneself or external between two or more individuals

Types of Conflicts

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1. Individual conflict • 2 or more motives block each other

2. Role Conflict • Individual performs a number of roles not consistent with expectations of

self

3. Interpersonal conflict • Vertical – superior and subordination relationship• Horizontal – among persons at the hierarchical levels

4. Interagroup conflict• when people come form different social and economics background

5. Intergroup conflict • interaction among various group

Resolution Actions for Conflict 1. Problem – solving

• Find a common interest

2. Avoidance• Withdraw or Conceal

incompatibility

3. Smoothing• Playing down different

while emphasizing common interest

4. Compromise5. Confrontation

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Area of Conflict

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• Regarding wage structure • Regarding working conditions • Regarding supervision • Regarding attitude of management

Directing

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Directing

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• Leadership is the activity of influencing people to strive for group objectives.

• Supervision

Close Supervisor•New worker

•Reduces the worker effectiveness

General Supervisor•Gives the chance to develop

their talents

Difference between

• Right of directing workers to do something

• Tells the subordinates what to do

• Ability to achieve expected outcomes

• Gets the subordinates to do

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Authority Power

Leadership Traits

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• Self confident• Warm• Intelligent• Sensitive • Sympathetic • Identify with goals• Good Listener

Paul Thornton's 3-c leadership model

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Presenting Challenge

Providing Coaching

Building Confidence

Managerial Grid Model

• It is a tool to assess the leadership style developed by Blake and Mouton.

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Job Employee

Style (1,1) Low Low

Style (1,9) Low High

Style (9,1) High Low

Style (9,9) High High

Style (5,5) Middle Middle

Tri-Dimensional Grid

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• Reddin added to Blake and Mouton and integrated the concept of leadership style with three dimensional.

Tri-Dimensional Grid

EffectivenessExtent to which the manager

is successful in his position

Relationship Orientation

(Ro)Extent to which a manager

has personal relationship

Task Orientation(To)

Extent to which a manager to directs his subordinate to

attain the goal

Communication

• Communication is a human transaction

• Understanding is the the target in communicating

• Successful communication is the result of competent management.

• Types of Communications:– Formal, Informal – Oral– Downward, Upward

• Purpose:– Gain commitment– Provide data for decision– Clarify tasks and

responsibilities

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Communication Process

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General model of Communication Process

Who says what

In which

channel

To who

m

With what effect

Transmission of Message

Feedback

Noise

UnderstandingDecodingReception

Encoding

Thought

Motivation

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•Definition–Drive inner force – Objectives

•Approach .ACarrot

•Money – Reward

.BStick•Punishment

Maslow's Need Hierarchy

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Need f

or

Self-

Actualizati

on

Estee

m

needs

Affiliation or acceptance needs

Security or Safety needs

Physiological needs

Herzberg’s Motivation – Hygiene Theory

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Hygiene Factors

Dissatisfaction•Money•Personal Life•Working Conditions•Working Relationships

Model and Theory in Motivation

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• McClelland's Three Needs Model• Achievement• Power• Affiliation

• Vroom’s Valence-Expectancy Theory• Action Specific Outcomes• Motivation = Valence + Expectancy + Instrumentality

Controlling

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Controlling • To determine what is

being accomplished • To evaluate

performance • To apply corrective

measures

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Differences

• To Identify • Commitment• To action

• Ensure that • Commitments are• Carried out

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Planning Controlling

Control Process

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MeasuringPerformance

Comparing Performance with

StandardCorrecting Deviation

Types of Control

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Preliminary Control

•Unify the understanding of policies and procedures

Concurrent Control •Right quantity of right product at right time

Feedback Control

•Data gathered for better results and corrections

Management Audit

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External •Investigate other firms for merger and competition

Internal •Periodic assessment past, present and future

Areas For Overall Controlling

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• Market standing of the enterprise • Innovation• Profitability • Materials acquisition and use• Employ performance • Capital and financial resources• Productivity • Physical resource

Control Reports

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Balance SheetAn important accountant document showing the financial picture of the company at a given moment

Assets•Items owned by the

company

Liabilities •Amounts owed to

various creditors

Shareholder’s Equity•Amounts accruing to

corporation’s owners

Control Reports Con’t

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• Controlling is applied by loss and profit– Income Statement - A financial statement that measures a

company's financial performance over a specific accounting period

• The higher the quality of managers and subordinates, the less will be the need for control