MS1 MGMT' FUNCTIONS

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MS-1MGMT. FUNCTIONS BEHAVIORSESSION PLAN

• SESSION 1 ROLE OF A MANAGER.
• SESSION 2 DECISION MAKING.
• SESSION 3 ORGANIZATIONAL CLIMATE AND CHANGE.
• SESSION 4 ORGANIZATIONAL STRUCTURE AND
  PROCESSES.
• SESSION 5 BEHAVIOR DYNAMICS.
• SESSION 6 MOCK TEST

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SESSION 1 ROLE OF A MANAGER

• TASKS
• RESPONSIBILITIES
• SYSTEM PROCESS
• MANAGERIAL SKILLS

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TASKS OF PROFESSIONAL MANAGER

• Purposeful direction
• Survival Growth
• Efficiency
• Competition
• Innovation
• Human Organization Building
• Talent Retention Instilling Loyalty
• Leadership effectiveness
• Creativity and conformity
• Postponing managerial obsolescence
• Change Management
• Technological obsolescence
• Public criticism political opposition
• Managing aspiration
• Relationship with society

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Characteristics of a Professional Manager

• Practice Management as a discipline
• Degree ? Experience ?
• Knowledge, Skill, Attitude
• Prime loyalty to organization
• Action in consensus with companys objectives
• Responsible for performance
• Key words Responsibility, Performance

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Managing

• Collecting utilizing resources
• Resources Money, Man, Material, Machines
• Optimal utilization
• Achieve pre-determined results

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Providing Purposeful Direction

• Top Management Vision, Mission, Objectives,
• Department Division Heads
• Align goals with apex goals
• Actions consistent with goals
• Case Study Outsourcing of non core business

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Survival and Growth Management

• Internal Factors Technology, Efficiency,
  Competence, Branding, Financial resources
• External Environment Factors Govt. Policy,
  Statutory laws, Regulations, Customer Preference,
  Competition
• Examples
• Survival of Indian Textile
• Growth of Vimal
• HLL diversification as per govt. regulation
• Activity A Survival and growth options adopted
  by your company

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Competition

• Competitors
• Products
• Variety of products
• Quality of products
• Better informed customer
• Activity C List companies competing with your
  products
• Options to fight competition

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Innovation

• Better value to customer
• Contact with customer
• Competitor activities

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Postponing Managerial Obsolescence

• Training Incharge, Consultants, External
• KSA obsolescence

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Technical Obsolescence

• Production Automation, Robotic
• Information Technology Data banks, Real time
  access, ERP, DSS

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Relation with Society Segments

• Customers
• Labor Job Market
• Banks Institutions
• Vendors of Machine, Raw Material, Technology
• Local Govt. Authorities
• Wholesalers, Retailers
• Logistics

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Responsibilities of a Professional Manager

• Customers
• Shareholders
• Employees
• Suppliers
• Distribution Retailers
• Industry Competition
• Union
• Govt.
• Society

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Responsibilities Towards Customers

• Need of customer
• Quality of product / service
• Price
• Quality Parameters Design, Raw material,
  safety, purity, hygiene, aesthetics
• Quality Standards ISO, ISI
• Activity A

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Responsibility Towards Shareholders

• Security of shareholders capital
• Profit on capital employed
• Dividends
• Information on decisions, activities, results
  AGM, Balance Sheets

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Responsibility Towards Employees

• Human Capital Assets
• Wages Salaries
• Statutory obligations
• Benchmark of C B
• Growth
• HSE
• People Process Technology

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Responsibility Towards Suppliers

• Symbiotic Relation
• Partners in success
• Mutual Growth at survival
• Vendors, Banks, Advertisers
• Example Auto Industry
• Activity C

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Responsibility Towards Society

• Physical Environment Gas, pollution, toxic
  wastes
• Ecology Flora Fauna
• Long Term Harm on Environment Degrading
• Global warming, Ozone, Green house
• Education, Med. Facilities
• Disaster Management

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MANAGEMENT SYSTEMS PROCESSES
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Systems Concept

• System Sum total of individual, inter-related
  parts, put together to a specific plan, to
  achieve pre-started objectives
• Components
• Sub systems
• Boundaries
• Goals
• Inter Relationship
• Inter Relationship
• Flows information, money, material
• Structure
• Procedure
• Feedback control

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• OPEN SYSTEM
• VS
• CLOSED SYSTEM

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Firm as an Open System
LEGAL
POLITICAL
PRODUCTION
PURCHASE
HR
OBJECTIVES
SOCIAL
RD
FINANCE
MARKETING
ECONOMIC
TECHNOLOGICAL
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MIS

• Collection, process dissemination of
  information
• DSS
• Timely, Accurate, Relevant

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Levels of Management MIS

• Level Decision Requirement of
  Information
• Top Non programmable,
  Environment
• Long Term, Strategic
• Middle Operational decisions Dept. level
• Operating Programmable Control
  information

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Management Processes

• Planning
• Controlling
• Organizing
• Leading
• Decision Making

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Planning Process

• Making Choices
• Committing Resources
• Time Horizon
• Components of Effective Plan
• Top to Bottom approach
• Flexible
• Detailed plan
• Short term Long term
• Responsibility of Implementation

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Controlling Process

• Check progress of plan
• Correct deviations
• Designing a Control Process
• Bench Mark Standards
• Measurement
• Correcting Deviations
• Activity D

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Organizing Process

• Groups of people and activities
• Structuring on functions - production,
  personnel, finance, marketing etc.
• Structuring on products
• Matrix, Project
• Structuring by customers
• Decision making centralized/ decentralized
• Levels of management
• Span of control

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Motivating Leading

• Motives leads to behavior
• Motivation or Hygiene factor
• Stage of career
• Activity Managing vs Leadership

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Decision Making

• Defining the problem
• Alternatives
• Evaluation
• Making a choice
• Follow up (Implementation)
• Feedback

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MANAGERIAL SKILLS

• Planning
• Organizing
• Leading
• Controlling
• Decision Making
• 5 W and 1 H

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Planning Skills

• Think Ahead
• Forecast Environment Trends
• State Objectives
• Choose Strategies
• Performance Criteria

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Organizing Skills

• Analyze Describe jobs
• Select, train induct people
• Working Links Structure, roles, responsibility,
  accountability, authority
• Flexibility to change working skills
• Activity

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Leading Skills

• Individuation Values, Personality, Perception,
  Attitude
• Values Conviction
• Personality Traits, characteristics, types
• Perception Interpretation
• Attitude
• Cognitive Beliefs, Ideals
• Affective Feelings
• Behavioral Seen

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Leadership in Action

• Experience, Confidence, Communication
• Perception (People Situation)
• Assess situation behavior
• Influence
• Tasking

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Controlling Skills

• Planning Organizing Leading
  Controlling
• Feedback Performance Decision
  Making
• Activity - A

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Levels of Managers

• Top
• Middle
• Operating Level

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Managerial Skills at Various Levels

• Level Skills
• Top Conceptual
• Middle Human
• Technical
• Operating

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Role of Top Level Manager in Institution Building

• Identity Creating
• Enabling
• Synergizing
• Balancing (Creativity - Conformity)
• Linkage Building
• Futuristic
• Impact Making
• Super Ordination

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Skills of a Top Level Manager

• Team Building at Middle Management Level
• Monitoring Reviewing functioning
• Reward competence dedication
• Boundary Management
• Involvement Detachment

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MS 1MGT. FUNCTIONS BEHAVIORSESSION - 2

• DECISION MAKING
• Organizational context of decision
• Decision Making Models
• Decision Making Techniques Processes
• MBO

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ORGANIZATIONAL CONTEXT

• Mission
• Objectives
• Goals
• Strategy
• Policy
• Programs
• Procedures
• Processes

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MISSION

• Benefits provided to customers
• Defined from outside
• Purpose of existence
• Raison de etre
• Connected with future
• Activity A
• Leads to scope

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OBJECTIVES

• Action orientation
• Open Ended Maximize, Optimize, Minimize
• Level / Division based

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GOALS

• SMART
• S SPECIFIC, STRETCHABLE
• M MEASURABLE
• A ACHIEVABLE, ATTAINABLE
• R REALISTIC
• T TIME BOUND

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STRATEGY

• Specific path to achieve objectives and goals
• Components
• Product / Market
• Future growth
• Competitive Advantage
• Distinction competence
• Synergy
• Strategy Formulation
• External Internal Analysis
• Alternatives
• Evaluation
• Choice

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POLICY

• Consistency of decisions
• Recurrent decisions
• Compatible decisions
• Decisions over time
• Delegation
• Avoid adhoc / arbitrary decisions
• Examples Markets, Finance, Personnel,
  Production

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PROGRAMS

• ACTIVITIES
• DERIVED FROM POLICY
• Example Production Policy

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PROCEDURES

• Specific method and sequence of performing
  activity
• Safety Policy
• Fire Fighting Program
• Evacuation Procedure
• Process- Logical Evacuation

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DECISION MAKING

• Phases/ Process
• Types
• Models

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Decision Making Process

• Identify Problem
• Alternative courses of action
• Evaluation
• Choice

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TYPES OF MANAGERIAL DECISIONS

• Personal and Organizational Decisions
• Basic and Routine Decisions
• Basic Unique, one time, long range, strategic,
  high risk, high investment, top management
• Routine Repetitive, 90
• Programmed Non Programmed
• Programmed Routine, Repetition
• Non Programmed Unique, one time

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Complexity Outcome of Decisions
High
Uncertainty (Outcome)
Low
Complexity (Decision Variables)
Low
High
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Decision Making States of Nature

• Knowledge Outcome
• Certainty Yes Known
• Risk Little / Doubtful Many, Probability
  Known
• Uncertainty No Unknown

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Models of Decision Making Process

• Econologic or Economic Man
• Bounded Rationality or Admin. Man
• Implicit Favorite or Games Man

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Economic Man Model (Behling, Schriesheim)

• Define Develop Determine
• Problem Alternatives
  outcomes
• Discover of Each
• Symptoms Alternative
• of
• Problems Develop Select Best
• Criteria Alternative
• Implement
• Assumption
• People economically rational
• People attempt to maximize outcomes
• People have complete information
• People can recall use information

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Bounded Rationality Administration Man Model
Unacceptable

• Identity Establish Employ Identity
  Appraise
• Problems/ Level of Heuristic Feasible
  Alternative
• Set goal Aspiration to find Alternative
• feasible
• Alternatives Acceptable
• Adjust
• Aspiration No feasible Implement
• Level Alternative
• Appraise Ease of Aspiration level
  Assumption attainment
• Information not available
• People settle for less best solution
• Limited Rationality
• Activity Minimize salary of freshers

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Games Model (Soelberg)

• Non Programmed Decisions
• Intuitive followed by logical support
• Set Identify Compare Identify
  Establish
• Goal Implicit Rank
  Implicitly Confirmation Decision
• Favorite Rejected
  Candidate Rule or
  Alternatives Criteria
• Rule Justifies
• Favorite
• Act Announce
• Decision
• Activity Change Job

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Decision Making Techniques Process

• Techniques
• Individual vs Group
• Barriers Overcoming Barriers

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Identification of Alternatives

• Brainstorming
• Synectics
• Nominal Grouping
• Creative Thinking

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Brain Storming

• Process
• 6-8 participant connected with problem
• 1 hour session
• 50-150 ideas
• Rules
• No criticism
• Freewheeling creativity
• Combination of ideas

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SYNECTICS

• Fitting together of diverse elements
• To stimulate novel alternatives by joining of
  distinct and apparently irrelevant ideas
• Process
• Group leader states problem
• Group states the understanding
• Invoke preconscious mind Role Play, Analogies,
  paradoxes, metaphors
• Tech evaluation of ideas

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NOMINAL GROUPING (Dellberg, Ven de Ven )

• Structured Process
• 7-8 members, different backgrounds familiarized
  with problem
• Each member prepares responses silently alone
  (10-15 min)
• Sharing of ideas one at time, recording of ideas.
  Round Robin
• Structured interaction, discussion and evaluate
  each recorded idea. Ideas reworded, combined,
  deleted, added
• Private voting to Rank the Ideas

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CREATIVE THINKING STAGES

• Preparation Conscious, Problem Definition, Idea
  Generation, Analyzing
• Latent Unconscious, sleep over the problem
• Presentation Conscious Testing Idea against
  criteria

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Evaluation of Alternatives

• Intuitive
• OR Pay off matrix, decision trees, Queuing
  Theory, Simulation, Linear programming

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INDIVIDUAL Vs GROUP DECISION

• INDIVIDUAL GROUP
• Information Available Quality of decision
  crucial
• Structured Problem Subordinates acceptance
  important
• Time Limited Trust high conflict minimal
• Drawbacks of Group Decision Advantages of Group
  Decision
• Risky shift phenomenon More knowledge facts
• Group think Broader perspective
• Compromise, domination More alternatives

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BARRIERS TO EFFECTIVE DECISION MAKING

• Evaluate before investigation
• Previous experience
• Tendency to use stereotyped solution
• Deal with problems at face value
• Confuse symptoms with problem
• Overlook complex problem
• Act before thinking

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OVERCOMING BARRIERS

• Encourage to critically evaluate
• Leaders refrain from judgments
• Sub groups solving same problem
• Outside experts opinion
• Opinion of others beyond group
• Devils advocate
• Second meeting / second opinion

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MBO (Peter Drucker)

• Tool / Approach / Philosophy to improve
  performance and increase effectiveness by
  aligning action to goals
• Emphasis on results or activities
• Participatory objectives (results) setting
• Identify KRA
• Periodic Review

70
MBO Process

• Set KRAs
• Action Plan Strategy, Responsibility, Resource
  allocation, scheduling activities
• Performance Review Criteria, KPI, Measures,
  Analyze deviation, Corrective action, Frequency
  of review, Self-appraisal

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BENEFITS OF MBO

• SUBORDINATES Role clarity, performance
  measured, increased job satisfaction, unbiased
  feedbacks
• SUPERIORS Better relation, communication,
  objective appraisal, motivation of team,
  delegation
• ORGANIZATION Focused on activities, decision
  making effective fast, resource utilization
  better, decentralized accountability, better
  appraisal of employees

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CAUSES OF FAILURE OF MBO

• Top Management Support/ Commitment
• Inadequate planning
• Inadequate information
• Inadequate training
• Short time horizon
• Over emphasis on appraisal

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MS 1Management Functions BehaviorSESSION -
3

• ORGANIZATION CLIMATE CHANGE
• Culture
• Conflict
• Change

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ORGANIZATIONAL CULTURE

• Climate, Atmosphere, Environment, Milieu
• Psychological structure
• Perception, characteristics, distinguisher
• Personality of the organization
• Exhibition of values
• Influences behavior of employees
• Perceived internal environment

75
DIMENSIONS OF OC

• Individual Autonomy decision making,
  accountability, self management
• Structure centralization, supervision,
  formalization
• Reward Orientation - Performance based
• Consideration, warmth support Team spirit
• Conflict Confrontation
• Progressive Development
• Risk taking
• Control

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DETERMINANTS OF OC

• Economic conditions Risk taking, control,
  progressive development
• Leadership style
• Organizational policies
• Managerial values
• Organizational structure Authoritative,
  consultative, participative
• Characteristics of members
• Size
• Society
• Industry

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RELATION BETWEEN OC ETHOS

• ETHOS
• DETERMINANTS DIMENSION OC
• SOCIALIZATION

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CONFLICT RESOLUTION

• Avoidance
• Ignoring
• Imposing solution
• Defusion
• Smoothing
• Appealing to super ordinate goals
• Containment
• Using Representatives
• Structuring contact communication
• Bargain (Compromising)
• Confrontation
• Problem solving
• Redesigning organization

79
CHANGE

• Org. Behavior
• Gp Behavior
• Long
• Indi Behavior
• Attitude
• Skill
• Time Knowledge
• Easy Difficult

80
ORGANIZATIONAL GROWTH
Crisis? Crisis of Red Tape
Size Growth through Crisis of Control
Collaboration Crisis of Autonomy
Growth Growth through
Coordination Crisis of Leadership through
Delegation Growth though Direction
Growth through Creativity
Phase 1 Phase 2 Phase 3 Phase 4 Phase
5 Age
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CHANGE PROCESS

• UNFREEZING MOVING REFREEZING
• Identify Need Individual Reinforcement
• Group
• Driving Force Task Finding Fits
• Structure
• Reduce Resistance Technology Maintaining Fits

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COPING TO CHANGE

• ADAPT
• Sense change
• Import information
• Change activities
• Stabilize internal change
• Explore new product, service, methods
• Feedback
• AVOID
• Niche
• Diversification
• Mutual dependence
• CONTROLLING
• Boundary Management
• External elements
• Trade associations
• Lobbying

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Resistance to Change

• Personality factors
• Homoeostasis
• Habit
• Primacy
• Selective perception retention
• Dependence
• Super Ego
• Self distrust
• Insecurity regression
• Social Factors
• Conformity
• Cultural coherence
• Vested interest
• Sacrosanct
• Rejection of outsiders

84
STRATEGIES FOR IMPLEMENTING CHANGE

• Top Down
• Bottom Up
• Contingency

85
MS-1MANAGEMENT FUNCTIONS BEHAVIOR SESSION 4

• ORG. STRUCTURE PROCESSES
• Structure Design
• Communication
• Planning
• Controlling
• Delegation Coordination

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ORGANIZATION STRUCTURE

• Formal
• Established
• Pattern Relationship
• Elements
• Chart JDs, decentralization, level, span
• Differentiation Product, Function, Loc,
  Customers
• Integration
• Authority Power, status, hierarchy
• Admin Policies, procedures, controls
• Communication network

87
ACTIVITY DESIGNING A TELECOM SERVICE
ORGANIZATION
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COMMUNICATION

• Verbal
• Non Verbal
• Written
• Meetings, Discussions, Presentation

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BARRIERS TO EFFECTIVE COMMUNICATION

• Individual
• Perception
• Assumption
• Semantic
• Language
• Culture
• Psychological
• Feeling, Emotions, Halo
• Filter, Selective
• Organizational
• Structure, Hierarchy, Relationships
• Rules, Regulation

90
EFFECTIVE COMMUNICATION

• Single, Direct Language
• Face to Face
• Feedback
• Listen
• Environment
• Non Verbal
• Structures Flat

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OPERATIONAL Vs STRATEGIC PLANNING

• OPERATIONAL STRATEGIC
• FOCUS Operating
  Survival Growth
• OBJECTIVE Efficiency Effectiveness
• CONSTRAINTS Present Resources Future
  Environment
• REWARDS Efficiency Stability
  Future Potential
• INFORMATION Present Future
  Opportunity
• ORGANIZATION Stable Flexible
• LEADERSHIP Conservative Radical
• PROBLEM SOLVING Traditional New Approach
• RISK LO HI

92
CONTROL

• FEED BACK - LAG MEASURES
• REAL TIME
• FEED FORWARD - LEAD MEASURES

93
METHODS OF CONTROL

• Constant
• Self
• Group
• Rules, Regulation
• Periodic
• MIS
• Audit, Budgets
• Occasional
• Special Reports
• Project control
• Observation

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OPTIONS IN CONTROL DESIGN

• Centralized vs Delegation
• Formal vs Informal
• Direct vs Indirect

95
Strategies of Control

• Personal Centralized
• Bureaucratic
• Output control
• RAA
• Semi Autonomy
• Performance
• Cultural Control
• Loyalty to Goals
• Semi Autonomy
• Selection, Training Development
• Unique culture

96
ELEMENTS OF DELEGATION

• Responsibility
• Authority
• Accountability

97
Centralized vs Decentralization

• Coordination
• Balance between functions Differentiation,
  Integration
• Cost
• Time
• Emergency

98
SIGNS OF MIS COORDINATION

• Conflicts
• Committees
• Overloaded Top Management
• Red Tape
• Empire Building
• Complaints

99
MS-1Mgt. Functions Behavior SESSION 5

• BEHAVIOR DYNAMICS
• Interpersonal Relations
• Leadership styles
• Group dynamics

100
DETERMINANTS INTERPERSONAL BEHAVIOR

• Self Concept (Who am I)
• Beliefs I am _ _ _ _
• Feeling I am OK, You are OK
• Behavior Act towards self
• Interpersonal Needs (What do you want from me)
• Inclusion Needs for association
• Control Need for Power
• Affection Need for Love
• Expressed vs Wanted
• Interpersonal Orientation (How do you influence
  me)
• Tough battler
• Friendly helper
• Objective thinker
• Interpersonal Attraction (Why do we like each
  other)

101
STAGES OF DEVELOPING INTERPERSONAL RELATIONSHIP

• First Impression Poise Articulation, Dress,
  Attitude, Knowledge, Thoughtful, Self Confidence
  
• Developing Mutual Expectations
• Character Based Integrity, Motive, Openvers,
  Consistency, Direction
• Competence Based Technical, Interpersonal
• Judgment Based Business Sense, Interpersonal
  judgment
• Honoring Psychological Contracts
• Developing Trust Influence

102
DEVELOPING INTERPERSONAL SKILLS

• Increasing Interpersonal Awareness
• Feedback
• Self Disclosure
• Taking Interpersonal Risks
• Initiate Self Disclosure
• Appreciate others
• Reduce risk rejection
• Developing Cooperative Relationships
• Shared Goal
• Power to all
• Trust
• Resolving Interpersonal Problems
• Empathy
• Construction Feedback
• I and We vs You
• Focus on Behavior
• Suggest Alternative Behavior
• Timing
• Privacy

103
JOHARI WINDOW KNOWN TO SELF UNKNOWN
TO SELF
KNOWN TO OTHERS
UNKNOWN TO OTHERS
104
LEADERSHIP STYLE

• Authoritarian
• Democratic
• Laissez-faire

105
Managerial Grid Theory (Blake Moutony)

• Task Oriented
• People Oriented
• Compromise
• Task People Oriented

106
GROUP

• Security
• Belongingness
• Esteem Growth

107
COMMITTEES (FORMAL GROUP)

• Exchange views and information
• Recommending Ideas
• Making Ideas
• Making Decisions

108
WORK GROUPS (INFORMAL GROUPS )

• Group Norms (Flexible)
• Group Leader (Lateral)
• Group Goals
• Group Cohesiveness
• Group Productivity