tag:blogger.com,1999:blog-38983959950751839062024-03-23T15:44:07.682+05:30Management Functions and BehavioursManagement Functions and BehavioursAnonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.comBlogger67125tag:blogger.com,1999:blog-3898395995075183906.post-13918295016176236422011-06-25T18:32:00.000+05:302011-06-25T18:32:10.356+05:30Few Important Keywords in Management Functions and Behaviours Part VII<div dir="ltr" style="text-align: left;" trbidi="on"><br />
<br />
<div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><b><u>Leadership Styles and Influence Process</u></b></div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><br />
</div><br />
Authoritarian Style: The assumption that the power of leaders is derived from the<br />
position they occupy and that people are innately lazy and unreliable.<br />
<br />
Consideration: A leader's acts which imply supportive concern for the followers in a<br />
group.<br />
Contingency Theory: A theory that considers an organisation's objectives,<br />
environment and leadership skills, as interacting and affecting the effectiveness of a<br />
leader.<br />
<br />
Democratic Style: The assumption that the power of leaders is granted by the group<br />
they are to lead and that people can be basically self-directed and creative at work, if<br />
properly motivated.<br />
<br />
Employee Orientation: Stresses the relationship aspect of the job.<br />
Group and Exchange Theories of Leadership: These theories state that the leader<br />
provides more benefits and rewards than burdens or costs for followers who help him<br />
achieve the goal of the organisation.<br />
<br />
Hawthorne Effect: When worker's behaviour changes and productivity increases<br />
because the workers become aware of their importance.<br />
<br />
Human Relation Style: Follows from the work of Elton Mayo and his associates to<br />
find the best technological methods to improve output by studying human relations at<br />
interpersonal level.<br />
<br />
Initiating Structure: Reflects the extent to which individuals are likely to define and<br />
structure their roles and those of their subordinates towards goal attainment.<br />
<br />
Laissez-faire Style: This style of a leader permits the members of the group to do<br />
whatever they want to do. No policies or procedures are established.<br />
<br />
Leadership: The ability to influence the behaviour of others. The task is to help the<br />
group reach both organisational and personal goals.<br />
<br />
Managerial Grid Theory: The theory suggests that each manager must be<br />
concerned about both production (structure) and people (consideration).<br />
<br />
Path-goal Theory: This theory defines the relationship between leader behaviour,<br />
subordinate's work attitudes and performance as situational. The essential ingredient<br />
of this theory is that the leader smoothes out the path to work goals and provides<br />
rewards for achieving them.<br />
<br />
Production Orientation: Stresses the production and the technical aspects of the<br />
job. Employees are seen as tools to accomplish the goals of the organisation.<br />
<br />
Style Scientific Manager: This style of the leader focuses on the needs of the<br />
organisation and not on the needs of the individual.<br />
<br />
Social Learning Theory: The theory deals with continuous, reciprocal interaction<br />
among the leader (including his cognition) the environment (including<br />
subordinates/followers and other variables) and the behaviour itself.<br />
Theory X, Theory Y: McGregor's theory that behind every management decision,<br />
there is a set of assumptions that a manager makes about human behaviour. The<br />
theory X manager assumes that people are lazy, dislike work, want no responsibility<br />
and prefer to be closely directed. The theory Y manager assumes that<br />
people seek responsibility, like to work and are committed to doing good work if<br />
rewards are received for achievement.<br />
<br />
Trait Theory; This theory attempts to specify which personal characteristics<br />
(physical, personality) are associated with leadership success. Trait-theory relies on<br />
research that relates various traits to success criteria of a leader.<br />
<br />
Authority: The legitimate right to use assigned resources to accomplish a delegated<br />
task or objective, the right to give orders and to extract obedience.<br />
<br />
Charismatic Power: This power is based on followers' identification with a leader.<br />
The leader is admired because of one or more personal traits. Followers can be<br />
influenced because of this admiration.<br />
<br />
Coercive Power: The power of a leader that is derived from fear. The follower<br />
perceives the leader as a person who can punish deviant behaviour and action.<br />
<br />
Expert Power: An individual with this type of power has some technical expertise,<br />
skill or knowledge which is important in getting the job done.<br />
<br />
Formal Leadership: A manager is a formal leader by virtue of authority coming<br />
from the organisation that a formal leader is usually selected by the organisation.<br />
<br />
Informal Leadership: An informal leader is chosen by an individual or a group.<br />
Legitimate Power: The power comes when the organisation's authority is accepted.<br />
It is power that stems from implicit or explicit rules.<br />
<br />
Power: Ability to exercise influence or control over others.<br />
<br />
Reward Power: The present or potential ability to give some reward for worthy<br />
behaviour.<br />
<br />
Situational Management: Skill in changing the style demands of one or more<br />
situational elements so that managerial effectiveness increases.<br />
<br />
Situational Manipulation: Changing the style demands of one or more situational<br />
elements so that personal effectiveness increases.<br />
<br />
<b><u>Group Dynamics</u></b><br />
<br />
<br />
Command Groups: Formal groups that consist of managers and their direct<br />
subordinates.<br />
<br />
Committee: A formal group that is created to carry out specific organisational<br />
assignments or activities.<br />
<br />
Content: The subject of the meeting or of the task being performed.<br />
Emergent Activities: Informal actions beyond those required that result from<br />
changed sentiments.<br />
<br />
Formal Group: A unit established by the organisation to accomplish specific tasks.<br />
individuals are usually assigned to formal tasks.<br />
<br />
Group: Any number of people who<br />
i. have a common purpose or objective<br />
ii. interact with each other to accomplish their objective<br />
iii. are aware of one another, and<br />
iv. perceive themselves to be a part of the group.<br />
<br />
Group Building Activities: Those activities that allow the group to maintain itself<br />
by helping to satisfy members' needs and by encouraging cooperation among<br />
members.<br />
<br />
Group Cohesiveness: The extent to which group members are motivated to remain<br />
within the group and in consequence to behave in similar ways.<br />
<br />
Group Task Activities: Activities performed within the organisational structure by<br />
the individuals rather than by. management.<br />
<br />
Leadership: The ability to influence the behaviour of others. The task of the leader is<br />
to help the group reach both organisational and personal goals.<br />
<br />
Pivotal Norms: Organisational values which are absolutely necessary for any one<br />
who wants to stay in the organisation.<br />
<br />
Process: The way the content is handled or discussed by the members of the group.<br />
Relevant Group Norms: Not as central as pivotal norm, but considered as<br />
worthwhile and desirable.<br />
<br />
Required Activities: Assigned tasks performed by the individuals.<br />
<br />
Required Interaction: This occurs, when a person's activity follows or is influenced<br />
by the activity of another; interaction can be verbal or non-verbal.<br />
<br />
Self-serving Activities: Activities that satisfy individual needs at the expense of the<br />
group.<br />
<br />
Sentiments: The feelings or attitudes a person has about others, such as likes or<br />
dislikes and approval or disapproval.<br />
<br />
Task Force: A group established to solve a particular problem.<br />
<br />
Source: IGNOU Booklet<br />
<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com2tag:blogger.com,1999:blog-3898395995075183906.post-79526072187059151752011-06-25T18:27:00.000+05:302011-06-25T18:27:39.987+05:30Few Important Keywords in Management Functions and Behaviours Part VI<div dir="ltr" style="text-align: left;" trbidi="on"><br />
<b><u>Controlling</u></b><br />
<br />
Budgetary Control: Measuring performance against plans and expected results<br />
expressed in numerical terms.<br />
<br />
Controlling: The managerial function of measuring and correcting performance of<br />
activities of subordinates in order to assure that enterprise objectives and plans are<br />
being accomplished.<br />
<br />
Control Process: In managing, the basic process involves establishing standards,<br />
measuring performance against standards and correcting for deviations.<br />
<br />
Direct Control: The concept that the most direct of all controls is to assure highquality<br />
managers on the premise that qualified managers make fewer mistakes<br />
requiring other (or indirect; controls, perceive and anticipate problems, and initiate<br />
appropriate actions to avoid or correct for deviations.<br />
<br />
Feedback: An informational input in a system transmitting messages of system<br />
operation to indicate whether the system is operating as planned. Information on<br />
operations is relayed to the responsible persons for evaluation.<br />
<br />
Feedforward Control: A control system that attempts to identify future deviations<br />
from plans, early enough to take action before the deviations occur.<br />
<br />
<br />
<div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><b><u>Organisation Structure and Processes</u></b></div><div style="margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><br />
</div><br />
Accountability: Obligation to account for, and report upon the discharge of<br />
<br />
responsibility and/or use of authority.<br />
<br />
Authority: Powers and rights entrusted to enable performance of task assigned.<br />
Centralisation: Concentration of authority at higher levels of management.<br />
<br />
Coordination: Linking or relating various parts and activities of an organisation to<br />
one another.<br />
<br />
Delegation: Entrustment of responsibility and authority from one person to another.<br />
<br />
Decentralisation: Systematic delegation of authority in an organisation-wide<br />
context.<br />
<br />
Profit Centre: A work unit (department or division) which is held accountable for<br />
the profit it earns and the loss it sustains.<br />
<br />
Responsibility: Activities which must be performed to carry out the task assigned.<br />
<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-89622666014761742682011-06-25T18:24:00.000+05:302011-06-25T18:24:28.551+05:30Few Important Keywords in Management Functions and Behaviours Part V<div dir="ltr" style="text-align: left;" trbidi="on"><br />
<u><b>Listed Few more Important Keywords on</b></u><br />
<u><b><br />
</b></u><br />
<u><b>1. </b></u><u><b>Organisational Structure and Design</b></u><br />
<u><b><span class="Apple-style-span" style="-webkit-text-decorations-in-effect: none; font-weight: normal;"><b><u>2. Managerial Communication</u></b></span></b></u><br />
<u><b><span class="Apple-style-span" style="-webkit-text-decorations-in-effect: none; font-weight: normal;"><b><u>3. PLANNING PROCESS</u></b></span></b></u><br />
<div><u><b><br />
</b></u></div><u><b><br />
</b></u><br />
<u><b>1. Organisational Structure and Design</b></u><br />
<br />
Structure: Formal and established pattern of relationship in an organisation. The<br />
relationship includes people, tasks and activities.<br />
<br />
Environment: The business environment of a firm comprising economic, social,<br />
political, cultural, legal and geographic factors which critically affect the working<br />
of organisation.<br />
<br />
Centralisation: The concentration of power and authority. This may be concentrated<br />
in a person or a group of persons in the organisation.<br />
<br />
Delegation: The sharing or handing over of authority and responsibility to a<br />
subordinate.<br />
<br />
Line Functions: Those functions in an organisation which are perceived tobe<br />
directly contributing to the organisation's objectives.<br />
<br />
Staff Functions: Functions which are advisory or auxiliary in nature but do not<br />
directl contribute towards the organisational objectives.<br />
<br />
Scalar Principle: The chain of direct authority relationship from superior to<br />
subordinate within the organisation.<br />
<br />
Principle of Division of Work: That principle by which work is organised into<br />
smaller jobs allowing people to undertake only specialised activities thus ensuring<br />
efficiency i the use of labour.<br />
<br />
Organisation Chart: The depiction of specific positions in an organisation, their<br />
state within the organisation and the reporting relationship between a subordinate<br />
and his superior.<br />
<br />
Differentiation: The process by which the tasks and activities of an organisation are<br />
segmented into smaller groups. The basis for differentiation may be function,<br />
product, location or customer.<br />
<br />
Integration: The process by which differentiated groups are pulled together to<br />
contribute towards the common organisational objectives. Hierarchical control,<br />
administrative procedures and communication networks are the processes used for<br />
integration.<br />
<br />
Geographical Structure: The organisation structure in which activities and tasks are<br />
grouped together on the basis of their location in a geographical zone or territory.<br />
<br />
Functional Structure: The organisation structure wherein activities and tasks are<br />
observed into smaller groups on the basis of their belonging or contributing to a<br />
particular function such as manufacturing, marketing, finance etc.<br />
<br />
Product Structure: An organisation in which activities and tasks are grouped on the<br />
basis of individual products or product lines.<br />
<br />
Matrix Structure: Used generally for project execution which requires the services<br />
of skilled functional people and the specialised knowledge of product specialists.<br />
<br />
Matrix structure is a combination of the functional and product structures and its<br />
distinguishing characteristic is dual authority.<br />
<br />
Network Structure: A structure in which one organisation acts as the `lead'<br />
organisation and creates a network of many other external organisations whose<br />
services the lead organisation utilises in fulfilment of its objectives.<br />
<br />
Principle of Span of Control: The principle which states that there is a limit in each<br />
managerial position on the number of persons which can be effectively controlled.<br />
<br />
<b><u>2. Managerial Communication</u></b><br />
<br />
<br />
Communication: The process of transmitting or receiving abstractions such as ideas or<br />
beliefs through the use of symbols and language.<br />
<br />
Communication Networks: Patterns of channels of communication.<br />
<br />
Communication Barriers: Physical, psychological and organisational hindrances<br />
resulting into ineffective communication.<br />
<br />
Grapevine: A very powerful informal communication channel.<br />
<br />
<b><u>3. PLANNING PROCESS</u></b><br />
<br />
<br />
Strategic Planning: Planning activity undertaken keeping in mind the long-term future<br />
of an organisation.<br />
<br />
Operational Planning: Planning activities related to day to day functioning of an<br />
organisation.<br />
<br />
<br />
"Source: IGNOU Booklet"<br />
<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-41327500699624525662011-06-25T18:17:00.000+05:302011-06-25T18:17:51.357+05:30Few Important Keywords in Management Functions and Behaviours Part IV<div dir="ltr" style="text-align: left;" trbidi="on"><br />
Listed Few Important keywords on Managing Change:<br />
<br />
<br />
Adaptive-coping Cycle: The attributes of an organisation change in order to help it<br />
cope with changes in the environment.<br />
<br />
Amoeba Syndrome: Lack of strong direction from top executives, not enough<br />
structure, order or guidance leading to activity trap. Doing things without knowing<br />
where one is leading.<br />
<br />
Anarchy Syndrome: A situational upheaval where leadership responsibilities,<br />
functions and resources are in dispute.<br />
<br />
Bottoms-up Strategy: A change implementation strategy which assumes that<br />
employees welcome change and should be involved in imitation of change.<br />
<br />
Buggywhip Syndrome: Clinging to obsolete products, services and practices which<br />
no longer have potential for sustaining its livelihood.<br />
<br />
Change Agents: Members of an organisation whose role involves strategies and.<br />
procedures for inducing change in the organisation.<br />
<br />
Deadlock Syndrome: Stand off condition between management and leader of work'<br />
force leading to antagonistic relation between the factions.<br />
<br />
Diagnostic Variables: Are the eight independent factors which need to be assessed<br />
before the strategy for implementing change is decided upon.<br />
<br />
Differentiation: Division of the organisation into specialised subsystems to cope<br />
with various demands imposed upon by the environment.<br />
<br />
Domino Effect: A situation where one change sets off other changes in an<br />
organisation owing to interdependence of various subsystems.<br />
<br />
Driving Forces: These are pressures or the needs for change which demand<br />
corrective action, which must be perceived by every manager.<br />
<br />
Evolutionary Change: In course of time, every organisation exhibits change which<br />
is slow, smooth and gradual from birth to maturity to decline and may be even death.<br />
<br />
Growth Phases: An organisation, like a living organism passes through various<br />
stages of growth such as birth, maturity, decline and death.<br />
<br />
Integration: Refers to the unity of purpose and commonality of wider goals that<br />
holds the diverse and specialised subsystems of an organisation together.<br />
<br />
Moving Phase: This phase involves actual change in the various components, for<br />
subsystems of an organisation.<br />
<br />
Mom and Pop Syndrome: Small company managers can not/will not help the<br />
company grow past the awkward stage.<br />
<br />
Myopia Syndrome: No future orientation, little thought to strategy, sense of<br />
direction and advance planning.<br />
<br />
Proactive Change: Change that anticipates a desired state of affairs. It contrasts with<br />
reactive change as purposive behaviour contrasts with reflexive behaviour.<br />
<br />
Purposive Response: It is a response to a stimulus that involves planning and<br />
coordination of effort with respect to the goal in mind.<br />
<br />
Rat-race Syndrome: Toxic climate coming from oppressive, primitive, slave driving<br />
policy.<br />
<br />
Reactive Change: Change that is initiated in response to needs as force generated by<br />
the organisation's interaction with the environment.<br />
<br />
Reflexive Response: it is the immediate, spontaneous, automatic and unthinking<br />
reaction to a stimulus.<br />
<br />
Refreezing Phase: It involves reinforcing newly generated changes through a<br />
process of countering instability and ensuring compatibility between various<br />
subsystems.<br />
<br />
Remote Control Syndrome: Too much administrative or executive control from the<br />
parent body. Decision-making autonomy is seriously impaired.<br />
<br />
Resisting Forces: Personality and social system related factors that generate<br />
responses which tend to check onset of change.<br />
<br />
Revolutionary Change: Every now and then, there emerges a crisis situation in an<br />
organisation, which necessitates a rapid, visible, radical shake up in its structure,<br />
policies, procedures or personnel.<br />
<br />
Rigor Mortis Syndrome: Conditions of inertia and constricted activity prevail.<br />
Primary organisation value is structure and order.<br />
<br />
Tops-down Strategy: A change implementation strategy that believes in change<br />
coming by way of directives from top management as being entirely appropriate.<br />
<br />
Unfreezing Phase: This initiates the change process. It leads to recognising the need<br />
for change after having questioned existing value suppositions.<br />
<br />
Young Turk: Is a type of change agent who is young, dynamic, pushy, persistent and<br />
ambitious. His new ideas tend to challenge status quo.<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-20992599129535124492011-06-25T18:12:00.000+05:302011-06-25T18:12:52.943+05:30Few Important Keywords in Management Functions and Behaviours Part III<div dir="ltr" style="text-align: left;" trbidi="on"><br />
Antecedent Conditions: The source of conflict where cause for conflict exists in an<br />
incipient form, but it need not necessarily lead to actual conflict.<br />
<br />
Approach Approach Conflict: Conflict between two equally attractive choices.<br />
<br />
<br />
Avoidance-Avoidance Conflict: Conflict between two equally unpleasant choices,<br />
or in choosing the lesser evil.<br />
<br />
Avoidance: Withdrawal from or suppressing conflict. Management of Organisational<br />
Conflicts<br />
<br />
Bargaining: Is a conflict containment or resolution strategy that involves mutual<br />
compromise and concession.<br />
<br />
Behavioural View of Conflict: The belief that conflict is an inevitable outcome in<br />
any group.<br />
<br />
Conflict Aftermath: Refers to the consequences that different conflict handling<br />
strategies may have on the antecedent conditions. It may either resolve the conflict or<br />
make for future conflict.<br />
<br />
Conflict Handling Behaviour: It refers to the conscious action of one party to the<br />
conflict in checking the other party from reaching his goals.<br />
<br />
Conflict Resolution: Refers to the manner in which a manager could address himself<br />
to a conflict situation. The chief modes are avoidance, defusion, containment and<br />
confrontation.<br />
<br />
Conflict Stimulation: Refers to a situation when common values are challenged. It<br />
can often be a useful way of re-examining one's position and discovering alternatives.<br />
<br />
Confrontation Strategy: Is a strategy designed to uncover all the issues of the<br />
conflict and find a mutually acceptable solution. It can be accomplished through the<br />
openness of problem solving, or through a comprehensive organisation redesign.<br />
<br />
Containment Strategy: Is a strategy of controlled conflict management where issues<br />
are selectively discussed through mediating representatives, or by structuring the<br />
interaction patterns or through bargaining.<br />
<br />
Delusion Strategy: Attempts to keep conflict in abeyance and cast tempers through<br />
smoothing or by appeal to super-ordinate goals.<br />
<br />
Dysfunctional Conflict: Conflict that hinders group performance.<br />
Felt Conflict: Emotional involvement in a conflict creating anxiety, tenseness,<br />
frustration, or hostility.<br />
<br />
Functional Conflict: Conflict that supports the goals of the group and improves its<br />
performance.<br />
<br />
Goal Diversity: The efficient functioning of every part of an organisation requires<br />
formulation of its own immediate goals, which may or may not be compatible with<br />
overall organisation objectives.<br />
<br />
Interactionist View of Conflict: The belief that conflict is not only a positive force<br />
in the group, but that it is absolutely necessary for a group to perform effectively.<br />
<br />
Intergroup Conflict: Conflict between the various constituent units of an<br />
organisation such as Unions and Management, between various functional areas, etc.<br />
<br />
Interpersonal Conflict: Conflict between various individuals in an organisation<br />
which may stem from personal dislikes, personality differences, or role related<br />
matters.<br />
<br />
Intragroup Conflict: Conflict within a group between various individuals due to lack<br />
of consensus or inability to conform to group norms.<br />
<br />
Intrrpersonal Contlict: Conflict within the individual, involving a decision<br />
regarding the choice to opt for in any instance of behaviour.<br />
<br />
Manifest Conflict: It results from perceived and/or felt conflict. Conflict comes out<br />
into the open and influences action.<br />
<br />
Perceived Conflict: Awareness by one or more parties of the existence of conditions<br />
that create opportunities for the rise of conflict. It is different from felt conflict in that<br />
it is not personalised.<br />
<br />
Problem Solving: Bringing about change or resolving conflict through interpersonal<br />
discussions; seeks to identify differences.<br />
<br />
Smoothing: Conflict defusion by playing down its importance, thereby avoiding<br />
escalation and letting people regain their perspective.<br />
<br />
Superordinate Goals: The long range aims or higher goals that are common to all in<br />
an organisation even in a conflict situation.<br />
<br />
Task Interdependence:: The mutual inter-connectedness of responsibilities of<br />
various parts of an organisation that is essential for efficient functioning.<br />
<br />
Traditional View of Conflict: The view that all conflict must be avoided.<br />
<br />
<br />
Source: IGNOU Booklet<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-61929838955828406362011-06-25T18:09:00.000+05:302011-06-25T18:09:43.716+05:30Few Important Keywords in Management Functions and Behaviours Part II<div dir="ltr" style="text-align: left;" trbidi="on"><br />
<br />
<br />
Firm or Company: Includes all types of business organisations and noncommercial<br />
organisations and institutions such as universities, hospitals, libraries,<br />
etc. Our discussion in this Unit is in the context of a business firm but all that we<br />
discussed is valid for non-business organisations too.<br />
<br />
Environment: The universe in which the firm operates is known as its<br />
environment and includes all those economic, political, socio-cultural, legal,<br />
demographic factors, etc. which have a critical bearing on its operations.<br />
Levels of Business Activity: All business activities can be classified into a<br />
hierarchy of three levels.<br />
<br />
Corporate Level: This refers to the top management level of an industrial or<br />
business group which has under its management more than one firm, each with a<br />
different product/market scope. These may be engaged in the same or different<br />
industries and may be located in different cities or countries. The concern of the<br />
top management is to manage the complex and diverse sets of business activities<br />
best to serve the interests of the group as a whole.<br />
<br />
Business Level: The business level is concerned with the management of one or<br />
more firms which have a common product/ market scope and from the viewpoint<br />
of management is treated as a single unit. The concern of the management is how<br />
best to compete in the specific product/ market scope.<br />
<br />
Functional Level: At the functional level the concern of the management is to<br />
maximise productivity of resources deployed in the various functional areas such<br />
as marketing, finance, personnel, production etc.<br />
<br />
<br />
Adaptive Decision: An adaptive decision involves a. problem with a large number of<br />
decision variables where outcomes are not predictable.<br />
<br />
Mechanistic Decision: A routine and repetitive decision.<br />
<br />
Heuristics: Heuristic is a rule which guides the search for alternatives into areas that<br />
have a high probability for yielding satisfactory solutions.<br />
<br />
<br />
Brainstorming: A group process, where the members are presented with a problem<br />
and are asked to develop as many solutions as possible in a free environment.<br />
<br />
Operations Research: Use of scientific methods of analysis to process complex<br />
information and arrive at decisions achieving an optimum balance of probabilities as<br />
well as identifiable facts.<br />
<br />
Synectics: A method of generating alternatives by combining diverse and apparently<br />
irrelevant ideas.<br />
<br />
<br />
Action Planning: Drawing up of detailed plans which spell out the various<br />
sequential activities to be performed in order to achieve the specified objectives.<br />
Corporate Planning: Planning undertaken by the top management to define<br />
objectives for the entire organisation as well as the means of achieving these<br />
objectives.<br />
<br />
Effectiveness: The extent to which the output requirements are actually achieved.<br />
Emphasis on doing the right things.<br />
<br />
Efficiency: Ratio of output to input, doing things in the right manner.<br />
Joint Objective Setting: A process by which a boss and his immediate subordinate<br />
arrive at mutually agreeable objectives for the latter.<br />
<br />
Key Result Areas: Those results or outputs whose achievement is critical to the<br />
survival of the specific managerial position. These can also be defined at the level of<br />
a division, a unit and the entire organisation.<br />
<br />
Objectives: Expected results.<br />
<br />
Performance Review: A system for evaluating the results achieved as against the<br />
specified objectives in order to initiate corrective action and improve future<br />
performance.<br />
<br />
<br />
Action-Goal Orientation: Tendency to think about one's goals in activity terms.<br />
<br />
Atypical Behaviour: Actions which are not usually displayed by the majority of<br />
people in any group.<br />
<br />
Conflict: The extent to which people oppose and block each other.<br />
<br />
Consideration: The extent to which stimulation and help is received by an individual<br />
from others.<br />
<br />
Control: The degree to which a check is kept on the behaviour of an individual.<br />
<br />
Encounter: A stage of socialisation when a person explores the difference between<br />
his expectations and reality.<br />
<br />
Equity: A value of maintaining fairness in receiving a reward in proportion to one's'<br />
contribution.<br />
<br />
Ethos: Character and values of an individual or of a group.<br />
<br />
Individual Autonomy: The extent of freedom from accountability to others.<br />
<br />
Internal Resources: Awareness of one's intellectual and moral strength.<br />
<br />
Metamorphosis: A stage of socialisation where adaptation and changes take place.<br />
<br />
Normative Behaviour; Actions which are usually displayed by majority people in<br />
any group.<br />
<br />
<br />
OC: A coined term which refers to perceived characteristics of organisational climate<br />
and organisational culture.<br />
<br />
Opportunity: A value which stands for providing enough scope to people to develop<br />
their capacities.<br />
<br />
Organisational Climate: Enduring qualities of the internal environment of an<br />
organisation.<br />
<br />
Organisational Culture: A relatively uniform perception about a number of features<br />
of an organisation which allows distinction of one organisation from others.<br />
<br />
Position Structure: The extent of direct supervision and formalisation.<br />
<br />
Prearrival: A stage of socialisation which screens the values, attitudes and<br />
expectations of people before joining an organisation.<br />
<br />
Pro-action: An orientation to take initiative and to do things without being told to<br />
do.<br />
<br />
Problem-solving Attitude: A propensity to face problems rather than avoiding them.<br />
<br />
Progressiveness & Development: The scope for growth of oneself and others.<br />
<br />
Reward Orientation: The tendency to provide incentives for higher effort and<br />
performance.<br />
<br />
Risk-taking: The extent of freedom given in an organisation to experiment with new<br />
untried ideas.<br />
<br />
Security: A value which stands for providing economically, physically and<br />
emotionally safe environment to employees.<br />
<br />
Social Forces: The forces in the environment outside an organisation.<br />
<br />
Socialisation: A process of adaptation through which the people come to understand<br />
the values, norms and customs of an organisation.<br />
<br />
System 4: A type of organisation structure which allows participation and<br />
involvement of all groups in all important processes.<br />
<br />
Value: An enduring belief that a specific mode of conduct is personally and socially<br />
preferable to other alternative modes of conduct.<br />
<br />
Work Values: Degree of worth a person ascribes to the opportunity of work.<br />
<br />
<br />
<br />
<br />
Source: IGNOU Booklet<br />
<br />
<br />
<br />
<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-81998486559753071312011-06-24T20:19:00.000+05:302011-06-24T20:19:36.571+05:30Few Important Keywords in Management Functions and Behaviours<div dir="ltr" style="text-align: left;" trbidi="on"><br />
Firm: Organisation established for commercial purpose. The terms organisation, firm<br />
and company are used interchangeably.<br />
<br />
High-tech-industry: Industries which use modern, sophisticated production<br />
technology and involve high level of research and development.<br />
<br />
Mission: Mission of a firm defines the very purpose and justification for a firm's<br />
existence. It is always described in terms of the benefits which a firm provides to the<br />
customers and not in any physical terms.<br />
<br />
Multinational corporation or company: Commercial organisation with<br />
manufacturing and marketing facilities in more than one country.<br />
<br />
Objectives: Specific aims of the firm. Obsolescence: The process of becoming<br />
obsolete, i.e. going out of use, or going out of date.<br />
<br />
Public limited company: A company whose shares are quoted and dealt with on the<br />
stock exchange.<br />
<br />
Public sector: A commercial organisation owned and managed by the state.<br />
Top management: That level of managers which is concerned with defining the<br />
mission and objectives of the firm, and designing strategy to achieve them.<br />
<br />
Obsolescence: The process of becoming obsolete, i.e. going out of use, or going out<br />
of date.<br />
Public limited company: A company whose shares are quoted and dealt with on the<br />
stock exchange.<br />
<br />
Public sector: A commercial organisation owned and managed by the state.<br />
<br />
Top management: That level of managers which is concerned with defining the<br />
mission and objectives of the firm, and designing strategy to achieve them.<br />
<br />
<br />
Balance sheet: Statement of company's financial position at a particular point,<br />
usually at the end of a financial year.<br />
Bankrupt: When a firm is linable to pay its creditors and assets of the firm are<br />
distributed among the creditors.<br />
<br />
Capital: Money and goods, such as buildings, plants, machines, used in running a<br />
business.<br />
<br />
Dividend: Interest paid on capital.<br />
<br />
Financial institutions: Institutions from which firms can borrow money, e.g. bank,<br />
State Financial Corporation, Industrial Development Bank of India, etc.<br />
<br />
<br />
Break-even Analysis: Comparison between sales and expenses to determine that<br />
volume of production where there is no profit and no loss.<br />
<br />
Budget: Statement of plans expressed in quantitative and financial terms for the<br />
allocation and use of resources.<br />
<br />
Environment: The universe in which the firm operates is known as its environment<br />
and includes all those economic, political, socio-cultural, legal, demographic and<br />
other factors which have a critical bearing on its operations.<br />
<br />
Organisation, Firm or Company: These terms have been used interchangeably and<br />
refer to all types of formal bodies created for a specific purpose. These include all<br />
types of business organisations and non-commercial organisations such as hospitals,<br />
schools, charitable trusts, voluntary bodies, etc.<br />
<br />
Organisational Objective(s): The specific purposes, results and achievements<br />
sought by the organisation. In this lesson we have used this term in a broad sense to<br />
include both mission and objectives.<br />
<br />
<br />
<br />
</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-14722090226149743992011-05-15T19:02:00.003+05:302011-06-04T18:11:34.419+05:30What are the key considerations in delegation of authority in an organizational situation and what are essential pre-requisites reqd for the purpose.<div dir="ltr" style="text-align: left;" trbidi="on"><span style="font-weight: bold;"><br />
What are the key considerations in delegation of authority in an organizational situation and what are the essential pre-requisites required for the purpose. Explain with few examples from the organization to you. Briefly describe the basic details of the organization you are referring to. </span><br />
<br />
<br />
A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to <br />
<a name='more'></a>do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results. <br />
Delegation of authority is one vital organizational process. It is inevitable along with the expansion and growth of a business enterprise. Delegation means assigning of certain responsibilities along with the necessary authority by a superior to his subordinate managers. Delegation does not mean surrender of authority by the higher level manager. It only means transfer of certain responsibilities to subordinates and giving them the necessary authority, which is necessary to discharge the responsibility properly. Delegation is quite common in all aspects of life including business. Even in the college, the principal delegates some of his authority to the vice-principal. <br />
Elements of Delegation <br />
<br />
<br />
<br />
<br />
1. Authority - in context of a business organization, authority can be defined as the power and right of a person to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives. Authority must be well- defined. All people who have the authority should know what is the scope of their authority is and they shouldn’t misutilize it. Authority is the right to give commands, orders and get the things done. The top level management has greatest authority. Authority always flows from top to bottom. It explains how a superior gets work done from his subordinate by clearly explaining what is expected of him and how he should go about it. Authority should be accompanied with an equal amount of responsibility. Delegating the authority to someone else doesn’t imply escaping from accountability. Accountability still rest with the person having the utmost authority. <br />
2. Responsibility - is the duty of the person to complete the task assigned to him. A person who is given the responsibility should ensure that he accomplishes the tasks assigned to him. If the tasks for which he was held responsible are not completed, then he should not give explanations or excuses. Responsibility without adequate authority leads to discontent and dissatisfaction among the person. Responsibility flows from bottom to top. The middle level and lower level management holds more responsibility. The person held responsible for a job is answerable for it. If he performs the tasks assigned as expected, he is bound for praises. While if he doesn’t accomplish tasks assigned as expected, then also he is answerable for that. <br />
3. Accountability - means giving explanations for any variance in the actual performance from the expectations set. Accountability can not be delegated. For example, if ’A’ is given a task with sufficient authority, and ’A’ delegates this task to B and asks him to ensure that task is done well, responsibility rest with ’B’, but accountability still rest with ’A’. The top level management is most accountable. Being accountable means being innovative as the person will think beyond his scope of job. Accountability, in short, means being answerable for the end result. Accountability can’t be escaped. It arises from responsibility. <br />
For achieving delegation, a manager has to work in a system and has to perform following steps :<br />
1. Assignment of tasks and duties <br />
2. Granting of authority <br />
3. Creating responsibility and accountability <br />
Delegation of authority is the base of superior-subordinate relationship, it involves following steps:-<br />
1. Assignment of Duties - The delegator first tries to define the task and duties to the subordinate. He also has to define the result expected from the subordinates. Clarity of duty as well as result expected has to be the first step in delegation. <br />
2. Granting of authority - Subdivision of authority takes place when a superior divides and shares his authority with the subordinate. It is for this reason; every subordinate should be given enough independence to carry the task given to him by his superiors. The managers at all levels delegate authority and power which is attached to their job positions. The subdivision of powers is very important to get effective results. <br />
<br />
<br />
<br />
3. Creating Responsibility and Accountability - The delegation process does not end once powers are granted to the subordinates. They at the same time have to be obligatory towards the duties assigned to them. Responsibility is said to be the factor or obligation of an individual to carry out his duties in best of his ability as per the directions of superior. Responsibility is very important. Therefore, it is that which gives effectiveness to authority. At the same time, responsibility is absolute and cannot be shifted. Accountability, on the others hand, is the obligation of the individual to carry out his duties as per the standards of performance. Therefore, it is said that authority is delegated, responsibility is created and accountability is imposed. Accountability arises out of responsibility and responsibility arises out of authority. Therefore, it becomes important that with every authority position an equal and opposite responsibility should be attached. <br />
Therefore every manager, i.e., the delegator has to follow a system to finish up the delegation process. Equally important is the delegate’s role which means his responsibility and accountability is attached with the authority over to here. <br />
Objectives of Delegation of Authority <br />
1. To reduce the excessive burden on the superiors i.e., executives and managersfunctioning at different levels.<br />
2. To provide opportunities of growth and self development to junior executives.<br />
3. To create a team of experienced and matured managers for the Organisation. Itacts as a technique of management and human resource development. <br />
4. To improve individual as well as overall efficiency of the Organisation. <br />
Process of Delegation of Authority at American Express <br />
It is an assortment of such experiences that, for over a thousand employees at Amex India, make the company a great place to work. This is reflected in the long tenures that employees have at Amex. There are many factors that influence employees' decision to stay in a job market or create jobs by turning entrepreneurs. Working for large corporations has its own advantages. Apart from the assurance and security of a good salary every month end, there is also a pride attached to working in reputed companies. In the financial services sector, Amex, which has over a thousand employees in India, its largest employee base anywhere outside the US, presents a good opportunity. The company also scores high on employee freedom at work front. <br />
The hallmark of any good corporate is the extent of decentralisation of power and authority. "At Amex, we have a four-stage development plan that employees get to create. <br />
When employees set their own goals, they are more likely to achieve it," says Rai, talking <br />
about the company's four-stage development plan that employees help make, getting a greater say in shaping company policy and direction.<br />
At Amex, individual leadership is given to junior managers, executional leadership rests with middle managers and strategic leadership roles are vested with vice presidents. Visionary leadership functions rest with the global heads. So the company has a clear function and well distributed authority at all levels. "Such clear distribution eliminates the need for much supervision, management of day to day employee affairs and also guarantees employee freedom," adds Rai. <br />
Delegation process involves four distinct stages. The process of delegation moves <br />
through these stages. The following figure shows the stages in the process of delegation <br />
of authority. <br />
<br />
Advantages / Importance of Delegation of Authority <br />
1. Relieves manager for more challenging jobs: Delegation makes it possible for the managers to distribute their workload to others. Thus, managers are relieved of routine work and they can concentrate on higher functions of management like planning, organising, controlling, etc. <br />
2. Leads to motivation of subordinates: Subordinates are encouraged to give their best at work when they have authority with responsibility. They take more initiative and interest in the work and are also careful and cautious in their work. Delegation leads to motivation of employees and manpower development. <br />
3. Facilitates efficiency and quick actions: Delegation saves time enabling tile subordinates to deal with the problems promptly. They can take the decisions quickly within their authority. It is not necessary to go to the superiors for routine matters. This raises the overall efficiency in an Organisation and offers better results in terms of production, turnover and profit. <br />
4. Improves employee morale: Delegation raises the morale of subordinates as they are given duties and supporting authority. They feel that they are responsible <br />
employees. The attitude and outlook of subordinates towards work assigned becomes more constructive. <br />
5. Develops team spirit: Due to delegation, effective communication develops between the superiors and subordinates. The subordinates are answerable to superiors and the superiors are responsible for the performance of subordinates. This brings better relations and team spirit among the superiors and subordinates <br />
6. Maintains cordial relationships: The superiors trust subordinates and give them necessary authority. The subordinates accept their accountability and this develops cordial superior-subordinate relationships. <br />
7. Facilitates management development: Delegation acts as a training ground for management development. It gives opportunity to subordinates to learn, to grow and to develop new qualities and skills. It builds up a reservoir of executives, which can be used as and when required. Delegation creates managers and not mere messengers.</div>Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-4463336759106073862011-05-15T18:11:00.001+05:302011-05-15T18:11:39.568+05:30What are the basic determinants of organizational climate and Culture.<span style="font-weight:bold;">What are the basic determinants of organizational climate and Culture. Which of these determinants play significant role in determination of organization culture and climate in the organization known to you. Explain with concrete example about your perception. Briefly describe the basics of the organization you are referring to. </span><br /><br /><br />Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior. <br />Climate and culture are both important aspects of the overall context, environment or situation. Organizational culture tends to be shared by all or most members of some social group; is something that older members usually try to pass on to younger members; shapes behavior and structures perceptions of the world. Cultures are often studied and understood at a national level, such as the American or French culture. Culture includes deeply held values, beliefs and assumptions, symbols, heroes, and rituals. Culture can be examined at an organizational level as well. The main distinction between organizational and national culture is that people can choose to join a place of work, but are usually born into a national culture. <br />Determinants of organisation culture <br />Organization culture can be a set of key values, assumptions, understandings and norms that is shared by members of an organization<br />Organization values are fundamental beliefs that an organization considers to be important, that are relatively stable over time, and they have an impact on employees behaviors and attitudes.<br />Organization Norms are shared standards that define what behaviors are acceptable and desirable with in organization<br />Shared assumptions are about how things are done in an organization. Understandings are coping with internal/ external problems uniformly.<br />Organizational climate, on the other hand, is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization, while an organization culture tends to be deep and stable. Although culture and climate are related, climate often proves easier to assess and change. At an individual level of analysis the concept is called individual psychological climate. These individual perceptions are often aggregated or collected for analysis and understanding at the team or group level, or the divisional, functional, or overall organizational level <br />Organizational climate measures attempts to assess organizations in terms of dimensions <br />that are thought to capture or describe perceptions about the climate. <br />Determinants of organisation climate <br />1.Structure - feelings about constraints and freedom to act and the degree of formality or informality in the working atmosphere. <br />2.Responsibility - the feeling of being trusted to carry out important work. <br />3.Risk - the sense of riskiness and challenge in the job and in the organization; the relative emphasis on taking calculated risks or playing it safe.<br />4.Warmth - the existence of friendly and informal social groups. <br />5.Support - the perceived helpfulness of managers and co-workers; the emphasis (or lack of emphasis) on mutual support.<br />6.Standards - the perceived importance of implicit and explicit goals and performance <br />standards; the emphasis on doing a good job; the challenge represented in personal and team goals.<br />7.Conflict - the feeling that managers and other workers want to hear different opinions; the emphasis on getting problems out into the open rather than smoothing them over or ignoring them. <br />8.Identity - the feeling that you belong to a company; that you are a valuable member of a working team. <br />9.Autonomy - the perception of self-determination with respect to work procedures, goals and priorities; <br />10.Cohesion - the perception of togetherness or sharing within the organization setting, including the willingness of members to provide material risk;<br />11.Trust - the perception of freedom to communicate openly with members at higher organizational levels about sensitive or personal issues, with the expectation that the integrity of such communications will not be violated;<br />12.Resource - the perception of time demands with respect to task competition and performance standards; <br />13.support - the perception of the degree to which superiors tolerate members' behaviour, <br />including willingness to let members learn from their mistakes without fear of reprisal; <br />14.Recognition – the perception that members' contributions to the organization are acknowledged; <br />15.Fairness - the perception that organizational policies are non-arbitrary or capri*cious; <br />16.Innovation - the perception that change and creativity are encouraged, including risk-taking into new areas where the member has little or no prior experience. <br />The relationship of climate to employee well-being (e.g., satisfaction, job stress and strain) has been widely studied. Since climate measures subsume the major organizational characteristics workers experience, virtually any study of employee perceptions of their work setting can be thought of as a climate study. Studies link climate features (particularly leadership, communication openness, participative management and conflict resolution) with employee satisfaction and (inversely) stress levels (Schneider 1985). Stressful organizational climates are characterized by limited participation in decisions, use of punishment and negative feedback (rather than rewards and positive feedback), conflict avoidance or confrontation (rather than problem solving), and non supportive group and leader relations. Socially supportive climates benefit employee mental health, with lower rates of anxiety and depression in supportive settings (Repetti 1987). When collective climates exist (where members who interact with each other share common perceptions of the organization) research observes that shared perceptions of undesirable organizational features are linked with low morale and instances of psychogenic illness (Colligan, Pennebaker and Murphy 1982). When climate research adopts a specific focus, as in the study of climate for safety in an organization, evidence is provided that lack of openness in communication regarding safety issues, few rewards for reporting occupational hazards, and other negative climate features increase the incidence of work-related accidents and injury (Zohar 1980). <br /><br />TATA Culture<br />~ David Straker ~<br /><br />Here is a cultural model that is both simple and powerful in its ability to help you change organisations<br /><br />One of the greatest frustrations for consultants and others is in getting organisations to change, and in particular at the top. If you get a chance to work with a senior team who can see that culture needs to be changed, then here is a model and a method that you can use to get to the core. <br />'TATA' means 'management Thinking and Acting that leads to employee Thinking and Acting. This is a very simple model of organizational culture that is easy to understand and can be used to help change the culture to something more powerful. <br />It is often a good idea to discuss what you are going to do with the senior manager as this person's support may be important if the rest of the team start to dig their heels in during steps 3 and 4. <br />1. Employee Action <br />The easiest place to start with the top team when discussing culture is what they see and <br />hear. Just ask them: What do you see and hear in this culture that you'd like to change? <br />Then stand back as they list all the things that have been frustrating them about their employees over past year or more. Typical moans include: <br />• People not sticking to commitments <br />• Lack of loyalty <br />• Not understanding strategic needs <br />• Lack of real concern for customers <br />• Resistance to new ideas <br />• Lack of creativity <br />...and so on. Write these down on a flipchart. If the list gets long, help them reduce it to the 'top five' (or even three). <br />2. Employee Thinking <br />Culture is not just about how people act -- it is also about attitudes, values, beliefs, mental models, emotions and so on. Next talk about this and how thinking leads to action and draw the basic cultural model: <br /><br /> <br />With this you can discuss how employees think drives what they do. Again, this is simple logic that is easy to understand and accept. Depending on how rational or open the team is, you can also 'and feeling' after 'thinking'. <br />List the top five actions under 'employee action' and now ask the management team to <br />list how they believe employees are thinking in ways that leads to the identified action. <br />This is a little harder task but most managers will have few problems coming up with assumptions about what the employees may be thinking. Remind them as necessary that <br />their employees are human and that employee thinking will make sense, at least to them. <br />Typical thinking could include: <br />• What's in it for me<br />• Do what I'm told<br />• No point rocking the boat<br />• Do least work for maximum pay<br />• Keep your head down<br /><br />3. Management Action <br />Now it starts to get more interesting and stage 3 ideas may require some discussion before you start listing. The primary principle is that a significant driver of what employees think is what managers say and do. Of course there are other forces on employees but what managers say and do has a huge effect -- sometimes more than managers may think (and if employee thinking is not affected by what managers say and do then there would be an even bigger problem). <br />This can be shown as below. Putting 'Management Action' above 'Employee Thinking', rather than to the left, is a subtle hint of superiority that may help managers find it easier to accept the ideas. <br /> <br /><br />Now you can ask 'What are you saying and doing that is leading to what employees think?' This can be a very difficult moment for managers who do not want to accept responsibility for what employees think and do and you may need to keep the dialogue going for a while before you write anything down. You may need to press them on this, asking such as 'Are those actions really leading employees to think like that?' until you get to realistic information. <br />Discussions can include such as whether managers actually follow 'company values' as published, and what employees think about this. As appropriate, you can change or extend the 'Employee Thinking' box. <br />Ask permission, then write down the words and actions they tell you about, above the 'Management Action' box. If a longer list appears, then help them priorities for the top three to five actions that have the greatest effect on employee thinking. <br />If this segment worked, there should be a significant number of 'aha's in recognizing what managers say and do affects culture and hence how it must change. <br />4. Management Thinking <br />If step 3 was difficult, then step 4 may well be even more difficult again, although it may also be easier if the penny has dropped and the principle accepted by now. <br />Just as employee thinking drives employee action, so also does management thinking drive management action. So the question now is 'What are your thoughts that are leading to what you say and do?' Draw in the last box as below. There should be no debate about whether this is valid as the 'Thinking - Action' principle has already been established. <br /> <br /><br />Again, this may require some dialogue before you start to write things down (when you do, put them above 'Management Thinking'). The critical message is that how they think and feel is at the root of a causal chain that leads directly to what employees say and do, and hence to change the culture of the organisation they must change what and how they think - which can be a very scary subject and hence need plenty of space and support to happen. <br />Discussions can include questions about what they think about employees, what their values really are, and so on. In this session do not try to get it all out but just enough for them to realize how what they think is very important. <br />Further possibilities <br />This is a simple but powerful model which you can use in a number of additional ways. <br />Deeper stuff about thinking <br />From this session additional sessions can be held to explore what and how the management team thinks. If the first session has provided the wake-up call and an understanding of the importance of how they think then these sessions can be used to dig into personal and interpersonal drivers and dynamics. <br />Management and Employee cultures <br />Taking the simple 'thinking and acting' culture model, management culture and employee culture may be explored separately and reasons for differences discussed. <br /><br /> <br /><br />Influence and spirals <br />Management Action that changes Employee Thinking is pretty much what leadership <br />is. A powerful discussion about leadership can therefore be had by considering this link. <br />An additional link may be added between Employee Action and Management Thinking. How we think is driven by what others say and do and the way managers think is often strongly affected by how employees act. This link completes a causal circle, which means there can be spirals of thinking and acting that can both improve and degrade the power of the organisation. <br /> <br /><br />An interesting part of this discussion may be about how strong the Management Action - Employee Thinking link is, as compared with the Employee Action - Management Thinkinglink. Ideally, both exist but the biggest influence is the manager to employee direction. Sometimes management thinking is more strongly influenced by a wilful workforce and effectively the 'tail wags the dog'. <br />The balance of appropriate strengths between these two links depends on the industry, for example in intellectual and creative businesses a strong upward link might be a good idea. The question is to find the best balance for the business the company is in. <br /><br /><br />Theory of mind <br />Another area for possible exploration is in how we think others are thinking. We all use a great deal of 'theory of mind' in guessing what others are thinking and we often get it very wrong. <br /><br /> <br />The question may thus be discussed about how managers think employees think and what employees think that managers think. This is a ripe topic for realizing that how you think others think is often a long way from how they are really thinking.<br />A session on theory of mind is best done as a facilitated dialogue between managersand employees. It is critical for this to succeed that an atmosphere of trust and openness is created.<br />Multiple levels<br />The model as presented divides simply along the 'manager-employee' line, which is often a significant cultural divide. Depending on the organisation, more than one level of analysis may be completed.<br />The framework can also be used to examine any connected cultural systems, for example between marketing and R&D or between the local company and headquarters.<br />As-is and To-be<br />The first session (or sessions) is about how things are at the moment and should probably be kept that way. If you have energized the team then a future session to think about how things could be different may be held.<br />Go through the same steps but now think about how they would like things to be. Thus <br />ask: <br />1. What do we want employees to say and do?<br />2. So what must they think and feel that will drive this action?<br />3. So what must managers say and do to lead employees to these thoughts?<br />4. And how must managers think and feel in order that they will act in the appropriate way?Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-11759913449841373652011-05-15T18:06:00.001+05:302011-05-15T18:06:53.784+05:30What is the role of Management Information System (MIS) in sustaining efficiency and effectiveness of an organization?<span style="font-weight:bold;">What is the role of Management Information System (MIS) in sustaining efficiency and effectiveness of an organization? Explain with the help of the prevailing MIS in an organization known to you. Briefly describe the organization along with its reporting relationships. <br /></span><br /><br />A management information system (MIS) is a system that provides information needed to manage organizations effectively. Management information systems are regarded to be a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems. <br />An 'MIS' is a planned system of the collection, processing, storage and dissemination of data in the form of information needed to carry out the management functions. In a way, it is a documented report of the activities that were planned and executed. According to Philip Kotler "A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers." <br />Applications of MIS ---------With computers being as ubiquitous as they are today, there's hardly any large business that does not rely extensively on their IT systems. However, there are several specific fields in which MIS has become invaluable. <br /> Strategy Support While computers cannot create business strategies by themselves they can assist management in understanding the effects of their strategies, and help enable effective decision-making.<br /> MIS systems can be used to transform data into information useful for decision making. Computers can provide financial statements and performance reports to assist in the planning, monitoring and implementation of strategy. <br /> MIS systems provide a valuable function in that they can collate into coherent reports unmanageable volumes of data that would otherwise be broadly useless to decision makers. By studying these reports decision-makers can identify patterns and trends that would have remained unseen if the raw data were consulted manually. <br /> MIS systems can also use these raw data to run simulations - hypothetical scenarios that answer a range of ‘what if’ questions regarding alterations in strategy. For instance, MIS systems can provide predictions about the effect on sales that an alteration in price would have on a product. These Decision Support Systems (DSS) enable more informed decision making within an enterprise than would be possible without MIS systems.<br />Data Processing <br />Not only do MIS systems allow for the collation of vast amounts of business data, but they also provide a valuable time saving benefit to the workforce. Where in the past business information had to be manually processed for filing and analysis it can now be entered quickly and easily onto a computer by a data processor, allowing for faster decision making and quicker reflexes for the enterprise as a whole. <br />Management by Objectives <br />While MIS systems are extremely useful in generating statistical reports and data analysis <br />they can also be of use as a Management by Objectives (MBO) tool. <br />MBO is a management process by which managers and subordinates agree upon a series <br />of objectives for the subordinate to attempt to achieve within a set time frame. Objectives <br />are set using the SMART ratio: that is, objectives should be Specific, Measurable, Agreed, Realistic and Time-Specific.<br />The aim of these objectives is to provide a set of key performance indicators by which an <br />enterprise can judge the performance of an employee or project. The success of any MBO objective depends upon the continuous tracking of progress.<br />In tracking this performance it can be extremely useful to make use of an MIS system. <br />Since all SMART objectives are by definition measurable they can be tracked through the <br />generation of management reports to be analyzed by decision-makers. <br />Benefits of MIS <br />The field of MIS can deliver a great many benefits to enterprises in every industry. <br />Expert organisations such as the Institute of MIS along with peer reviewed journals such <br />as MIS Quarterly continue to find and report new ways to use MIS to achieve business <br />objectives. <br />1. Core Competencies <br />Every market leading enterprise will have at least one core competency - that is, a function they perform better than their competition. By building an exceptional management information system into the enterprise it is possible to push out ahead of the competition. MIS systems provide the tools necessary to gain a better understanding of the market as well as a better understanding of the enterprise itself. <br /><br />2. Enhance Supply Chain Management <br />Improved reporting of business processes leads inevitably to a more streamlined production process. With better information on the production process comes the ability to improve the management of the supply chain, including everything from the sourcing of materials to the manufacturing and distribution of the finished product. <br /><br />3. Quick Reflexes <br />As a corollary to improved supply chain management comes an improved ability to react to changes in the market. Better MIS systems enable an enterprise to react more quickly to their environment, enabling them to push out ahead of the competition and produce a better service and a larger piece of the pie. <br /><br />4. Significant cost benefits, time savings, productivity gains and process re- engineering <br />opportunities are associated with the use of data warehouse for information processing. <br />5. Data can easily be accessed and analysed without time consuming manipulation and processing. <br /><br />6. Decisions can be made more quickly and with confidence that the data are both time-relevant and accurate. <br />7. Integrated information can be also kept in categories that are meaningful to profitable operation <br />Further information about MIS can be found at the Bentley College Journal of MIS and the US Treasury’s MIS handbook, and an example of an organisational MIS division can be found at the Department of Social Services for the state of Connecticut. <br />MIS in Banking Sector (AXIS BANK) <br />Axis Bank, previously called UTI Bank, was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the Specified Undertaking of the Unit Trust of India (UTI-I), Life Insurance Corporation of India (LIC), General Insurance Corporation Ltd., National Insurance Company Ltd., The New India Assurance Company, The Oriental Insurance Corporation and United Insurance Company Ltd. UTI-I holds a special position in the Indian capital markets and has promoted many leading financial institutions in the country. <br />For example, using MIS strategically can help a company to become a market innovator. <br />By providing a unique product or service to meet the needs of customers, a company can <br />raise the cost of market entry for potential competitors and thus gain a competitive <br />advantage. Another strategic use of MIS involves forging electronic linkages to customers and suppliers. This can help companies to lock in business and increase switching costs. Finally, it is possible to use MIS to change the overall basis of competition in an industry. For example, in an industry characterized by price wars, a business with a new means of processing customer data may be able to create unique product features that change the basis of competition to differentiation. <br />Relevance of Data Warehousing and Data Mining for banks in India. Banking being an information intensive industry, building a Management Information System within a bank or an industry is a gigantic task. It is more so for the public sector banks which have a wide network of bank branches spread all over the country. <br />At present, banks generate MIS reports largely from periodic paper reports/statements submitted by the branches and regional/zonal offices. Except for a few banks which have been using technology in a big way, MIS reports are available with a substantial time lag. Reports so generated have also a high margin of error due to data entry being done at various levels and the likelihood of varying interpretations at different levels. Though computerization of bank branches has been going on at a good pace, MIS requirements have not been fully addressed to. It is on account of the fact that most of the Total Branch Computerization (TBC) software packages are transaction processing oriented. They have been designed primarily for day-to-day operations at the branch level and day-end balancing of books <br />Need for building MIS <br />The need for building MIS at the corporate level has increased considerably during the last few years because of the following reasons: <br /> Regulatory requirements indicated by the RBI for preparation of Off-site Monitoring Surveillance (OSMOS) Reports on a regular basis in electronic format <br /> Regulatory requirement of filing of statutory returns such as the one under Section 42 of the Reserve Bank of India Act, 1934 for working out Cash Reserve Ratio (CRR) and Statutory Liquidity Ratio (SLR) obligations in electronic format <br /> Asset Liability Management (ALM) guidelines for banks being implemented by the RBI w.e.f. April 1, 1999 with the stipulation that the banks should capture 100 percent of their business through the ALM system by April 1, 2000. <br /> Need for timely submission of Balance Sheets and Profit & Loss Accounts <br /> Focus on transaction costing and a need for relating the service charges levied on the customers to be based on cost of servicing <br /> Need for Inter-Branch Reconciliation of Accounts within a definite time frame <br /> Need to meet the stipulations made by the Central Vigilance Commission (CVC) to computerise at least 70 percent of banking business by January 1, 2001. <br /> Need to undertake risk management strategies and for this purpose build up appropriate sets of data and market intelligence reports <br /><br />Application of data warehousing and data mining techniques <br />Implication of adopting such technology in a bank would be as under <br />1. All transactions captured at the branch level would get consolidated at a central location. Such a central location could be called the Data Warehouse of the concerned bank <br />2. For banks with large number of branches, it may not be desirable to consolidate the transaction details at one place only. It can be decentralised by locating the services on regional basis. <br />3. By way of data mining techniques, data available at various computer systems can be accessed and by a combination of techniques like classification, clustering, segmentation, association rules, sequencing, decision tree (described in detail at Annexure-15), various ALM reports such as Statement of Structural Liquidity, Statement of Interest Rate Sensitivity etc. or accounting reports like Balance Sheet and Profit & Loss Account can be generated instantaneously for any desired period/date <br />ORGANISATION COMPUTING RESOURCES SOFTWARE RESOURCES <br />RisKompass : A software system for derivatives valuation and risk management, RisKompass enables clients to manage derivative trades in a further controlled way from the front to back office. Supporting the industry standard FpML (Financial Product Markup Language) protocol, it can manage valuation and risk management of a broad range of derivatives instruments. The system will handle derivatives such as interest rates and foreign exchange for Bank. <br />ORGANISATION COMPUTING RESOURCES <br />1. The implementation will provide the bank with an automated system that reduces manual effort to streamline its operations. <br />2. The benefit envisaged by the bank is that everybody being on the same system, it can be accessed by anyone on the different locations of the bank. <br />3. The users at the bank would include traders, dealers and risk managers. <br />4. The solution will result in smoother deal processing, with verifying and online risk monitoring mechanism. <br />5. It will streamline all operations and the risk mechanism can be monitored centrally <br />Electronic Clearing Service (ECS Credit) <br />•Electronic Clearing Service (ECS Credit)<br />ECS Credit is an electronic clearing system that facilitates paperless transaction through an offline system. Bank facilitates ECS Credit at all ECS designated locations. We accept the electronic file and arrange abstention of settlement date (date of credit to beneficiary account) from RBI/SBI/Local Clearing House as the case may be. The funds gets debited from a centralized account and credit is accorded to the respective beneficiaries as per settlement cycle. A detailed MIS about the transactions is provided to the customer. <br /><br />NEFT <br />To establish an Electronic Funds Transfer System to facilitate an efficient, secure, economical, reliable and expeditious system of funds transfer and clearing in the banking sector throughout India. The customer willing to avail the NEFT facility offered by us shall submit an "NEFT Application Form" authorising the sending bank to debit the sender's account and transfer funds to the beneficiary specified in the NEFT Application Form. The Beneficiary's account will be credited on the same day by crediting the specified account of the beneficiary or otherwise placing funds at the disposal of the beneficiary. <br />Centralised Service Desk <br />A dedicated service desk has been started at our Centralised Collection and Payment HUB (CCPH) to ensure that your queries are resolved quickly and efficiently. The Customers can contact CCPH regarding any query about the MIS or the process flow.<br />• Web CMS Web CMS provides you with all the information at a click. Detailed MIS Like location wise collection and return, product-wise pooling, pooling in pipeline (due credit report) etc. can be viewed and downloaded from web interface through internet <br />Comprehensive MIS We provide comprehensive MIS reports like daily report, transaction report future credits reports and cheque returned unpaid report. On the payments side we provide daily paid - unpaid status for the demand drafts, cheques or warrants issued by your Organisation. <br /><br />Mobile Alert Service <br />The CMS clients availing our collection products now have the facility to subscribe to Mobile Alert Service for receiving alerts on registered mobile phone numbers instantly after the funds are pooled. To avail this facility, please visit nearest CMS designated branch or log on to our Web CMS to download the form online and send it to our branch where your account is maintained.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com1tag:blogger.com,1999:blog-3898395995075183906.post-10380754797143825602011-05-15T18:02:00.000+05:302011-05-15T18:03:34.879+05:30How do organizations cope with/postpone prospered obsolescence of managerial personnel.<span style="font-weight:bold;">How do organizations cope with/postpone prospered obsolescence of managerial personnel. Discuss the role of leadership in the process. Explain with an example from an organization known to you. Please describe the organization briefly </span><br /><br /><br />Obsolescence of managerial personnel is a situation where managers cannot keep up with the latest technology or are not as well-qualified as more junior staff <br />Postponement obsolescence <br />Postponement obsolescence refers to a situation where technological improvements are not introduced to a product, even though they could be. One possible example is when an auto manufacturer develops a new feature for its line of cars, but chooses not to implement that feature in the production of the least expensive car in its product line. <br />Technical obsolescence <br />Technical obsolescence may occur when a new product or technology supersedes the old, and it becomes preferred to utilize the new technology in place of the old. Historical examples of superseding technologies causing obsolescence include higher-quality multimedia DVD over videocassette recorder and the telephone, with audio transmission, over the telegraph's coded electrical signals. On a smaller scale, particular products may become obsolete due to replacement by a newer version of the product. Many products in the computer industry become obsolete in this manner; for example, Central processing units frequently become obsolete in favor of newer, faster units. Singularly, rapid obsolescence of data formats along with their supporting hardware and software can lead to loss of critical information, a process known as digital obsolescence. <br />Coping with growing Technological Sophistication <br />We are talking manager’s role. As a manager he/she is suppose to go with growing technological changes and sophistication. We were talking on technological changing and adoption of technological sophistication by manager. Robots are also being used in manufacturing which requires handling of bulky and dangerous materials. All these changes in production techniques have forced managers to find ways and means of relocating the workers rendered redundant. <br />Simply laying off is not always the best solution as it can involve a very high compensation cost. Moreover, in many countries because of the government’s political ideology or cultural values (as in Japan where the concept of employment with a company is life-long), laying off workers is not permissible. <br />The use of computers in business has totally changed the way that managers make decisions. Managers today not only have access to more updated information but also better information which can improve quality of their decisions. For example a manager of online business company is using seo web design service to have professional layout Moreover, with electronic data processing managers can use complex statistical and mathematical models and tools to study the possible impacts of their decision.<br />All this helps lessen the degree of risk by reducing the level of uncertainty. However, access to more information place the onus on the manager to define what the relevant information that he needs is and also ensure that the benefit derived from the information which receives is greater then the cost incurred in collecting and processing it. <br />Coping with growing Technological Sophistication <br />A manager is supposed to play different roles. These different roles are as coping with growing technological sophistication, sustaining leadership effectiveness, maintaining balance between creativity and conformity, postponing managerial obsolescence. In last post we talked about Meeting the challenge of change. We talked change with reference to live human in the organization. Today we are going to talk about coping with growing technological sophistication. <br />The two areas which are witnessing dramatic changes in technology are production and information handling. Technology changes are highest in production because we are using machinery and technical knowledge there. Same way with information handling, new technologies are invented and rapidly accepted by business communities. Kentucky Law Firm is the best example of acceptance of technological sophistication. We talk about technological changes in production area. <br />In the area of production, technological sophistication has reached the level where the entire production plants are fully automated and programmed to run with the minimum human intervention. For instance, at Nissan’s Zama plant, where Nissan cars are manufactured, the final assembly line operations are fully automated and controlled by robots. These robots have totally replaced men in such jobs in which the former can programmed to perform round the clock without any fatigue or loss of efficiency. Robots are also being used in manufacturing which requires handling of bulky and dangerous materials. <br />Postponing Managerial Obsolescence <br />Managers and executives, after 20 to 25 years of work experience, often find themselves having reached a plateau where, on the hand, the prospects of enhanced status, increased pay and perks are no longer motivators enough to work hard; and on the other, they find they are unable to relate to the latest managerial knowledge and skills and feel totally lost. <br />In both cases, these managers cease to be productive and become a drag on the organization in terms of their heavy cost and inability to make meaningful contribution. <br />This is the problem of managerial obsolescence, that is when managers become unproductive, or out of date, or both. In the situation where lack of motivation seems to be the cause, the solution lies in redesigning their job content to make it more meaningful. Mineral Makeup helps remain young to manager and not out of date. An aerospace company designates its senior engineering managers as consultants to its groups of young engineers, thus providing the right outlet for their rich experience. <br />Training programmers aim to provide or improve knowledge and skills which can help the manager improve his performance on the job. Many companies regularly sponsor their senior managers to attend such training programmes. Other companies invite experts to their own company premises to courses, and basic course in functional areas workshops. Training programmes, refresher courses, and basic courses in functional areas are the solution for managers facing knowledge obsolescence. <br />These training programmes are not restricted to senior managers alone. In fact, younger managers can also benefit from these programmes, especially those which provide knowledge of other functional areas such as production for non-production managers. Also beneficial for the young managers are workshops aimed at training them for the top level managements posts. <br />Sustaining Leadership Effectiveness <br />Leadership has a formal aspect (as in most political or business leadership) or an informal <br />one (as in most friendships). Speaking of “leadership” (the abstract term) rather than of “leading” (the action) usually it implies that the entities doing the leading have some “leadership skills” or competencies. <br />Every manager is a leader in the sense that he has to influence his subordinates to work willingly for achieving the organizational objectives and inspire them to put in their best effort. The only way a manager can be acknowledged as a leader is by continually demonstrating his leadership abilities. If the manager always gives due importance to the welfare and interests of his employees, makes objective decisions that benefit everyone, he will rewarded by the confidence and trust of his people. <br />The beginning is always made from the top - the beginning of rot or excellence, that us <br />up to you to choose. Whichever you choose remember that is a very important choice, because once the momentum builds up it is difficult to stop and reverse the process. <br />An effective leader must be a man with vision who can think and plan ahead, and also have persuasion to carry along all the people. <br />MEETING THE CHALLENGE OF CHANGE <br />The social, economic, technical and cultural environment in which the firm operates is always changing. The company must keep pace and change accordingly. Similarly, within organization, new types of production technology may be introduced; the existing product lines may be phased out. These imply a change. We are talking here changes. Man by this very nature resists any change. Used to the old system or method of doing a particular job, people perceive change as a threat to their security. Moreover, change implies learning afresh the new methods or processes and most people resist making this extra effort. <br />The marketing department of a television company always complained of the low quality <br />circuit in the black and white TV and held it responsible for its poor sales performance. <br />However, when an improved circuit was introduced, the marketing department tried its <br />best to convince the top management against this change saying that the old circuit was <br />now performing in a satisfactory manner. The real reason however, was that the marketing department would now be under pressure to show results as it would have no scapegoat to blame for its lack of results. The engineers responsible for providing after sales service opposed the new circuit since it meant putting in an effort to learn the new way of serving it. If we take example of phoenix law enforcement security they have successfully handled such changes in their industry. <br />There will always be change. It is the manager’s task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance. Sharing information about the impending change, educating the people about the benefits resulting from changes, and building favorable opinion of the key people in the organization by involving them with the change process itself, go a long way in making the manager’s task easy. The ideal way of introducing change is that you, as a manager, simply sow the idea of the proposed change in the minds of a few people, and then let the idea grow and build till the people themselves come round to asking for the change. This is the way the Japanese make decision-by consensus. However, it is not always possible to introduce change by having <br />Meeting the Challenge of Change <br />We are talking Role of manager in our previous post. We talked about Sustaining Leadership Effectiveness, maintaining balance between creativity and conformity and postponing managerial obsolescence. A manager is leader and he is supposed to demonstrate his leadership abilities. Being manager he must play his role as effective leadership. Business manager need to have ability to balance creativity and conformity as part of his role. Today we are going to talk on meeting the challenge of change. <br />We all are aware with the fact that world is changing. Everything changes with the time passes. One of the important tasks which every manager has to perform is that of a change-agent. The social, economic, technical and cultural environment in which the firm operates is always changing. if we talk about teen makeup, Teen Makeup was different before 20 year and its different today. With time changes everything changes. A manager must keep pace with the changes in organization. With time change The Company must keep pace and change accordingly.<br />Similarly, within organization, new types of production technology may be introduced, the existing product lines may be phased out, formal procedures and techniques for planning, and resource allocation, job appraisal, etc. may be introduced. All these imply a change. And man by this very nature resists any change. Used to the old system or method of doing a particular job, people perceive change as a threat to their security. Moreover, change implies learning afresh the new methods or processes and most people resist making this extra effort . Some time changes create conflict within the organization and manager as team leader suppose to handle conflict intelligently.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-21434378085577947792011-05-15T18:01:00.001+05:302011-05-15T18:01:56.051+05:30Explain various leadership styles.<span style="font-weight:bold;">Explain various leadership styles. Critically evaluate the leadership styles being followed in your organization or any organization you are familiar with. Briefly describe the organization you are referring to.</span><br /><br /> <br />Solution : <br />Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are (U.S. Army Handbook, 1973): <br />o Authoritarian or autocratic <br />o Participative or democratic <br />o Delegative or Free Reign <br />Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. Authoritarian (autocratic)<br /> <br />I want both of you to. . . <br />This style is used when leaders tell their employees what they want done and how they want it accompished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time,<br />and your employees are well motivated. <br />Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style. <br />Participative (democratic)<br /> <br />Let's work together to solve this. . . <br />This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect. <br />This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better decisions. <br />Delegative (free reign)<br /><br /> <br />You two take care of the problem while I go. . . <br />In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. <br />This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely! <br />NOTE: This is also known as lais…sez faire (or lais…ser faire), which is the noninterference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do.] <br /><br />Forces<br />A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: <br />o Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee. <br />o Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team. <br />o Using a delegative style with a worker who knows more about the job than you. You cannot do everything! The employee needs to take ownership of her job. Also, the situation might call for you to be at other places, doing other things. <br />o Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative). <br />Forces that influence the style to be used included: <br />o How much time is available. <br />o Are relationships based on respect and trust or on disrespect? <br />o Who has the information - you, your employees, or both? <br />o How well your employees are trained and how well you know the task. <br />o Internal conflicts. <br />o Stress levels. <br />o Type of task. Is it structured, unstructured, complicated, or simple? <br />Laws or established procedures such as OSHA or training plans.<br /><br />Four of the most basic leadership styles are: <br />--Autocratic <br />--Bureaucratic <br />--Laissez-faire <br />--Democratic <br />This article will briefly define each style and describe the situations in which each one might be used. <br />Autocratic Leadership Style <br />This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. <br />This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style. These studies say that autocratic leaders: <br />--Rely on threats and punishment to influence employees <br />--Do not trust employees <br />--Do not allow for employee input <br />Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: <br />--New, untrained employees who do not know which tasks to perform or which procedures to follow <br />--Effective supervision can be provided only through detailed orders and instructions <br />--Employees do not respond to any other leadership style <br />--There are high-volume production needs on a daily basis <br />--There is limited time in which to make a decision <br />--A manager’s power is challenged by an employee <br />--The area was poorly managed <br />--Work needs to be coordinated with another department or organization <br />The autocratic leadership style should not be used when: <br />--Employees become tense, fearful, or resentful <br />--Employees expect to have their opinions heard <br />--Employees begin depending on their manager to make all their decisions <br />--There is low employee morale, high turnover and absenteeism and work stoppage <br />Bureaucratic Leadership Style <br />Bureaucratic leadership is where the manager manages “by the book¨ Everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules. <br />This style can be effective when: <br />--Employees are performing routine tasks over and over. <br />--Employees need to understand certain standards or procedures. <br />--Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate. <br />--Safety or security training is being conducted. <br />--Employees are performing tasks that require handling cash. <br />This style is ineffective when: <br />--Work habits form that are hard to break, especially if they are no longer useful. <br />--Employees lose their interest in their jobs and in their fellow workers. <br />--Employees do only what is expected of them and no more. <br />Democratic Leadership Style <br />The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. <br />Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: <br />--Develops plans to help employees evaluate their own performance <br />--Allows employees to establish goals <br />--Encourages employees to grow on the job and be promoted <br />--Recognizes and encourages achievement. <br />Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. <br />The democratic leadership style is most effective when: <br />--The leader wants to keep employees informed about matters that affect them. <br />--The leader wants employees to share in decision-making and problem-solving duties. <br />--The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction. <br />--There is a large or complex problem that requires lots of input to solve. <br />--Changes must be made or problems solved that affect employees or groups of employees. <br />--You want to encourage team building and participation. <br />Democratic leadership should not be used when: <br />--There is not enough time to get everyone’s input. <br />--It’s easier and more cost-effective for the manager to make the decision. <br />--The business can’t afford mistakes. <br />--The manager feels threatened by this type of leadership. <br />--Employee safety is a critical concern. <br />Laissez-Faire Leadership Style <br />The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. <br />This is an effective style to use when: <br />--Employees are highly skilled, experienced, and educated. <br />--Employees have pride in their work and the drive to do it successfully on their own. <br />--Outside experts, such as staff specialists or consultants are being used <br />--Employees are trustworthy and experienced. <br />This style should not be used when: <br />--It makes employees feel insecure at the unavailability of a manager. <br />--The manager cannot provide regular feedback to let employees know how well they are doing. <br />--Managers are unable to thank employees for their good work. <br />--The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her. <br />Varying Leadership Style <br />While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. <br />1. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work? <br />2. The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. <br />3. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. <br />Leadership & Impact On Organisation Climate - Presentation Transcript<br />1. LEADERSHIP & IMPACT ON ORGANISATION CLIMATE <br />2. Different leadership styles on the organizational climate and performance directs the organization in a way that makes it more cohesive and coherent. Leadership is a process by which a person influences others to accomplish an objective <br />3. Leadership Styles The Affiliative Style The Coercive Style The Pacesetting Style The Democratic Style The Authoritative Style The Coaching Style Leadership Styles <br />4. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Most strongly positive Negative appropriate when a new direction is required or a clarification of the goals to be achieved appropriate in emergencies and severe situations Self confidence, empathy, change catalyst Drive to achieve, initiative, self control “ Come with me” “ Do what I tell you” focuses on the goal or vision of the future and inspires others to follow Demands immediate compliance Authoritative (a.k.a. 'The Visionary') Coercive (a.k.a. 'The Dictator‘)<br />5. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Positive a useful style to adopt when attempting to involve a wide range of people in decision making or building a consensus healing dysfunctional relationships within a team Collaboration, team leadership, communication Empathy, building relationships, communication “ What do you think” “ People Come First” Forges consensus through participation focus on people, teambuilding, bonding and forging alliances; create teams and a motivator Democratic (a.k.a. 'The Listener') Affiliative (a.k.a. 'The People Person') <br />6. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Negative is especially useful in building skills to develop managers and future leaders To get quick results from a highly motivated and competent team; useful to raise the stakes when a competent and motivated team is working well Developing others, empathy, self-awareness Conscientiousness, drive to achieve, initiative “ Try this” “ Do as I do, now” focuses on helping to improve people's strengths sets an example by working to extremely high standards of performance Coaching (a.k.a. 'The Nurturer') Pacesetting (a.k.a. 'The Superman/Superwoman') <br />7. Leadership styles offers clear guidance to the manager, using these styles as appropriate as situation require <br />o All of these styles are useful at different times, but used at the wrong time they can be disastrous e.g. too much listening when immediate action is required, or only providing a vision when a team needs building or rebuilding. <br />o The type of leadership styles use will affect performance and results <br />Leadership Styles <br />8. Flexibility i.e. how free employees feel to innovate unencumbered by red tape; <br />o Level of standards that people set; <br />o The sense of accuracy about performance feedback and aptness of rewards; <br />o The clarity people have about mission and values; <br />o The level of commitment to a common purpose <br />6 key factors that influence organization climate <br />9. How different leadership styles affects the organizational climate and performance <br />o Reap strong loyalty by building strong emotional bonds <br />o Drives up flexibility and does not impose unnecessary strictures on how work is done <br />o Offers ample positive feedback for motivation <br />o Creates a sense of belonging for employees <br />o Most effective among the 6 leadership styles <br />o Motivates people and able to lead them to a clear direction <br />o Maximizes commitment to the business’s goals and strategy with defined standards <br />o Gives employees the freedom to innovate, experiment and take calculated risks. <br />o appropriate in severe situations and emergency i.e. during a turnaround or when a hostile takeover is looming <br />o Able to break failed business habits and shock people into new ways of working <br />o Can work with problem employees when all else has failed <br />POSITIVE ASPECTS NEGATIVE ASPECTS <br />o Exclusive focus on praise can allow poor performance to go uncorrected <br />o Perception that mediocrity is tolerated <br />o Rarely offers constructive advice on how to improve (directionless) <br />Affiliative <br />o Will not work when working with a team of experts/peers who are more experienced. <br />o Can undermine an effective team if authoritative becomes overbearing <br />o top-down decision overrides new ideas <br />o Staff unable to act on their own initiative, loss of ownership <br />o has a damaging effect on rewards system <br />o Undermines motivation to employees <br />Authoritative Coercive<br />10. How different leadership styles affects the organizational climate and performance <br />o Helps employees to identify their strengths and weaknesses; establish long-term development goals and helps to attain them <br />o Employees are more responsible when they know what is expected of them and how their work fits in the pic <br />o Works well when all employees are self-motivated, highly competent and need little direction/coordination <br />o Get work done on time and even ahead of schedule <br />o Drives up flexibility and responsibility when letting employees have a say in decisions <br />o Employees tend to be very realistic about what they can and cannot be accomplished <br />POSITIVE ASPECTS NEGATIVE ASPECTS <br />o Ineffective if employees are resistant to learning or changing their ways <br />o May create fear or apathy through ongoing performance feedback <br />Coaching <br />o overwhelmed by demands of excellence; morale will drop <br />o Employee don’t feel trust to work in their own way or to take initiative as ideas will be shot down <br />o Work becomes task focused, dependant and routine, with no sense of flexibility and responsibility <br />employees may not be competent or informed enough to offer sound advice <br />o Unable to reach to a consensus/decision <br />Pacesetting Democratic <br />11. <br />o Leaders who used styles that positively affect the climate had better financial results than those who did not; <br />o Studies have shown that leaders who have mastered 4 or more styles (esp. the authoritative, democratic, affiliative and coaching styles) have the very best climate and business performanceAnonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-1236116740852996012011-05-15T17:53:00.000+05:302011-05-15T17:54:54.630+05:30Explain the importance of Communication.<span style="font-weight:bold;">Explain the importance of Communication. Describe the channels and barriers of communication of an organization with the help of examples from the organization you are working in or any organization you are familiar with. Briefly describe the organization you are referring to. <br /></span><br /><br />Solution : Importance of communication<br />For manager – employee relations:<br />Effective communication of information and decision is an essential component for management-employee relations. The manager cannot get the work done from employees unless they are communicated effectively of what he wants to be done? He should also be sure of some basic facts such as how to communicate and what results can be expected from that communication. Most of management problems arise because of lack of effective communication. Chances of misunderstanding and misrepresentation can be minimized with proper communication system.<br /><br />For motivation and employee morale:<br />Communication is also a basic tool for motivation, which can improve morale of the employees in an organization. Inappropriate or faulty communication among employees or between manager and his subordinates is the major cause of conflict and low morale at work. Manager should clarify to employees about what is to be done, how well are they doing and what can be done for better performance to improve their motivation. He can prepare a written statement, clearly outlining the relationship between company objectives and personal objectives and integrating the interest of the two.<br /><br />For increase productivity:<br />With effective communication, you can maintain a good human relation in the organization and by encouraging ideas or suggestions from employees or workers and implementing them whenever possible, you can also increase production at low cost.<br /><br />For employees:<br />It is through the communication that employees submit their work reports, comments, grievances and suggestions to their seniors or management. Organization should have effective and speedy communication policy and procedures to avoid delays, misunderstandings, confusion or distortions of facts and to establish harmony among all the concerned people and departments.<br /><br />Importance of written communication:<br />Communication may be made through oral or written. In oral communication, listeners can make out what speakers is trying to say, but in written communication, text matter in the message is a reflection of your thinking. So, written communication or message should be clear, purposeful and concise with correct words, to avoid any misinterpretation of your message. Written communications provides a permanent record for future use and it also gives an opportunity to employees to put up their comments or suggestions in writing.<br /><br />So, effective communication is very important for successful working of an organization. Business writing software with grammar checker and text enrichment tool, which enhances a simple sentence into more professional and sophisticated one, can be used for writing effective business communications. For more information, please visit grammar correction tool.<br />1. The Communication Channels<br />2. The communication channel selected for transmitting a message plays a significant role in maintaining the quality of the original message in its passage from the sender to receiver. The sender, given the opportunity to weigh the merits of using an oral or written communication, or a combination of the two, selects the most effective for the situation.<br />3. Regardless of the communication channel selected, the sender will encounter obstacles. In the previous chapter, the various barriers to effective communication were analyzed. Considering the possible barriers, the sender must choose the channel which he feels will best guarantee transfer of the essence and meaning of his message without misunderstanding or distortion.<br />4. To counteract possible interference in the communication channel, the message should attract attention, contain redundancy, continue repetition, or use a combination of these approaches.<br />5. To attract attention, the message must be different from others competing for the recipient's time. A short handwritten message instead of the usual typed message is one method that can attract attention. <br />6. To provide redundancy, the message must be rephrased several times (the technique used in newspaper articles), and/or summarized in the final paragraph. The sender should avoid too much redundancy because this tends to clutter the communication channel. <br />7. To provide repetition, the message must be transmitted through more than one channel, as in spoken and written form, or transmitted more than once through the same channel, as in TV advertising.<br />8. Now, let's turn our attention to the basic communication channels within an organization. There are three channels: formal, informal, and unofficial.<br />9. Formal. The communication within the formal organizational structure that transmits goals, policies, procedures, and directions.<br />10. Informal. The communication outside the formal organizational structure that fills the organizational gaps, maintains the linkages, and handles the one-time situations. <br />11. Unofficial. The interpersonal communication within (or among) the social structure of the organization that serves as the vehicle for casual interpersonal exchanges, and transmittal of unofficial communications.<br />12. A more detailed examination of each of these communication channels will provide a better understanding of these functions.<br />13. Formal Communication<br />14. Formal communication - written or oral - follows the chain of command of the formal organization; the communication flows from the manager to his immediate subordinates. Each recipient then re-transmits the message in the selected form to the next lower level of management or to staff members, as appropriate. The message progresses down the chain of command, fanning out along the way, until all who have a need to know are informed. Formal communication also flows upward through the organization on the same basis. <br />15. Formal communication normally encompasses the transmittal of goals, policies, instructions, memoranda, and reports; scheduled meetings; and supervisory-subordinate interviews.<br />16. Informal Communication<br />17. No organization operates in a completely formal or structured environment. Communication between operations depicted in an organizational chart do not function as smoothly or as trouble-free as the chart may imply. In most organizations operating effectively, channels of communication have developed outside the hierarchical structure.<br />18. The informal communication process supplements the formal process by filling the gaps and/or omissions. Successful managers encourage informal organizational linkages and, at the same time, recognize that circumvention of established lines of authority and communication is not a good regular practice. When lines of authority have been bypassed, the manager must assume responsibility for informing those normally in the chain of command of the action taken.<br />19. There is a fine line between using informal communications to expedite the work of the organization and the needless bypassing of the chain of command. The expediting process gets the job done, but bypassing the chain of command causes irritation and can lead to hard feelings. To be effective, the manager must find a way to balance formal and informal communication processes.<br />20. Unofficial Communication<br />21. Astute program and functional managers recognize that a great deal of communication taking place within their organizations is interpersonal. News of revised policies and procedures, memoranda, and minutes of meetings are subjects of conversation throughout the organization. These subjects often share the floor with discussions of TV shows, sports news, politics, and gossip.<br />22. The "grapevine" is a part of the unofficial communication process in any organization. A grapevine arises because of lack of information employees consider important: organizational changes, jobs, or associates. This rumor mill transmits information of highly varying accuracy at a remarkable speed. Rumors tend to fall into three categories: those reflecting anxiety, those involving things hoped for, and those causing divisiveness in the organization. Some rumors fade with the passing of time; others die when certain events occur.<br />23. Employees take part in the grapevine process to the extent that they form groups. Any employee not considered a part of some group is apt to be left out of this unofficial communication process.<br />24. The grapevine is not necessarily good or bad. It serves a useful function when it acts as a barometer of employees' feelings and attitudes. Unfortunately, the information traveling along the grapevine tends to become magnified or exaggerated. Employees then become alarmed unnecessarily by what they hear. It is imperative that a manager be continually alert to the circulation of false information. When discovered, positive steps should be taken to provide the correct information immediately.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com1tag:blogger.com,1999:blog-3898395995075183906.post-76560359706891105822011-05-15T17:51:00.000+05:302011-05-15T17:52:22.082+05:30Explain the Sources and Process of conflict.<span style="font-weight:bold;">Explain the Sources and Process of conflict. Discuss various conflict-avoidance strategies being followed by an organization, citing example from the organization you are working in or any organization you are familiar with. Briefly describe the organization you are referring to.</span><br /><br />Solution : Sources and Process of conflict<br /><br />By evaluating a conflict according to the five categories below -- relationship, data, interest, structural and value -- we can begin to determine the causes of a conflict and design resolution strategies that will have a higher probability of success. <br />Relationship Conflicts <br />Relationship conflicts occur because of the presence of strong negative emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Relationship problems often fuel disputes and lead to an unnecessary escalating spiral of destructive conflict. Supporting the safe and balanced expression of perspectives and emotions for acknowledgment (not agreement) is one effective approach to managing relational conflict. <br />Data Conflicts <br />Data conflicts occur when people lack information necessary to make wise decisions, are misinformed, disagree on which data is relevant, interpret information differently, or have competing assessment procedures. Some data conflicts may be unnecessary since they are caused by poor communication between the people in conflict. Other data conflicts may be genuine incompatibilities associated with data collection, interpretation or communication. Most data conflicts will have "data solutions." <br />Interest Conflicts <br />Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of interest result when one or more of the parties believe that in order to satisfy his or her needs, the needs and interests of an opponent must be sacrificed. Interest-based conflict will commonly be expressed in positional terms. A variety of interests and intentions underlie and motivate positions in negotiation and must be addressed for maximized resolution. Interest-based conflicts may occur over substantive issues (such as money, physical resources, time, etc.); procedural issues (the way the dispute is to be resolved); and psychological issues (perceptions of trust, fairness, desire for participation, respect, etc.). For an interest-based dispute to be resolved, parties must be assisted to define and express their individual interests so that all of these interests may be jointly addressed. Interest-based conflict is best resolved through the maximizing integration of the parties' respective interests, positive intentions and desired experiential outcomes. <br /><br /><br />Structural Conflicts <br />Structural conflicts are caused by forces external to the people in dispute. Limited physical resources or authority, geographic constraints (distance or proximity), time (too little or too much), organizational changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the external forces and constraints bearing upon them. Structural conflicts will often have structural solutions. Parties' appreciation that a conflict has an external source can have the effect of them coming to jointly address the imposed difficulties. <br />Value Conflicts <br />Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Values explain what is "good" or "bad," "right" or "wrong," "just" or "unjust." Differing values need not cause conflict. People can live together in harmony with different value systems. Value disputes arise only when people attempt to force one set of values on others or lay claim to exclusive value systems that do not allow for divergent beliefs. It is of no use to try to change value and belief systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression of their values and beliefs for acknowledgment by the other party. <br />RESOLVING CONFLICT<br />The conflict resolution requires great managerial skills. Here we are trying to give a solution to a conflict turning it in a constructive side.<br />If one party exercises the principles of interaction, listens, and us the six steps of collaborative resolution, that party may be able to end the conflict constructively. At the very least, he or she may be able to prevent the conflict from turning into a fight by choosing an alternative to destructive interaction?"<br />There is a difference between resolving a conflict and managing conflict. Resolving a conflict ends the dispute by satisfying the interests of both parties. Managing a conflict contains specialized interaction that prevents a dispute from becoming a destructive battle. Managing a conflict attends to the personal issues so as to allow for a constructive relationship, even though the objective issues may not be resolvable. <br />For example, the former Soviet Union and the United States managed their conflict during the Cold War by using a variety of mechanisms. The objective issues in the dispute were not resolved, and neither were the personal issues, which contained significant perceptual differences. However, both sides attended significantly to the relationship to keep the disagreement from turning into a destructive battle.<br />Our goal in conflict always should be to seek a resolution based on mutual gain. Realistically, however, resolution is not always possible. When this is the case, we must manage the conflict to ensure that the relationship is constructive and that open communication is maintained. We Listen to Conflict to understand the other party and demonstrate the acceptance required to maintain the relationship<br />1. The Framework for conflict resolution<br />When conflicts arise, we assess a variety of factors before selecting our approach to the situation. We may choose to compete, or dominate, where we try to impose our will on the other side through physical or psychological means, or we may choose to accommodate, or surrender, and cede victory to the other side. Likewise, we may decide to withdraw by either doing nothing or refusing to participate in the conflict altogether, or we may collaborate and reach a constructive and mutually acceptable solution. And if none of those approaches proves effective, we might choose third-party intervention, a form of collaboration in which an individual or group external to the conflict intercedes to move both parties toward agreement.<br />While each of the above orientations represents a way to manage conflict, only two collaboration and third-party intervention-are, by definition, focused on mutual gain and resolution. These two approaches consider the interests of both parties and are most likely to use empathic listening as the primary tool to enhance understanding. The other methods deal unilaterally with the conflict and fail to manage the interdependence of the dispute.<br />In order to understand the mechanisms behind the four orientations to conflict, it is useful to examine how these orientations can be applied. The study of negotiation, one form of conflict resolution, provides two opposite approaches for dealing with disputes. Most often, we think of negotiation in the formal sense seen in the business or diplomatic environment, where two or more parties bargain to reach agreement. However, two types of negotiation, competitive bargaining and collaboration, also provide good models for understanding different ways of resolving our conflicts.<br />2. Competitive Bargaining<br />When most people think of negotiation, they think of competitive bargaining. In this type of negotiation, a seller asks for more than he expects and a buyer offers less than she is willing to pay. Then, through a series of concessions, the two sides meet somewhere in the middle where each side is reasonably satisfied. This form of negotiation also is frequently called distributive bargaining or concession-convergence. It maintains a competitive, win-lose orientation, with the goals of one party and the attainment of those goals in direct conflict with the goals of the other party. In other words, competitive bargaining is a positional conflict in which "winning" is determined by how much of the original position was obtained. The parties believe that resources are fixed and limited, and that they must battle to maximize their share of the wealth.<br />In competitive bargaining, each party uses strategy, tactics, and tricks to achieve its objective, and whether one of both parties will achieve their goal depends upon their ability to "play the game." Each party seeks to extract information from the other party that will help in identifying appropriate counteroffers, while revealing as little accurate information as possible about its own preferences. The final agreement often depends on the willingness of one party to stake out a tough and extreme position that causes the other party to make concessions. Labor management disputes and international negotiations often use this model of conflict resolution.<br />The competitive bargaining process is unappealing to many of us and often produces unwise agreements. Some of us simply do not have the skills or the temperament to play the game. We see the process as being unnecessary tough, deceitful, or manipulative. Perceptions of power & control also are a significant factor in the effectiveness of competitive bargaining. If you do not have the power in the relationship, or if you perceive that you do not, you are more likely to obtain an unsatisfactory resolution. Your lack of power will prevent you from using authority or aggression to resolve, or win, the dispute. In competitive bargaining this form of aggression is often played as a trump card to achieve the win for the party who is able to acquire the most power.<br />The positional approach of competitive bargaining also causes unnecessary issue rigidity. Our egos become so invested in our positions that we are prevented from accepting alternatives. Therefore, even if a better solution is created, it is unlikely that we will back down. Another problem with competitive bargaining is that it often ignores the personal issues that affect the resolution process. In competitive bargaining, we care about the other party's needs only as a means to identify an opportunity for trade. <br />For example, we will trade one day at the beach (the other party's need) for one day visiting museums (our need). But even if the trade satisfies one need, competitive bargaining still requires some amount of persuasion, deception, and manipulation if we are going to resolve all of the objective issues in a satisfactory manner. Over time, this usually breaks down the trust between the parties and places a significant strain on the relationship.<br />Competitive bargaining tends not to resolve conflict. It merely manages it for his short term. It is based on an attitude of limits and is fundamentally a process of reaching a settlement within a bargaining range. Both parties know that they are going to have to settle for something less than they would prefer, but they each hope that the deal will be better than their bottom line. Parties who do not think they got the best deal possible or who believe that they "lost" typically try to find ways to recoup their losses later. Even if one party believes that it "won," it still knows that it left something on the bargaining table and will try to acquire it in future negotiations. Labor and management, for example, may reach an agreement, but it is not long before they are back at the bargaining table, renegotiating issues that one or both sides thought had been settled previously.<br />There is an alternative that breaks the destructive cycle of competitive bargaining. It builds relationships and opens the door to constructive resolution. The alternative not only helps you correctly identify the objective issues, but also manages, if not resolves, the personal issues in the dispute. It is based on principles of interaction that endeavor to understand all of the underlying interests that must be satisfied to reach sustained agreement.<br />3. Collaboration<br />The collaborative approach to conflict resolution, also called mutual gains or integrative bargaining, argues for the possibility of solutions that all sides find acceptable. It embodies the notion of "win-win," a core component of our principle of mutual gain. Collaboration is about identifying a common, shared, or joint goal and developing a process to achieve it. It is a process in which both parties exchange information openly, defines their common problems, and creates options to solve these problems. And while the collaborative process cannot guarantee that agreement will always be reached, more often than not, the analysis of interests, needs, and desires helps the resolution process and ultimate agreement.<br />There are many reasons why people don't pursue this model of conflict resolution. First, people in conflict often do not recognize the potential for collaboration. This often is the result of an attitude of limits, either-or thinking, or a fixed-pie mentality. When parties remain positional or see only a limited number of solutions that will satisfy their interests, they do not use their creativity to solve the problem.<br />The history of the relationship between the two parties also can prevent collaboration. Over time, destructive conflict can build resentment, if not contempt. And, as John Gottman notes in Why Marriages Succeed or Fail (1994), contempt breeds the intent to "insult and psychologically abuse" the other party. This is not always major abuse; it may be small, nit-picking criticisms that add up over time. The personal issues become so overwhelming that the objective issues of the conflict cannot be examined, and parties often cannot be in the same room together, let alone identify ways of resolving the conflict.<br />Another barrier to collaboration relates to the complexity of most conflicts. Some elements are conducive to collaboration, and some elements require competitive bargaining. Each mode of conflict resolution requires different skill sets, and you can send mixed messages unless you handle them carefully.<br />Finally, people often have a lack of faith in their problem-solving ability. Parties that enter the resolution process believing that they can work together usually find a way to collaborate. Those who do not have a solid self-concept will be less willing to follow the Principles of interaction& use listening to seek collaborative resolution.<br />There are many obstacles that make collaboration more difficult. Given our inherent competitiveness and the various factors that surround many of our disputes, it is a wonder that constructive collaboration occurs at all. However, it does occur if one or both of the parties in conflict outcomes, the following conditions must be established at some point during the process:<br />Face-to-face interaction: The Listening to Conflict approach to dispute resolution requires developing an understanding of the total message another party is trying to communicate. The most effective way to accomplish this is through face-to-face interaction, where we can see the nonverbal expressions that give us clues to underlying emotional needs.<br />High acquaintance potential: Without the ability to accept and have positive regard for the other party, collaboration will not be possible. We have to like the person as a person and be willing to establish a relationship that goes beyond the issues of the dispute. This will allow the personal issues to be dealt with separately from the objective issues in the particular conflict so that we can explore options for mutual gain.<br />Constituency support: The parties in conflict will not be able to collaborate if outside constituencies try to force competitive and positional norms. Third parties must be supportive of the collaborative process or risk nullifying the positive steps taken toward collaboration by reneging on constructive agreements established between the two interacting parties. We must prevent or resolve any conflict with our constituencies prior to interacting with the other party in the primary dispute.<br />Cooperative tasks: Acceptance goes a long way toward diffusing head-to-head competition in conflict, but unless a joint or mutual task is established, there will be no need to collaborate. We at least must frame the conflict as a problem to be solved together in order to establish a collaborative environment.<br />Shared exploration: Sharing in the process of understanding the problem and creating solutions keeps both parties involved. This saves one party from the trap of inventing all of the solutions, and the inevitable dependence and resentment that accompanies that responsibility. When both parties are involved, there will be stronger commitment to the final solutions.<br />No fixed agenda: An agenda creates a positional interaction that is based on satisfying the needs of one party without understanding how the interests of both are related. Having an agenda sends the message that you are not interested in the other party's issues and needs issues and needs. The only agenda should be to follow the steps of collaboration and work toward mutual gain.<br />Adherence to collaborative process steps. Successful resolution requires that we follow the steps of collaboration. If we skip a step, we risk sending the other party mixed signals that will; propel that party toward a defensive, competitive mode.<br />The Six Steps of Collaboration<br />With the above conditions in mind, a constructive environment can be established. However, collaboration also requires that resolution proceed through a series of steps that create a more effective interaction. The steps progress logically &should be departed from only to return to a previous step as a means to enhance the relationship & increasing understanding. Skipping steps reduces the chance for collaborative agreement and should be avoided. The six steps are as follows:<br />The Six Steps of Collaboration<br />Prepare for the Interaction. <br />2. Initiate the Exchange.<br />3. Facilitate the Relationship. <br />4. Understand the Interests. <br />5. Examine the Solutions.<br />6. Reach ConsensusAnonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-34987856544198948082011-05-15T17:49:00.000+05:302011-05-15T17:50:14.008+05:30Explain the different types of managerial decisions.<span style="font-weight:bold;">Explain the different types of managerial decisions. Describe the decisions made under different states of nature. Explain with an example of your organization or any organization you are familiar with. Briefly describe the organization you are referring to.<br /></span><br /><br />Solution : Different types of managerial decisions<br />Irreversible<br />These are type of decisions, which if made once cannot be undone. Whatever is decided would then have its repercussions for a long time to come. It commits one irrevocably when there is no other satisfactory option to the chosen course. A manager should never use it as an all-or-nothing but instant escape from general indecision.<br />Reversible<br />These are the decisions that can be changed completely, either before, during or after the agreement of taking action. Such types of decisions allows one to acknowledge a mistake early in the process rather than perpetuate it. It can be effectively used for changing circumstances where reversal is necessary.<br />Experimental<br />These types of decisions are not final until the first results appear and prove themselves to be satisfactory. It requires positive feedback before one can decide on a course of action. It is useful and effective when correct move is unclear but there is a general clarity regarding the direction of action.<br />Trial and Error<br />In this type of decision making, knowledge is derived out of past mistakes. A certain course of action is selected and is tried out, if the results are positive, the action is carried further, if the results appear negative, another course is adopted. And so on and so forth a trial is made and an error is encountered. Till the right combination takes place, this situation continues. It allows the manager to adopt and adjust plans continuously before the full and final commitment. It uses both, the positive and negative feedback before selecting one particular course of action.<br />Made in stages<br />Here, the decisions are made in steps until the whole action is completed. It allows close monitoring of risks as one accumulates the evidences from out-comes and obstacles at every stage. It permits feedback and further discussion before the next stage of the decision is made.<br />Cautious<br />It allows time for contingencies and problems that may crop up later at the time of implementation. The decision-makers hedge their best of efforts to adopt the right course. It helps to limit the risks that are inherent to decision-making. Although this may also limit the final gains, it allows one to scale down those projects which look too risky in the first instance.<br />Conditional<br />Such type of decisions can be altered if certain foreseen circumstances arise. It is an ‘either / or’ kind of decision with all options kept open. It prepares one to react if the competition makes a new move or if the game plan changes radically. It enables one to react quickly to the ever changing circumstances of competitive markets.<br />Delayed<br />Such decisions are put on hold till the decision–makers feels that the time is right. A go-ahead is given only when required elements are in place. It prevents one from making a decision at the wrong time or before all the facts is known. It may, at times result into forgoing of opportunities in the market that require prompt action.<br />BEING DECISIVE<br />The ability to take timely, clear and firm decisions is an essential quality of leadership, but the type of decision needed, varies according to the circumstances. Learning to recognize the implications of taking each type of different decisions leads to error minimization.<br />Being Positive<br />Taking decisive action does not mean making decisions on the spur of the moment. Although, it may be necessary in emergencies and as also occasionally desirable for other reasons. A true leader approaches the decisions confidently, being aware of consequences and fully in command of the entire decision–making process.<br />Making Fast Decisions<br />It is important to be able to assess whether a decision needs to be made quickly or it can wait. Good decision-makers often do make instant decisions – but they then assess the long-term implications.<br />Identifying issues<br />It is crucial to diagnose problems correctly. Before any decision is made identifying and defining the issue removes the criticality. This also means deciding who else needs to be involved in the issue, and analyzing the implication of their involvement.<br />Prioritizing factors<br />While making a decision, a manager needs to prioritize on important factors. Some factors in a process are more important than others. The use of Pareto’s rule of Vital Few and Trivial may help in setting up of the priorities. Giving every factor affecting a decision equal weight makes sense only if every factor is equally important. The Pareto rule concentrates on the significant 20 percent and gives the less important 80 percent lower priority.<br />Using advisers<br />It is advisable to involve as many people as are needed in making a decision. In making collective decisions, specific expertise as well as experience of a person both can be used simultaneously. The decision-maker, having weighed the advice of experts and experienced hands, must then use authority to ensure that the final decision is seen through.<br />Whetting decisions<br />If one does not have the full autonomy to proceed, it is advisable to consult the relevant authority – not just for the final go, but also for the input. It is always in the interest of the subordinate to have the plans whetted by a senior colleague whose judgment is trusted and who is experienced. Even if there is no need to get the decision sanctioned, the top people are likely to lend their cooperation well if they have been kept fully informed all the way long, of the decision path.<br /><br />MANAGERIAL DECISION MAIKING<br />In this installment of our guide to organizational management we look at managerial decision making...<br />Effective managers are tasked with making decisions ranging from large to small on a daily basis. An effective organization employs managers who are problem-solvers and who can make decisions constantly.<br />It is critical to first prioritize issues and problems based on the issues potential effect on the organization. Those that stand to have the greatest impact should be dealt with first, and all problems need to be addressed in a systematic way prior to a decision being made.<br />Because a first impression is just that, and does not necessarily reflect the entire situation, a manager must avoid jumping to conclusions. Collecting information from more than one source to avoid bias, and completely assessing all pertinent (and verifiable) information prior to rendering a decision is strongly recommended.<br />Collecting information in order to obtain a complete understanding of the issue is only the first step, however. Once the information is available, then it is wise to brainstorm different solutions and possible options in order to get more than one perspective. Such options can start out as wide-ranging, and then can be narrowed down to fit the scope of the problem.<br />Having identified a set of options and solutions, feedback and suggestions on them, along with alternatives, should be sought from consultations with others. For the most part, group decisions (particularly where the group contains people who the end decision will affect) are preferable to those made by individuals as a pool of knowledge, skills and experience can be drawn upon.<br />Tools, techniques and analysis methods (such as: Pareto Analysis; Paired Comparison Analysis; Grid Analysis; PMI; Six Thinking Hats; Starbursting; Decision Trees) can then be applied. These are not conclusive, but they do offer an objective and somewhat scientific approach to decision making. Theyre particularly useful when the decision-makers judgment is liable to be clouded by being too closely involved with the issue at hand.<br />Then comes the time to weigh the pros and cons of a decision. Which option or solution gives most to the organization whilst taking least from it? Few decisions will be as clear cut to hold no drawbacks. Negatives are acceptable though, so long as the positives sufficiently outweigh them.<br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Degrees of Outcome Predictability<br />Certainty<br />Risk<br />Uncertainty<br />Ambiguity<br />Certainty<br />Full knowledge of available alternatives <br />Full knowledge of what outcome will result from each alternative<br />Few certain decisions in the real world.<br />Risk<br />Knowledge of what the alternatives are<br />Know the probabilities of outcomes resulting from each alternative.<br />Uncertainty<br />Goals are known, but information about alternatives and future outcomes is incomplete (probabilities unknown)<br />Some alternatives may be completely unknown<br /><br />Ambiguity<br />Objectives to be achieved are unclear<br />Little, if any, knowledge of alternativesAnonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-87942625161974699232011-05-15T17:45:00.000+05:302011-05-15T17:46:07.185+05:30Explain the tasks of a professional manager.<span style="font-weight:bold;">Explain the tasks of a professional Manager. Discuss the professional manager’s role in managing survival and growth of the organization. Give example from the organization you are working in or any organization you are familiar with. Briefly describe the organization you are referring to. </span><br /><br />Solution 1: Tasks of professional managers:<br />1. Providing direction to the firm:<br />Envisioning goal is the first task that should never be delegated.<br /><br />2. Managing survival and growth.<br />There are two sets: internal and external.<br />Internal factors are choice of technology, efficiency of labour, competency of managerial staff, company image, financial resources etc. <br />External factors are govt. policy, laws and regulation, changing customer taste, attitude and values, increasing competition etc.<br /><br />3. Maintaining firm’s efficiency:<br />A manager has not only to perform and produce results, but to do so in the most efficient manner. The more output a manager can produce with the same input, the greater will be the profit.<br /><br />4.Meeting the competition challenge:<br />A manager must anticipate and prepare for the increasing competition. Competition increasing in terms of more producers, products, better quality etc.<br /><br />5.Innovation:<br />To finding new and better way to doing any task<br /><br /><br /><br />6.Renewal:<br />Managers are responsible for fostering the process of renewal.it has to do with provoding new process and resources.<br /><br />7. Building human organization:<br />A good worker is a valuable assets of any company. Every manager must constantly lookout for people with potential and attract them to join the company.<br /><br />8. Change management:<br />A manager has to perform the task of change agent.its the managers task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance.<br /><br />9.Selection:<br />Todays manager4 are faced with a bewildering array of information technology choices that promise to change the way work gets done.<br /><br /><br />Example:<br />A professional manager for a city has duties which include meeting with elected council to determine policies that are determined by the council and to notify council members and citizens about the local govt.operations.discussing of certain reforms, installing a bridge, setting up new traffic plans, or proposing a new building-all these are many more things which can affect community life are some of the responsibilities of the professional managers in a township. He is also responsible for preparing annual budget, presenting it to elected officers for sanction and then implementing it, after is is approved. Listening to citizen grievances with regards to administration, civic problems, law and order, and presenting matter to the elected officials for appropriate actions are some of the task of professional manager who is in charge of the administration of a city.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-72160872684295310532011-05-15T17:38:00.001+05:302011-05-15T17:38:56.276+05:30Explain the various leadership styles.<span style="font-weight:bold;">Explain the various leadership styles. Discuss the leadership styles of your organization and how influential it is in improving the performance of your organization or any organization you are acquainted with. Briefly describe the organization you are referring to. </span><br /><br />Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors that we'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. The rest of this library should help you in this regard.<br /><br />The Autocrat<br /><br />The autocratic leader dominates team-members, using unilateralism to achieve a singular objective. This approach to leadership generally results in passive resistance from team-members and requires continual pressure and direction from the leader in order to get things done. Generally, an authoritarian approach is not a good way to get the best performance from a team. There are, however, some instances where an autocratic style of leadership may not be inappropriate. Some situations may call for urgent action, and in these cases an autocratic style of leadership may be best. In addition, most people are familiar with autocratic leadership and therefore have less trouble adopting that style. Furthermore, in some situations, sub-ordinates may actually prefer an autocratic style. <br /><br />The Laissez-Faire Manager<br /><br />The Laissez-Faire manager exercises little control over his group, leaving them to sort out their roles and tackle their work, without participating in this process himself. In general, this approach leaves the team floundering with little direction or motivation. Again, there are situations where the Laissez-Faire approach can be effective. The Laissez-Faire technique is usually only appropriate when leading a team of highly motivated and skilled people, who have produced excellent work in the past. Once a leader has established that his team is confident, capable and motivated, it is often best to step back and let them get on with the task, since interfering can generate resentment and detract from their effectiveness. By handing over ownership, a leader can empower his group to achieve their goals.<br /><br />The Democrat<br /><br />The democratic leader makes decisions by consulting his team, whilst still maintaining control of the group. The democratic leader allows his team to decide how the task will be tackled and who will perform which task. The democratic leader can be seen in two lights: A good democratic leader encourages participation and delegates wisely, but never loses sight of the fact that he bears the crucial responsibility of leadership. He values group discussion and input from his team and can be seen as drawing from a pool of his team members' strong points in order to obtain the best performance from his team. He motivates his team by empowering them to direct themselves, and guides them with a loose reign. However, the democrat can also be seen as being so unsure of himself and his relationship with his sub-ordinates that everything is a matter for group discussion and decision. Clearly, this type of "leader" is not really leading at all. <br /><br />Ratan Tata<br /><br />Leading a large group of companies in the days of fast changing business scenario of changing regulations, increasing completion and opening up of economy could be an arduous challenge for many. Leading the firm through these times and four-folding the group’s revenues could be a dream. Doing this requires clear vision, innate conviction, ability to inspire and guide along the way. Ratan Tata established himself to be the right leader who could help the company sail through the turbulent waters and reach the desired lands. These targets never existed or were thought not feasible by the company earlier. Prior to his handling the mantle, these were hard even for conceiving. When Ratan Tata became the Chairman of century old, well respected Indian business group, Tata, it was a conservative company, dominated by the paradigm of manufacturing. It was deriving dominant share of revenues from the domestic market when domestic market itself was marked by two important trends. First, it was making shift towards services and secondly was moving towards opening up. Realizing that when the economy as whole is shifting to more of services, the future belongs to the one that belongs to that segment and the need for globalization is important when your domestic economy itself is opening up, he initiated right moves. To be there when it happens, he had to lead the company from over-dominantly manufacturing paradigm to services based one and from domestic focused to the one with global mindset. This was not to be achieved by compromising on the existing focus or by resorting to hasty retreat from the areas of operation. It was to be accomplished while with continuity (may be diluting/withdrawing from some) but more through furthering towards new areas. One such instance can be quoted is that of entering into the passenger car segment by the group company Tata motors (previously TELCO). While continuing to produce trucks, and being a strong name in trucks, the company was induced to think along the lines of an indigenous car. He helped it to realize the dream from drawing board to dusty roads and result was Indica. This was followed by an enhanced version. He also helped the group company Tata Tea internationalize and acquire a dominant global player Tetley. The vision can be appreciated fully with the knowledge that when acquired, Tetley was double the size of Tata Tea and present in many markets. Further, following the adage of “gold at the bottom of the pyramid”, he is leading the company to enhance the coverage of offerings. This they are planning through budget hotels, a truly middle class car (for lakh rupees, half the price of the entry car in the market). Helping it to reach out to new areas and acquire a global mindset, he by complementing through his characteristic leadership, helped the Tata group to survive the uncertain times, overcome the stagnation. Quantum Corporation is a leading manufacturer of hard disks and computer peripherals, where "time-to-volume" is of critical importance. For this company it is of prime importance that the customers actually get new products they want, at the right time and in the right quantity they require. Time-to-volume requires rapid product development without sacrificing quality and also ability to ramp up production fast enough to meet customer needs. Quantum identified a set of value behaviors such as flexibility, adaptability, taking charge of one's own development, resolving issues in objective manner etc. as drivers to support the deliverable "time-to-volume". This company did not stop by identifying the behaviors; they integrated them directly into performance criteria. Merit pay was based equally on financial results and employees' display of value behaviors. Instead of thinking in terms of HR focused enablers, it is important to gauge how specific HR enablers are supporting core performance drivers in operations, customer and financial segments of the organization. The following example of a major money-center bank shows the disastrous effect of not connecting HR enablers with the various performance drivers of the organization. This particular bank decided to shift its focus in retail business from service to sales and accordingly identified a set of key performance drivers such as increased cross-selling to existing customers, teller product knowledge, sales skill etc. But unfortunately, the HR enablers still emphasized the importance of service. The HR policies and practices like training, recruitment, performance appraisal, compensation continued rewarding service rather than sales, though the focus of the organization had already changed. The mismatch between the bank's new goals and obsolete HR enablers hindered achievement of its sales and profitability targets. The entire HR system influences employee behavior in many ways and it has great impact on the strategic drivers in the larger organization. Therefore every organization should evaluate on an ongoing basis the degree to which the firm's entire system of HR enablers, from employee selection to development to reward and retention, support the non HR drivers outlined in the firm's business balance scorecard.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-7722325419793347642011-05-15T17:36:00.001+05:302011-05-15T17:36:55.478+05:30Explain various types of conflicts.<span style="font-weight:bold;">Explain various types of conflicts. Discuss the strategies which have been used to resolve interparty conflict in any organization you are familiar with. Briefly describe the organization you are referring to.</span><br /><br />Since individuals all comprise of different mind sets it’s quite possible that there may be arguments or differences of opinion regarding certain issues. You’ll find this happening most often in places of work. Usually there are different types of conflict but the ones causing most tensed environments are those pertaining to the office. This is so as most of our time is spent there. So where there are more people, and you spend more time, you are likely to engage in heaty arguments as well. It’s also due to the age factor at times. Thanks to our growing misunderstandings or generation gaps, you’ll find most elderly people getting inhibited by the younger generation. One of the reasons is because of the feeling of insecurity. Interdependence Conflicts. A person's job depends on someone else's co-operation, output or input. For example a sales-person is constantly late inputting the monthly sales figures which causes the accountant to be late with her reports.<br />Differences in Style. People's style for completing a job can differ. For example, one person may just want to get the work done quickly (task oriented), while another is more concerned about having it done a particular way e.g. artistic or by including other people in the project.<br />Differences in Background/Gender. Conflicts can arise between people because of differences in educational backgrounds, personal experiences, ethnic heritage, gender and political preferences.<br />Differences in Leadership. Leaders have different styles. Employees who change from one supervisor to another can become confused, for example one leader may be more open and inclusive whilst another may be more directive.<br />Differences in Personality. This type of conflict is often fueled by emotion and perceptions about somebody else's motives and character. For example a team leader jumps on someone for being late because she perceives the team member as being lazy and inconsiderate. The team member sees the team leader as out to get him.<br /><br />Types of Conflict<br /><br />By evaluating a conflict according to the five categories below -- relationship, data, interest, structural and value -- we can begin to determine the causes of a conflict and design resolution strategies that will have a higher probability of success.<br /><br />Relationship Conflicts<br /><br />Relationship conflicts occur because of the presence of strong negative emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Relationship problems often fuel disputes and lead to an unnecessary escalating spiral of destructive conflict. Supporting the safe and balanced expression of perspectives and emotions for acknowledgment (not agreement) is one effective approach to managing relational conflict.<br /><br />Data Conflicts<br /><br />Data conflicts occur when people lack information necessary to make wise decisions, are misinformed, disagree on which data is relevant, interpret information differently, or have competing assessment procedures. Some data conflicts may be unnecessary since they are caused by poor communication between the people in conflict. Other data conflicts may be genuine incompatibilities associated with data collection, interpretation or communication. Most data conflicts will have "data solutions."<br /><br />Interest Conflicts<br /><br />Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of interest result when one or more of the parties believe that in order to satisfy his or her needs, the needs and interests of an opponent must be sacrificed. Interest-based conflict will commonly be expressed in positional terms. A variety of interests and intentions underlie and motivate positions in negotiation and must be addressed for maximized resolution. Interest-based conflicts may occur over substantive issues (such as money, physical resources, time, etc.); procedural issues (the way the dispute is to be resolved); and psychological issues (perceptions of trust, fairness, desire for participation, respect, etc.). For an interest-based dispute to be resolved, parties must be assisted to define and express their individual interests so that all of these interests may be jointly addressed. Interest-based conflict is best resolved through the maximizing integration of the parties' respective interests, positive intentions and desired experiential outcomes.<br /><br />Structural Conflicts<br /><br />Structural conflicts are caused by forces external to the people in dispute. Limited physical resources or authority, geographic constraints (distance or proximity), time (too little or too much), organizational changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the external forces and constraints bearing upon them. Structural conflicts will often have structural solutions. Parties' appreciation that a conflict has an external source can have the effect of them coming to jointly address the imposed difficulties.<br /><br />Value Conflicts<br /><br />Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Values explain what is "good" or "bad," "right" or "wrong," "just" or "unjust." Differing values need not cause conflict. People can live together in harmony with different value systems. Value disputes arise only when people attempt to force one set of values on others or lay claim to exclusive value systems that do not allow for divergent beliefs. It is of no use to try to change value and belief systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression of their values and beliefs for acknowledgment by the other party.<br /><br />Explain the Importance of the communication in organizations. Discuss various communication channels used in an organization you are familiar with and their effectiveness. Briefly describe the organization you are referring to. <br />Importance of Communication in an Organization<br /><br />Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. It is a process of transmitting information, ideas, thoughts, opinions and plans between various parts of an organization. It is not possible to have human relations without communication. However, good and effective communication is required not only for good human relations but also for good and successful business. Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. It is a process of transmitting information, ideas, thoughts, opinions and plans between various parts of an organization. It is not possible to have human relations without communication. However, good and effective communication is required not only for good human relations but also for good and successful business. Effective communication is required at various levels and for various aspects in an organization such as – <br />For manager – employee relations: Effective communication of information and decision is an essential component for management-employee relations. The manager cannot get the work done from employees unless they are communicated effectively of what he wants to be done? He should also be sure of some basic facts such as how to communicate and what results can be expected from that communication. Most of management problems arise because of lack of effective communication. Chances of misunderstanding and misrepresentation can be minimized with proper communication system.<br /><br />For motivation and employee morale: <br /><br />Communication is also a basic tool for motivation, which can improve morale of the employees in an organization. Inappropriate or faulty communication among employees or between manager and his subordinates is the major cause of conflict and low morale at work. Manager should clarify to employees about what is to be done, how well are they doing and what can be done for better performance to improve their motivation. He can prepare a written statement, clearly outlining the relationship between company objectives and personal objectives and integrating the interest of the two.<br />For increase productivity: With effective communication, you can maintain a good human relation in the organization and by encouraging ideas or suggestions from employees or workers and implementing them whenever possible, you can also increase production at low cost.<br />For employees: It is through the communication that employees submit their work reports, comments, grievances and suggestions to their seniors or management. Organization should have effective and speedy communication policy and procedures to avoid delays, misunderstandings, confusion or distortions of facts and to establish harmony among all the concerned people and departments.<br />Importance of written communication: Communication may be made through oral or written. In oral communication, listeners can make out what speakers is trying to say, but in written communication, text matter in the message is a reflection of your thinking. So, written communication or message should be clear, purposeful and concise with correct words, to avoid any misinterpretation of your message. Written communications provides a permanent record for future use and it also gives an opportunity to employees to put up their comments or suggestions in writing. With the increasing trend of globalization, the impact of globalization has lead to a fast changing environment the boundaries for business is diminishing day by day so is the movement of people between different countries and cultures. The requirements of multinational organizations like expansion plans in international market has continuingly increased the need to understand the cultural dimensions of different countries to achieve better results. Therefore the companies are required to understand a national culture’s impact on areas like communication in multicultural teams in different countries which has a high degree of effect on team performance. So our research question revolves around this topic as “How does culture influence communication in multi cultural teams”. This thesis makes an attempt to investigate the influence of national cultures on communication in project teams in China and India by focusing on construction industry based on a number of factors including Hofstede’s (1980) cultural dimensional framework. The researchers intend to explore the cultural factors having major impact on communication in multicultural project teams of both countries. Throughout our research and study, useful lessons on national cultures impact on communication can be drawn for multicultural project team in China and India. It can provide a better insight for the project teams to have concern for and understand why people from different countries and cultures react or respond to various situations in a different manner, giving high emphasis to communication process. To support our thesis a total of 12 semi-structured interviews were conducted with managers in different companies from construction sector. An empirical qualitative research using semi-structured interviews was conducted from a total of 12 project team members from multinational companies in China and India based on their experiences on cultural influence on team communication when working in project teams. The research revealed that there are significant differences and similarities in communication styles of Chinese and Indian teams, and the differences are mostly attributed to have strong links with cultural aspects. Specially with increasing economical changes the traditional patterns of behavior in communication are changing with time. The results also addressed number of similarities; especially in both the countries, culture continues to dominate most aspects of communication. The major implication is that the knowledge of the cultural differences and similarities would facilitate better team performance. Therefore, by keeping in mind the importance as well as the impact of various national cultures and presenting each member with a better understanding and knowledge about social background of the team mates within the multicultural teams, arguments and conflicts arise due to misconception and pre-judgment can be reduced. Hence it will increase the efficiency and effectiveness of the teams working in multicultural environment.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-46505552608485260422011-05-15T17:35:00.000+05:302011-05-15T17:36:08.056+05:30Discuss the various types of decision – making.<span style="font-weight:bold;">Discuss the various types of decision – making. Describe the managerial decisions being made in an organization you are familiar with, what are the outcomes of those decisions. Explains with examples. </span><br /><br /><br />Different Types of Decision Making<br /><br />The following are the most common types of decision making styles that a manager in a business or even a common man might have to follow.<br />Irreversible: These decisions are permanent. Once taken, they can't be undone. The effects of these decisions can be felt for a long time to come. Such decisions are taken when there is no other option.<br />Reversible: Reversible decisions are not final and binding. In fact, they can be changed entirely at any point of time. It allows one to acknowledge mistakes and fresh decisions can be taken depending upon the new circumstances.<br />Delayed: Such decisions are put on hold until the decision maker thinks that the right time has come. The wait might make one miss the right opportunity that can cause some loss, Specially in the case of businesses. However, such decisions give one enough time to collect all information required and to organize all the factors in the correct way.<br />Quick Decisions: These decisions enable one to make maximum of the opportunity available at hand. However, only a good decision maker can take decisions that are instantaneous as well as correct. In order to be able to take the right decision within a short span of time, one should also take the long-term results into consideration.<br />Experimental: One of the different types of decision making is the experimental type in which the final decision cannot be taken until the preliminary results appear and are positive. This approach is used when one is sure of the final destination but is not convinced of the course to be taken.<br />Trial and Error: This approach involves trying out a certain course of action. If the result is positive it is followed further, if not, then a fresh course is adopted. Such a trail and error method is continued until the decision maker finally arrives at a course of action that convinces him of success. This allows a manager to change and adjust his plans until the final commitment is made.<br />Conditional: Conditional decisions allow an individual to keep all his options open. He sticks to one decision so long as the circumstances remain the same. Once the competitor makes a new move, conditional decisions allow a person to take up a different course of action.<br /><br />Types of Decision Making for Leaders<br /><br />A leader gives direction to people to follow. He is responsible for ensuring that his decision provides the right direction to the organization. Be it in a business or in other organizations, decision making is an important component of leadership skills. The different types of decision making that a leader typically encounters are:<br />Authoritative: In authoritative type of decision making the leader is the sole decision maker which subordinates follow. The leader has all the information and expertise required to make a quick decision. It is important that the leader is a good decision maker as it is he who has to own up to the consequences of his decision. Though effective, in case the leader is an experienced individual, it can harm the organization if the leader insists on an authoritative type of decision making even when there is expertise available within the team.<br />Facilitative: In facilitative type of decision making, both the leader and his subordinates work together to arrive at a decision. The subordinates should have the expertise as well as access to the information required to make decisions. Such an approach could be useful when the risk of wrong decision is very low. It is also a great way of involving and encouraging subordinates in the working of the organization.<br />Consultative: As the name suggests, consultative decisions are made in consultation with the subordinates. However, the fact remains that unlike in the facilitative decision making style, in consultative decision making it is the leader who holds the decision making power. A wise leader tends to consult his subordinates when he thinks that they have valuable expertise on the situation at hand.<br />Delegative: As per the term, the leader passes on the responsibility of making decisions to one or more of his subordinates. This type of decision making is usually adopted by the leader when he is confident of the capabilities of his subordinates.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-44591175150198933512011-05-15T17:28:00.000+05:302011-05-15T17:29:24.641+05:30Explain the tasks of a professional manager.<span style="font-weight:bold;">Explain the tasks of a professional manager. Describe the tasks which are more challenging in terms of survival and growth of the organization. Illustrate with the help of examples from an organization you are acquainted with. Briefly describe the organization you are referring to. </span><br /><br />CHECKLIST OF ROUTINE MANAGERIAL DUTIES<br /><br />• Analyze, on a periodic basis, workload and personnel needs of an organizational unit. Recommend changes in the staff level of the work unit.<br />• Review documentation for new positions and positions that have been revised. Obtain approval to modify positions. Interview candidates for employment and make hiring decision or recommendations. Orient new subordinates concerning policy and procedures, work rules, and performance expectation levels. Review position responsibilities.<br />• Plan, delegate, communicate and control work assignments and special projects concerning subordinates. Establish and maintain specific work goals and objectives or quantitative and qualitative work standards to be achieved by subordinates. Train, develop, and motivate subordinates to improve current performance and to prepare for higher level jobs. Determine significant changes in responsibilities and major duties of subordinates by reviewing their job responsibilities on a regular basis. Evaluate the performance of subordinates. Document and discuss present and past performance with each direct report. Keep supervisor informed of results.<br />• Review salaries of subordinates and recommend changes according to policy and procedures. Recommend personnel actions such as promotions, performance awards, demotions, etc., according to budget guidance and policy. advise superiors and subordinates of developments that impact job duties. Ensure proper communications. Maintain discipline, recommend and administer corrective action according to policy and procedures. Communicate and administer personnel programs in accordance with design and objectives. Maintain proper documentation on all subordinates.<br />• Direct the business activities of the company for the achievement of short and long term business/policy objectives, increased profit, production activity, or market share. Establish the business's objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets (may include manufacturing, sales, marketing, distribution and administration). prepare, or arrange for the preparation of the business's budgets, reports and forecasts, and ensure they are presented in a timely manner to the management.<br />• Appraise the activities of the business according to overall strategies and objectives, and monitor and evaluate branch and division performance, the efficiency of staff, procedures and production costs. Co-ordinate subordinate staff to optimize the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.<br /><br />Professional Manager Tasks<br />Providing direction to the firm: The first task, envisioning goals, is one of the tasks that should never be delegated. This is the ability to define overarching goals that serve to unify people and focus energies. It’s about effectively declaring what’s possible for the team to achieve and compelling them to accomplish more than they ever thought possible. Managing survival and growth: Ensuring survival of the firm is a critical task of a manager. The manager must also seek growth. Two sets of factors impinge upon the firm’s survival and growth. The first is the set of factors which are internal to the firm and are largely controllable. These internal factors are choice of technology, efficiency of labour, competence of managerial staff, company image, financial resources, etc. The second set of factors are external to the firm like government policy, laws and regulations, changing customer tastes, attitudes and values, increasing competition, etc. Maintaining firm’s efficiency: A manager has not only to perform and produce results, but to do so in the most efficient manner. The more output a manager can produce with the same input, the greater will be the profit. Meeting the competition challenge: A manager must anticipate and prepare for the increasing competition. Competition is increasing in terms of more producers, products, better quality, etc. Innovation: Innovation is finding new, different and better ways of doing existing tasks. To plan and manage for innovation is an on-going task of a manager. The manager must maintain close contact and relation with customers. Keeping track of competitor’s activities and moves can also be a source of innovation, as can improvements in technology. Renewal: Managers are responsible for fostering the process of renewal. Renewing has to do with providing new processes and resources. The practices and strategy that got you where you are today may be inadequate for the challenges and opportunities you face tomorrow.<br />Building Human Organization: Man is by far the most critical resource of an organization. A good worker is a valuable asset to any company. Every manager must constantly look out for people with potential and attract them to join the company.<br />Leadership: Organizational success is determined by the quality of leadership that is exhibited. "A leader can be a manager, but a manager is not necessarily a leader," says Gemmy Allen (1998). Leadership is the power of persuasion of one person over others to inspire actions towards achieving the goals of the company. Those in the leadership role must be able to influence/motivate workers to an elevated goal and direct themselves to the duties or responsibilities assigned during the planning process. Leadership involves the interpersonal characteristic of a manager's position that includes communication and close contact with team members. The only way a manager can be acknowledged as a leader is by continually demonstrating his abilities.<br />Change management: A manager has to perform the task of a change agent. It’s the manager’s task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance.<br /><br />Selection of Information technology<br />: Today’s managers are faced with a bewildering array of information technology choices that promise to change the way work gets done. Computers , the Internet, intranets, telecommunications, and a seemingly infinite range of software applications confront the modern manager with the challenge of using the best technology. <br /><br />Example<br />A professional manager or a chief administrative officer for a city has duties which include meeting with elected council to determine polices that are determined by the council and to notify council members and citizens about the local government operations. Discussing of certain reforms, installing a bridge, setting up new traffic plans, or proposing a new building-all these and many more things which can affect community life are some of the responsibilities of the professional manager in a township. He is also responsible for preparing the annual budget, presenting it to elected officials for sanction and then implementing it, after it is approved. Listening to citizen grievances with regards to administration, civic problems, law and order and presenting the matter to the elected officials for appropriate actions are some of the tasks of a professional manager who is in charge of the administration of a city.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-85557060392899618582011-05-15T17:26:00.001+05:302011-05-15T17:26:47.183+05:30Explain various leadership styles.Explain various leadership styles. Describe the style of a leader from an organization you are familiar with. Why this particular style has been adopted. Give reasons. Briefly describe the organization you are referring to.<br /><br /><br />Leadership styles <br />Most of the managers use several styles at one or the other point of time, but in which category a manager foils, is decided by the style that is mostly used by him. Basically and broadly, there are three important leadership styles as follows: <br />1. Autocratic or authoritarian style: It is also known as directive style. It is basically treated as a traditional method of leadership. The autocratic leader himself decides all policies. He gives orders to the subordinates and expects them to follow such orders completely without any grudge or question. Under this style, subordinates are thought to be inexperienced and wisdom less and therefore they are given no freedom-the technicalities and modalities of the work, and the course of action are decided by the autocratic leader. Hence the future action is not known to anyone except the leader. <br />This style may be appropriately used where subordinates are uneducated, unskilled, unwise, inexperienced; where the company endorses fear and punishment as accepted disciplinary techniques; and where the leader prefers to be active and dominate in decision making. <br />2. Democratic or particle active style: The democratic leader decentralizes power. He involves subordinates in the decision making. He has faith in the subordinates and their wisdom, skills and capacities. He halos objective approach. Communication pattern is multidimensional. <br />The major advantages of this style are: It improves job satisfaction and morale; develops positive attitudes; reduces resistance to change; generates self motivation due to participative decision making and freedom of thought an-I impression; increases productivity; and develops better subordinates. <br />The major disadvantages of this style are; It is time-consuming and causes delays in decision making; may fail when the communication pattern and skill are not strong enough; is not workable where subordinates do not want to take extra responsibility of sharing in decision making and becoming part of every decision; decreases productivity in some case especially, when decisions are diluted to appease or please everybody. <br />Democratic style is more appropriate where subordinates are educated, skilled, wise, creative, and enthusiastic; where the company endorses self direction and self-control, and rewards and involvement as prime means of motivation and control; and where leader desires to hear subordinates before making decisions and to develop a strong and capable force of followers. <br />3. Free-rein or Laissez-faire or Permissive style: There are several forms of this style. For example, in some cases the subordinates are given a goal to achieve in their own way, whereas in some other cases, they themselves decide their group goals. Infect, there is almost complete delegation of authority; and the path leading to the goals is decided by the subordinates themselves. The leaders behave primarily as a member of the group and play the role of a member only. He gives his opinion or suggestion only when it is demanded from him. Under this style, tube group members are educated and motivated by themselves, the leader is not required to educate but he acts, as a link primarily for arranging adequate resources needed for attaining the goals, for establishing contact between employees and the outside world, for collecting necessary information from external sources, and for establishing coordination. The concept of management by exception' promotes this type of style. Subordinates themselves plan. Control, evaluate and decide. The major advantages of this style are: It increases subordinates' freedom, develops their expression, compels them to work as group members, increases job- satisfaction and morale, utilizes subordinates' potential to the maximum possible extent, and promotes creativity or innovation.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-71173911670501280222011-05-15T17:25:00.001+05:302011-05-15T17:25:50.777+05:30Why effective communication is important for efficiency?<span style="font-weight:bold;">Why effective communication is important for efficiency? Explain with the channels of communication in a familiar organization which channel do you think is effective and why explain with illustrations.</span><br /><br />Communication establishes relationships and makes organizing possible. Every message has a purpose or objective. The sender intends -- whether consciously or unconsciously -- to accomplish something by communicating. In organizational contexts, messages typically have a definite objective: to motivate, to inform, to teach, to persuade, to entertain, or to inspire. This definite purpose is, in fact, one of the principal differences between casual conversation and managerial communication. Effective communication in the organization centers on well-defined objectives that support the organization's goals and mission. Supervisors strive to achieve understanding among parties to their communications. <br />Communication Process <br />Communication is the process of passing information and understanding from one person to another. The communication process involves six basic elements: sender (encoder), message, channel, receiver (decoder), noise, and feedback. Supervisors can improve communication skills by becoming aware of these elements and how they contribute to successful communication. Communication can break down at anyone of these elements. <br />Chances of Communication in Organizations <br />All organizations, irrespective of type and size, have a need for effective communication. The owner of a one-person business must communicate with suppliers of goods, customers and others necessary for the running of the business. He or she must also record transactions in the books of the company. Problems of communication grow as organizations become more complex. The sender initiates the communication process. When the sender has decided on a (a) meaning, he or she encodes a message, and selects a channel for transmitting the message to a receiver. To encode is to put a message into words or images. Written communication should be used when the situation is formal, official, or long term; or when the situation affects several people in related ways. Interoffice memos are used for recording informal inquiries or replies. Letters are formal in tone and addressed to an individual. They are used for official notices, formally recorded statements, and lengthy communications. Reports are more impersonal and more formal than a letter. They are used to convey information, analyses, and recommendations. Written communications to groups include bulletin board notices, posters, exhibits, displays, and audio and visual aids. <br />Teams using information technology have access to information, share knowledge, and construct documents. Meetings take place electronically from multiple locations, saving the organization's resources in both the expenses of physically bringing people from different locations together, and the time lost by employees traveling. Teleconferencing is simultaneous group verbal exchanges. Video conferencing is group verbal and visual exchanges <br />Channels of Communication in Organizations <br />All organizations, irrespective of type and size, have a need for effective communication. The owner of a one-person business must communicate with suppliers of goods, customers and others necessary for the running of the business. He or she must also record transactions in the books of the company. Problems of communication grow as organizations become more complex. This is so whether the organization is a commercial body, a private or public enterprise, a trade union or a social organization. Communication in multinational companies, nationalized industries, local authorities and other large organizations tends to be very complex. <br />(a) Formal Internal Communication <br />This refers to the flow of information within an organization. The formal lines of communication are those which are officially recognized and given official approval. They may be set down in the organization structure, e.g. the rules and procedures for operation of the organization, committee procedures, or the authority and responsibility allocated to particular jobs or sections. In all cases these lines of communication are officially recognized and they are those which members of the organization are expected to use. <br />This process can present difficulties for communication systems. If the instructions are too brief they may not carry the exact meaning of what is required of the subordinates; on the other hand, if they are too detailed they may be so cumbersome that subordinates are confused. Another problem is the time it takes for instructions to reach the bottom of the organization, and the accuracy on the instructions. Each level of the organization must receive, interpret and develop in more specific form and then pass on the information, so clearly there is considerable room for error. <br />These are just a few examples of informal communications. They are usually oral. The subject and the line of communication may be within the authority of the people concerned but the actual manner or circumstances may not be exactly as officially laid down. You may question whether informal lines of communication are desirable and whether they are useful.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-9217390856753726212011-05-15T17:24:00.001+05:302011-05-15T17:24:46.047+05:30Explain the process of conflict.<span style="font-weight:bold;">Explain the process of conflict. Describe various sources of conflict generation in the organization you are familiar with. Explain, how some of these conflicts were resolved, illustrate with examples. Briefly describe the organization.</span><br /><br /><br />Conflict is not primarily a result of individual neurotic traits but arises under given conditions even when people involved are well adjusted. Since situational variables induce conflict, it is possible to modify situations so as to avoid conflict. However, there may not be any specific standard of situation in which conflict will not grow, there might be certain positive programmes and actions that might reasonably lead to avoidance of conflict in the organization. The development of effective leadership, participative decision-making. Effective two-way communication with proper emphasis on upward communication, improvement in interpersonal relationship, provision for facilities and opportunities to develop informal groups may be some of the ways to which management should pay special attention.. <br />Establishing Common Goals <br />Most of the conflicts assume that incompatible goals are a necessary antecedent for the development of conflict. It means that the existence of super ordinate goals-common goals-will reduce the occurrence of dysfunctional conflicts. This is true particularly in the case of conflict among groups and between individuals and organization- Schein observes that 'the fundamental problem of inter group competition is the conflict of goals and the breakdown of interaction hecaceen the groups. This breakdown in turn permits and stimulates perceptual distortion and mutual negative stereotyping. The basic strategy of reducing conflict, therefore. Is to find goals upon which groups can agree and to re-establish valid communication between the groups. Goal differences can also be reduced through the adoption of appropriate incentive systems. Many organizational reward systems often result in 'win-lose' mentality in organization because the reward systems focus attention on the individual rather than on the group or organization as a whole. It has been observed that goal differentiation can also he reduced through the use of incentive systems designed to reward activities that benefit the larger system, as opposed to those that are primarily in the interest of subunits. <br />Changing Structural Arrangement <br />They observe that conflicts can be reduced by decentralization, restructuring to remove obvious differentials in status symbols between hierarchical interest groups, development of cycles of work, with opportunity to employees to complete tasks and sharing in organizational rewards.' Such structural variables, more specifically, can be used in the following ways. <br />1. Reduction in Interdependence. The basic reason in the intercrop conflict is interdependence among them. As such less such interdependence, less will the amount of conflict among them. Thompson distinguished three types of interdependence: pooled, sequential, and reciprocal. In the pooled interdependence, the various divisions of the organization are relatively self-contained and independent. In sequential interdependence, there is high degree of interdependence between two or more departments which might be using the product of others in a particular sequence. <br />2. Reduction in Shared Resources. When two are more units are required to share resources, particularly scarce ones, the potential for conflict increases. The management of conflict suggests reducing such sharing. One technique for reducing such sharing is the increase in such resources so that each unit is independent in using them. However, since resources are scarce, it is not always possible to do so. As such, measures may be adopted for their optimum allocation. <br />3. Exchange of Personnel. Personnel of the conflicting groups may be exchanged for a specified period as a way to reducing and managing conflict. An exchange of people is very similar to role reversal, which is aimed at greater understanding between 'people by forcing each to present and defend the others position. <br />4. Creation of Special Integrators. To resolve conflict, organization may create provisions for the appointment of special integrators who may manage the interdependence of various groups so that unresolved matters can he solved through them. For example, they found that integrators were more effective when they were viewed as about intermediate in position between the conflicting departments, where they were viewed as high in influence, and where they perceived that their rewards were tied to the total performance of the two groups they were integrating. '" <br />5. Reference to Superior's Authority. Conflicts may be resolved through the hierarchy. If resolution cannot be attained by two organizational members, they may take the issue to a common superior who resolves the conflict by making a decision. Such a decision is usually accepted by organizational members because of the recognized superior authority of high-ranking individual. Such a decision may not necessarily bring agreement but it will usually he accepted. <br />Conflict-Resolution Actions <br />The various measures, discussed above, undoubtedly help in reducing the occurrence of conflict in the organization but they cannot guarantee the complete absence of conflicts. For example, March and Simon say that an organization may react to conflict by problem-solving, persuasion bargaining, and politics." Ruble and Thomas have identified five types of actions : competing, avoiding, accommodating, compromising, and collaborating. Lawrence and Lorsch have identified three types of 'behaviour in conflict resolution : confrontation, smoothing, and forcing. Some major actions in conflict resolution take Place in the following ways: <br />1. Problem-solving. The problem-solving technique is considered to he the most positive technique available for conflict resolution because it emphasizes the attaining of the common interests of both conflicting parties. In mutual problem-solving process, the conflicting parties must come together with the responsibilities of solving the mutual problem that faces rather than merely finding a way to accommodate their different perspectives. <br />2. Avoidance. Another method of overcoming conflict is its avoidance, that is, parties to the conflict may either withdraw from the conflict or conceal the incompatibility. Withdrawal may be observed when one party leaves the field of conflict so that other party may win by being in sole possession of the goal in dispute. <br />3. Smoothing. Smoothing can he defined as the process of playing down differences that exist between individuals or groups while emphasizing common interests. Differences are suppressed and similarities are accentuated in smoothing process. <br />4. Compromise. Compromise is a well-accepted technique for resolving conflict, yielding neither a definite loser nor a distinct winner. Such a compromise maybe achieved either through the intervention of third party, the process is commonly known as mediation, or without the intervention of the external parties, the method is known as bargaining. <br />5. Confrontation. The various actions enumerated above may not bring resolution of conflict between parties if they take very rigid stand. In such a case, the parties are left to confrontation to settle the conflict themselves. This strategy may result into win-lose situation. The parties concerned may settle their score by applying their strength against each other. The parties involved in conflict must analyze certain aspects before going for confrontation. The various approaches of conflict management suggest that management can take a variety of actions depending on the situations, parties to conflicts, issues in conflict and the organizational resources available. In many cases, a change organizational structure, process, or the value systems of people is required. This requires the detailed understanding of organizational change and development which will he discussed in the next partAnonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-29941634541218766652011-05-15T17:19:00.000+05:302011-05-15T17:20:09.599+05:30Explain the importance of strategy and policies in organizational functioning.<span style="font-weight:bold;">Explain the importance of strategy and policies in organizational functioning. Describe how strategy and policies are formulated in the organization you are familiar with. Highlight the strategies and policies which were successful supporting with examples. Briefly describe the organization you are referring to.</span><br /><br /><br />Organizational policies and strategy provide guidelines for action. Unfavorable and ambiguous policies or strategy may affect the functioning of the individuals adversely and they may experience stress. Thus, unfair and arbitrary performance evaluation, unrealistic job description, frequent reallocation of activities, rotating work shifts, ambiguous procedures, inflexible rules, inequality of incentives, etc., work as stressors. Organization wide policies designed to achieve major organizational objectives. Specifying all factors that compose the environment is a complex and perhaps unmanageable task. <br />• Focused Purpose <br />• Clearly defining short-term purpose <br />• Ensuring mission is realistic <br />• Serving the best interests of all stakeholders <br />• Defining a point of differentiation <br />• Future Perspective <br />• Clearly defining long-term outlook <br />• Appealing to the long-term interests of the company's stakeholders <br />• Providing a foundation for decision-making <br />Strategic Advantage <br />Competitive advantage is a key driver to forming an organizational strategy. Competitive advantage is clearly understood by all stakeholders. Employees clearly understand how their role supports the company's organizational strategy second key strategy element is External Assessment, which reflects an organization's approach to gathering and analyzing essential market data. Included in this data are developing competitive profiles, studying macro and micro economic information, identifying industry opportunities and threats, and understanding what it takes to be successful in a given market. <br />Strategy formulation<br />Strategy consists of a set of long-range decisions which establish actions to exploit opportunities or combat threats in response to environmental forces and developments. These decisions are the result of a complex decision-making process designed to establish organizational goals and long-range plans for resource allocation. Process involved in strategy formulation is the same as discussed in policy formulation; however, a major difficulty in the strategic decision process is the identifying and analysis the factors bearing on the problem. <br />Evaluation of a Strategy <br />There are, of course, many factors determining organization's success or failure. But a valid strategy can gain extraordinary results for the organization whose general level of competence is only average. <br />1. Internal Consistency: Internal consistency refers to the cumulative impact of individual policies on corporate goals, and in a well-worked out strategy, each policy fits into an integrated pattern. A strategy must be judged on the basis of its relationships to other policies and goals of the organization. <br />2. Consistency with the Environment: The strategy should be consistent with the environment, that is, this should make sense with respect to what is going on outside. Consistency with the environment has both static and dynamic aspects. In a static sense, it implies judging the strategy; with its suitability to the existing environment. <br />3. Appropriateness in the Light of Available Resources: The strategy should be appropriate in the light of available resources. Resources are those things that help an organization achieve its objectives. There are two basic issues which management must decide in relating strategy and resources. These are what the critical resources are? The three resources most frequently identified as critical are money, competence, and physical facilities. <br />4. Satisfactory Degree of Risk: Strategy and resources, taken together, determine the degree of risk which the organization is under taking. Thus, each organization must decide the degree of risk it can take. This, in turn, depends upon several factors. <br />5. Appropriate Time Horizon: A good strategy not only provides what objectives would be achieved, it also indicates when objective would be achieved. This is due to the fact that a significant part of every strategy is the time horizon on which it is based. In choosing an appropriate time horizon, the organization must pay careful attention to the goals being pursued. Goals have time-based utility and must be established far enough in advance to allow the organization to adjust to them. <br />6. Wort ability: The strategy must have enough degree of workability. The workability of a strategy can be measured in terms of results which are obtained. However, the results measure two factors: the strategy selected and the skill with which it is being executed. If the results are not up to standards, both these factors can be examined. <br />As an example, let us review the strategy of a medium-sized company “Apporva Electronics” involved in manufacturing and marketing electronic entertainment products. In terms of product/market scope the company has restricted itself to marketing of television sets in the Northern and Eastern regions of the country. In terms of future areas of growth, the compnay’s R&D division is involved in designing video cassette players and personal computers to be marketed in either Northern or East region markets. The company has evolved a competitive advantage in terms of an excellent after sales service not easily matched by any of its close competitors. Most of the key personnel in marketing and sales have been deployed in such a way that they contribute their maximum in various regions with high degree of autonomy and constitute the company’s distinctive competence. By seeking entry in the video cassette players and personal computers in the future the company would be using its existing distribution network thus creating marketing synergy.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0tag:blogger.com,1999:blog-3898395995075183906.post-58000972853160591872011-05-15T17:17:00.000+05:302011-05-15T17:18:52.743+05:30What skills do managers require at different levels of managerial responsibilities and why?<span style="font-weight:bold;">What skills do managers require at different levels of managerial responsibilities and why? Explain with suitable examples from any organization you are familiar with. Describe the organization you are referring to. </span><br /><br />In order to be effective, a manager must possess and continuously develop several essential skills. A successful practice of management depends upon such skills. Different writers suggest different types of skills required of managers. For example, Abraham Collier desires a manager to possess organizational skill so that be may view the enterprise in its complexity. Thus the following four types of skills are required of managers: <br />1. Technical Skill. Technical skill is the knowledge of and proficiency in the activities involving methods, processes, and procedures. Thus, it involves the ability to use the tools and specific techniques in a particular area of. Expertise (i.e., a specialized field). Technical skill is considered to be very crucial to the effectiveness follower level managers because they have direct contact with employees performing work activities within the enterprise. For example, the mechanics work with tools and therefore their supervisor should have the ability to teach them how to use these tools. <br />2. Human Skill. It is the/ability to work with, understand, motivate, and lead people either as individuals or as a work group. The manager needs compassion for human beings and an understanding of the human nature and attitudes so that optimum performance can be achieved by the subordinates. This kid nod of skill is cooperative effort. It is teamwork. It involves the creation of an environment in which people feel secure; they are free to express their opinion and to attempt creativity or innovation. <br />3. Conceptual Skill. It is the ability to see the 'big picture' of the whole organization; to recognize significant elements in a situation; to understand the relationship among these elements; and to coordinate or integrate the organization's interests and activities. If the ability to look at the organization as one whole system and to understand how a change in any given sub-system (part) of it, can affect the other sub-systems (parts) of the organization. Conceptual skill permits a manager to generalize solutions of problems with respect to specific situations. <br />4. Design Skill or Problem Solving Skill or Decision Making Skill. <br />If Skills Used at Different Managerial Levels Conceptual & Design skills <br />• Top Management <br />• Middle Management Human <br />• Skills Supervisory Management <br />Technical skills are of greatest importance at the supervisory level. Human skills are also helpful in the frequent interactions with subordinates. On the other hand, conceptual skills are usually not critical for managers at supervisory level. Then, at the middle management level, the need. For technical skills decreases; human skills are still essential; and the importance of conceptual skills increases. Then, at the tope management level, conceptual and design skills and human skills are especially valuable, but there is relatively little need for technical skills because it is assumed, especially in large companies, that chief executives can utilize the technical skills of their subordinates. However, in smaller firms, technical experience or abilities may still be quite important for the owner-top manager or the chief executive.<br />At Ryan Companies US Inc. in Minneapolis , admins can get a taste of managerial tasks by volunteering for a year-long post as one of three administrative coordinators for Administrative Manager Cindy Gross. In addition to their regular duties, the coordinators work directly with Gross supervising a core group of staff as team leader, training admins, sitting in on job interviews, and helping her make key decisions. “Once they’ve finished with their terms as administrative coordinators, not only can they see if they like that type of work, they also can take back what they’ve learned to their position,” she adds. “I’ve already seen some benefits. They understand the larger issues involved with company decisions and management. It also helps them with people skills and exposes them to different people in the organization.” Administrative staff at Ryan Companies also run their own internal committee on training and mentoring, selecting speakers and training programs that will help them pick up the skills they need, Gross adds. <br />However, admins can develop managerial skills on their own, and most admins pick up these skills on the job, says Annette Dubrouillet, president and owner of Continuum and a consultant, speaker, and personal coach who works regularly with admins. Her most important advice to today’s admin is to develop self-empowerment skills. “They have to be responsible for their own professional development, their own mental health within the position, their own skills, and not rely on their organization or their boss to do that for them,” she says. <br />Indeed, Hermann suggests that admins should take the initiative of informing their boss—diplomatically, of course—of managerial achievements. “No administrative assistant should assume that the boss knows or even understands the multitude of steps it takes to accomplish a given task or the difficulties overcome to create a success,” she says. “Come performance time, the boss of an office assistant should have a great deal of notes for reference in gauging performance over the course of a year.” Admins can also benefit from experience gained by others through creating an educational pool among colleagues, exchanging e-mails, sticky notes, training manuals, and conversation, Herrmann adds. Another way to pick up managerial skills on one’s own is subscribing to business and professional magazines.Anonymoushttp://www.blogger.com/profile/05041454345896847929noreply@blogger.com0