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MS-1 MGMT. FUNCTIONS BEHAVIOR SESSION PLAN

SESSION 1: ROLE OF A MANAGER . TASKSRESPONSIBILITIESSYSTEM

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MS-1 MGMT. FUNCTIONS BEHAVIOR SESSION PLAN

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    1. MS-1 MGMT. FUNCTIONS & BEHAVIOR SESSION PLAN SESSION 1 – ROLE OF A MANAGER. SESSION 2 – DECISION MAKING. SESSION 3 – ORGANIZATIONAL CLIMATE AND CHANGE. SESSION 4 – ORGANIZATIONAL STRUCTURE AND PROCESSES. SESSION 5 – BEHAVIOR DYNAMICS. SESSION 6 – MOCK TEST

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

    4. Characteristics of a Professional Manager Practice Management as a discipline Degree ? Experience ? Knowledge, Skill, Attitude Prime loyalty to organization Action in consensus with company’s objectives Responsible for performance Key words – Responsibility, Performance

    5. Managing Collecting & utilizing resources Resources – Money, Man, Material, Machines Optimal utilization Achieve pre-determined results

    6. Providing Purposeful Direction Top Management – Vision, Mission, Objectives, Department Division Heads – Align goals with apex goals Actions consistent with goals Case Study – Outsourcing of non core business

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

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

    9. Innovation Better value to customer Contact with customer Competitor activities

    10. Postponing Managerial Obsolescence Training – Incharge, Consultants, External KSA obsolescence

    11. Technical Obsolescence Production – Automation, Robotic Information Technology – Data banks, Real time access, ERP, DSS

    12. Relation with Society Segments Customers Labor & Job Market Banks & Institutions Vendors of Machine, Raw Material, Technology Local Govt. Authorities Wholesalers, Retailers Logistics

    13. Responsibilities of a Professional Manager Customers Shareholders Employees Suppliers Distribution & Retailers Industry & Competition Union Govt. Society

    14. Responsibilities Towards Customers Need of customer Quality of product / service Price Quality Parameters – Design, Raw material, safety, purity, hygiene, aesthetics Quality Standards – ISO, ISI Activity A

    15. Responsibility Towards Shareholders Security of shareholders capital Profit on capital employed Dividends Information on decisions, activities, results – AGM, Balance Sheets

    16. Responsibility Towards Employees Human Capital Assets Wages & Salaries Statutory obligations Benchmark of C & B Growth HSE People – Process – Technology

    17. Responsibility Towards Suppliers Symbiotic Relation Partners in success Mutual Growth at survival Vendors, Banks, Advertisers Example – Auto Industry Activity C

    18. Responsibility Towards Society Physical Environment – Gas, pollution, toxic wastes Ecology – Flora & Fauna Long Term Harm on Environment Degrading Global warming, Ozone, Green house Education, Med. Facilities Disaster Management

    19. MANAGEMENT SYSTEMS & PROCESSES

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

    21. OPEN SYSTEM VS CLOSED SYSTEM

    22. Firm as an Open System

    23. MIS Collection, process & dissemination of information DSS Timely, Accurate, Relevant

    24. Levels of Management & MIS Level Decision Requirement of Information Top Non programmable, Environment Long Term, Strategic Middle Operational decisions Dept. level Operating Programmable Control information

    25. Management Processes Planning Controlling Organizing Leading Decision Making

    26. Planning Process Making Choices Committing Resources Time Horizon Components of Effective Plan Top to Bottom approach Flexible Detailed plan Short term – Long term Responsibility of Implementation

    27. Controlling Process Check progress of plan Correct deviations Designing a Control Process Bench Mark & Standards Measurement Correcting Deviations Activity D

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

    29. Motivating & Leading Motives leads to behavior Motivation or Hygiene factor Stage of career Activity – Managing vs Leadership

    30. Decision Making Defining the problem Alternatives Evaluation Making a choice Follow up (Implementation) Feedback

    31. MANAGERIAL SKILLS Planning Organizing Leading Controlling Decision Making 5 W and 1 H

    32. Planning Skills Think Ahead Forecast Environment Trends State Objectives Choose Strategies Performance Criteria

    33. Organizing Skills Analyze & Describe jobs Select, train & induct people Working Links – Structure, roles, responsibility, accountability, authority Flexibility to change working skills Activity

    34. Leading Skills Individuation – Values, Personality, Perception, Attitude Values – Conviction Personality – Traits, characteristics, types Perception – Interpretation Attitude – Cognitive – Beliefs, Ideals Affective – Feelings Behavioral – Seen

    35. Leadership in Action Experience, Confidence, Communication Perception (People & Situation) Assess situation & behavior Influence Tasking

    36. Controlling Skills Planning Organizing Leading Controlling Feedback Performance Decision Making Activity - A

    37. Levels of Managers Top Middle Operating Level

    38. Managerial Skills at Various Levels Level Skills Top Conceptual Middle Human Technical Operating

    39. Role of Top Level Manager in Institution Building Identity Creating Enabling Synergizing Balancing (Creativity - Conformity) Linkage Building Futuristic Impact Making Super Ordination

    40. Skills of a Top Level Manager Team Building at Middle Management Level Monitoring & Reviewing functioning Reward competence & dedication Boundary Management Involvement & Detachment

    41. MS – 1 MGT. FUNCTIONS & BEHAVIOR SESSION - 2 DECISION MAKING Organizational context of decision Decision Making Models Decision Making Techniques & Processes MBO

    42. ORGANIZATIONAL CONTEXT Mission Objectives Goals Strategy Policy Programs Procedures Processes

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

    44. OBJECTIVES Action orientation Open Ended – Maximize, Optimize, Minimize Level / Division based

    45. GOALS SMART S – SPECIFIC, STRETCHABLE M – MEASURABLE A – ACHIEVABLE, ATTAINABLE R – REALISTIC T – TIME BOUND

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

    47. POLICY Consistency of decisions Recurrent decisions Compatible decisions Decisions over time Delegation Avoid adhoc / arbitrary decisions Examples – Markets, Finance, Personnel, Production

    48. PROGRAMS ACTIVITIES DERIVED FROM POLICY Example – Production Policy

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

    50. DECISION MAKING Phases/ Process Types Models

    51. Decision Making Process Identify Problem Alternative courses of action Evaluation Choice

    52. TYPES OF MANAGERIAL DECISIONS Personal and Organizational Decisions Basic and Routine Decisions Basic – Unique, one time, long range, strategic, high risk, high investment, top management Routine – Repetitive, 90% Programmed & Non Programmed Programmed – Routine, Repetition Non Programmed – Unique, one time

    53. Complexity & Outcome of Decisions

    54. Decision Making States of Nature Knowledge Outcome Certainty Yes Known Risk Little / Doubtful Many, Probability Known Uncertainty No Unknown

    55. Models of Decision Making Process Econologic or Economic Man Bounded Rationality or Admin. Man Implicit Favorite or Games Man

    56. Economic Man Model (Behling, Schriesheim) Define Develop Determine Problem Alternatives outcomes Discover of Each Symptoms Alternative of Problems Develop Select Best Criteria Alternative Implement Assumption People economically rational People attempt to maximize outcomes People have complete information People can recall & use information

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

    58. Games Model (Soelberg) Non Programmed Decisions Intuitive followed by logical support Set Identify Compare & Identify Establish Goal Implicit Rank Implicitly Confirmation Decision Favorite Rejected Candidate Rule or Alternatives Criteria Rule Justifies Favorite Act Announce Decision Activity – Change Job

    59. Decision Making Techniques & Process Techniques Individual vs Group Barriers & Overcoming Barriers

    60. Identification of Alternatives Brainstorming Synectics Nominal Grouping Creative Thinking

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

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

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

    64. CREATIVE THINKING STAGES Preparation – Conscious, Problem Definition, Idea Generation, Analyzing Latent – Unconscious, sleep over the problem Presentation – Conscious – Testing Idea against criteria

    65. Evaluation of Alternatives Intuitive OR – Pay off matrix, decision trees, Queuing Theory, Simulation, Linear programming

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

    67. BARRIERS TO EFFECTIVE DECISION MAKING Evaluate before investigation Previous experience Tendency to use stereotyped solution Deal with problems at face value Confuse symptoms with problem Overlook complex problem Act before thinking

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

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

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

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

    72. CAUSES OF FAILURE OF MBO Top Management Support/ Commitment Inadequate planning Inadequate information Inadequate training Short time horizon Over emphasis on appraisal

    73. MS – 1 Management Functions & Behavior SESSION - 3 ORGANIZATION CLIMATE & CHANGE Culture Conflict Change

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

    75. DIMENSIONS OF OC Individual Autonomy – decision making, accountability, self management Structure – centralization, supervision, formalization Reward Orientation - Performance based Consideration, warmth & support – Team spirit Conflict – Confrontation Progressive & Development Risk taking Control

    76. DETERMINANTS OF OC Economic conditions – Risk taking, control, progressive & development Leadership style Organizational policies Managerial values Organizational structure – Authoritative, consultative, participative Characteristics of members Size Society Industry

    77. RELATION BETWEEN OC & ETHOS ETHOS DETERMINANTS DIMENSION OC SOCIALIZATION

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

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

    80. ORGANIZATIONAL GROWTH

    81. CHANGE PROCESS UNFREEZING MOVING REFREEZING Identify Need Individual Reinforcement Group Driving Force Task Finding Fits Structure Reduce Resistance Technology Maintaining Fits

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

    83. Resistance to Change Personality factors Homoeostasis Habit Primacy Selective perception & retention Dependence Super Ego Self distrust Insecurity & regression Social Factors Conformity Cultural coherence Vested interest Sacrosanct Rejection of outsiders

    84. STRATEGIES FOR IMPLEMENTING CHANGE Top Down Bottom Up Contingency

    85. MS-1 MANAGEMENT FUNCTIONS & BEHAVIOR SESSION – 4 ORG. STRUCTURE & PROCESSES Structure & Design Communication Planning Controlling Delegation & Coordination

    86. ORGANIZATION STRUCTURE Formal Established Pattern & Relationship Elements Chart & JDs, decentralization, level, span Differentiation – Product, Function, Loc, Customers Integration Authority – Power, status, hierarchy Admin – Policies, procedures, controls Communication network

    87. ACTIVITY – DESIGNING A TELECOM SERVICE ORGANIZATION

    88. COMMUNICATION Verbal Non Verbal Written Meetings, Discussions, Presentation

    89. BARRIERS TO EFFECTIVE COMMUNICATION Individual Perception Assumption Semantic Language Culture Psychological Feeling, Emotions, Halo Filter, Selective Organizational Structure, Hierarchy, Relationships Rules, Regulation

    90. EFFECTIVE COMMUNICATION Single, Direct Language Face to Face Feedback Listen Environment Non Verbal Structures – Flat

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

    92. CONTROL FEED BACK - LAG MEASURES REAL TIME FEED FORWARD - LEAD MEASURES

    93. METHODS OF CONTROL Constant Self Group Rules, Regulation Periodic MIS Audit, Budgets Occasional Special Reports Project control Observation

    94. OPTIONS IN CONTROL DESIGN Centralized vs Delegation Formal vs Informal Direct vs Indirect

    95. Strategies of Control Personal Centralized Bureaucratic Output control RAA Semi Autonomy Performance Cultural Control Loyalty to Goals Semi Autonomy Selection, Training & Development Unique culture

    96. ELEMENTS OF DELEGATION Responsibility Authority Accountability

    97. Centralized vs Decentralization Coordination Balance between functions – Differentiation, Integration Cost Time Emergency

    98. SIGNS OF MIS COORDINATION Conflicts Committees Overloaded Top Management Red Tape Empire Building Complaints

    99. MS-1 Mgt. Functions & Behavior SESSION – 5 BEHAVIOR DYNAMICS Interpersonal Relations Leadership styles Group dynamics

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

    101. STAGES OF DEVELOPING INTERPERSONAL RELATIONSHIP First Impression – Poise Articulation, Dress, Attitude, Knowledge, Thoughtful, Self Confidence Developing Mutual Expectations Character Based – Integrity, Motive, Openvers, Consistency, Direction Competence Based – Technical, Interpersonal Judgment Based – Business Sense, Interpersonal judgment Honoring Psychological Contracts Developing Trust & Influence

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

    103. JOHARI WINDOW KNOWN TO SELF UNKNOWN TO SELF

    104. LEADERSHIP STYLE Authoritarian Democratic Laissez-faire

    105. Managerial Grid Theory (Blake & Moutony) Task Oriented People Oriented Compromise Task & People Oriented

    106. GROUP Security Belongingness Esteem & Growth

    107. COMMITTEES (FORMAL GROUP) Exchange views and information Recommending Ideas Making Ideas Making Decisions

    108. WORK GROUPS (INFORMAL GROUPS ) Group Norms (Flexible) Group Leader (Lateral) Group Goals Group Cohesiveness Group Productivity

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