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APPETIZER

APPETIZER. FOOD FOR THOUGHTS. SOME BASIC INFO ON MANAGEMENT. LET’S FOLLOW TWO WAY TRAFFIC. YOUR ATTENTION WILL MAKE THE TASK EASIER. REST ASSURE IT IS A DEVIATION FROM CONVENTIONAL LECTURING. PRESENTATION WILL MAKE YOU COMFORTABLE BY LENDING YOUR EARS WITH FOCUSED ATTENTION. ENGINEER.

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APPETIZER

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  1. APPETIZER • FOOD FOR THOUGHTS • SOME BASIC INFO ON MANAGEMENT • LET’S FOLLOW TWO WAY TRAFFIC • YOUR ATTENTION WILL MAKE THE TASK EASIER • REST ASSURE IT IS A DEVIATION FROM CONVENTIONAL LECTURING • PRESENTATION WILL MAKE YOU COMFORTABLE BY LENDING YOUR EARS WITH FOCUSED ATTENTION

  2. ENGINEER Someone who is trained in the field of engineering, or someone who works closely with machines or engines. He generally engaged in the design of machine and a process, its operation and maintenance. Its mostly technology oriented and applies scientific methods. MANAGER He is engineer plus and deals both with machines, material and men to produce surplus under the given inputs or resources.

  3. LEADER Someone who influences the behaviour of others. The managers are leader plus. The way a leader influences the behaviour of others are called the types/styles. TYPES OF LEADERS DEMOCRATIC OR PARTICIPATIVE Looks to the group for the development of ideas as proposals in order to accomplish the goals of the groups, here, decision making is based on group consensus.

  4. AUTHORITARIAN OR AUTOCRATIC Makes all decisions that effect the group and simply orders others to carry out these decisions. LAISSEZ-FAIRE The leader usually has other interest and a hands off approach towards directing group activities and goals. These leaders are extremely passive and the direction that the group takes is not their main priority.

  5. KNOWLEDGE IS POWER • POWER VS AUTHORITY (RIGHT OF ORGANIZATION) • EMPOWERMENT (OVERALL GOAL OF LIFE) • POSSIBLE ONLY THROUGH DIVERSIFICATION AT A PACE FASTER THAN THE CHANGING WORLD. • ENGINEER (NORMALLY RIGID TO ACCEPT CHANGE) • GENERALIST (FLEXIBLE - OPEN TO CHANGE) • LEADER (KNOWS HOW TO LEAD IN A CHANGED SENARIO) • MANAGER ( ALWAYS OPEN TO VARIOUS WAYS OF DOING A TASK – CHOOSES THE BEST WITHOUT SHORT CUT. • EACH HUMAN BEING IS A STORE OF IDEAS, FEELINGS AND ACTIONS AND IS A UNIQUE PERSONALITY DISTINCTLY DIFFERENT FROM OTHERS • INTERACTION WITHOUT CONFLICT NEEDS SYNCHRONIZATION OF ALL PARAMETERS INTERSEE. • EVEN BRAIN HAS TWO APPARTMENTS – LOGICAL & EMOTIONAL

  6. MANAGERIAL GRID

  7. LEADERSHIP QUALITIES • Honest; • Disciplined; • Capable to lead; • Self-integrity; • Hard working. • Result oriented. • Decision Maker. • Concern for others (empathy) • Competent. • Communication skills; • Set own’s example; • Patience. • Perseverance; • Dedicated; • Straight-forward. • Tolerance for ambiguity; • Quality to train others; • Maneaourability in crisis situations; • Sincerity for cause; • Impressive and pleasant personality.

  8. Open Frank Exchange of Views. • Decent and polite; • Sympathiser. • Pains taker. • Friendliness. • Consultation with subordinate. • Supportiveness. • Representation of Subordinate Interest. • Vision • Good planner • Ability to motivate • Moves with the heart • Beat of others.

  9. BASIC FUNCTIONS OF MANAGER

  10. Sender/Encoder External Environment Internal stimuli (experiences, attitudes, skills) Perception Idea encoding Symbol decisionsSending mechanisms Receiver/Decoder External Environment Internal stimuli (experiences, attitudes, skills) Receptor mechanisms Perception Idea interpretation MessageVerbal, nonverbal Channel/Medium FeedbackVerbal, nonverbal STEPS OF COMMUNICATION PROCESS • HUMAN CAPACITY TO SPEAK 85 WORDS PER MINUTE. • HUMAN CAPACITY TO LISTEN 950 WORDS PER MINUTE.

  11. PR Oriented (+) GOOD & SERVICES INDUSTRY TRADING Task Oriented (-) (+) NON-EXECUTIVE POSITIONS MANUFACTURING RESEARCH & DEVELOPMENT COMPUTER SCIENCES (-) INDIVIDUAL DOMINANT BEHAVIOR & RECOMMENDED ORGANIZATIONS

  12. IMPORTANT TEXT ORIENTED EMERGENT SITUATIONS (HOSPITAL, MINES, AIR CRASH) POLICY MAKING NON-URGENT URGENT TIME RELATED UNCONTROLLABLE CALLS BY NATURE LEISURE & PLEASURE (TV- GAMES) UN-IMPORTANT RESOLVING THE STATUS CONFLICTING SITUATION

  13. Society's Response Availability of Indigenous trained persons (+) -FLOW -PROGRESSIVE -SPECIALIZATION -THRUST ON LIFE-STYLE- -FRUSTRATION -HIGH COMPETITION -BRAIN DRAIN -LOW WAGES -FOCUS ON LIFE -LOW -INDIVIDUAL JOB SECURITY RESEARCH & DEV. Needs Activities Opport-unities (Pak-India-B.D.) (U.K. Japan Germany Norway) (-) (+) -NO COMPETITION - HIGH WAGES -WINDOW-OPEN FOR IMMIGRANTS -JOB-DIVERSITY -JOB-JUMPING -THRUST ON LIFE STYLES STATUS QUE NON-PROGRESSIVE LOW MAJOR THRUST ON LIFE (Afghanistan) (Canada-Australia) (-)

  14. THANK YOU AND STAY TOGETHER

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