Extra Readings

1. Extra Readings Micromanagement and Macromanagement

2. Micromanagement and Macromanagement • Micromanagement • A management style where a manager closely observes or controls the work of their employees. • Macromanagement • A management style where a manager Leaves their employees with a lack of decision making, especially when the details of the job change and they need immediate assistance

3. Micromanagement and Macromanagement Solution • Efficient Management • Meaningfulness or significance of their job • Responsibility for outcomes • Feedback on the work performed

4. Staffing

5. Staffing Definition • It involves effective recruitment, selection, placement and development of people to occupy the roles in the organization structure • Staffing Needs: • Objectives • Job Designing • Grouping of Jobs

6. Recruitment and Selection • Job description – title, responsibilities, working condition • Application form • Employment test – physical appearance, innate abilities • Interview – personality, best candidate • Physical examination – to meet job requirement • Orientation – rules, sense of belonging

7. Human Recourse Development (HRD) • Is a process by which the employees of an organization are helped in continuous and planned way to: • Acquire capabilities required to perform various functions • Develop their capabilities and their inner potentials • Develop an organizational culture

8. Human Recourse Development (HRD) • Goal – Improve capabilities of employees and collaboration among different units. • Process – Every superior has the responsibility to insure the development of his subordinates • Performance coaching – Knowledge of one’s strength helps one to become effective • Philosophy – Career planning • Training – In house training programs + periodic assessments • Organizational Development (OD) • Periodic employees surveys • Research to ascertain the psychological health of the organization • Solve problems and conflicts

9. Conflicts Definition • Conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests • A conflict can be internal within oneself or external between two or more individuals

10. Types of Conflicts • Individual conflict • 2 or more motives block each other • Role Conflict • Individual performs a number of roles not consistent with expectations of self • Interpersonal conflict • Vertical – superior and subordination relationship • Horizontal – among persons at the hierarchical levels • Interagroup conflict • when people come form different social and economics background • Intergroup conflict • interaction among various group

11. Resolution Actions for Conflict • Problem – solving • Find a common interest • Avoidance • Withdraw or Conceal incompatibility • Smoothing • Playing down different while emphasizing common interest • Compromise • Confrontation

12. Area of Conflict • Regarding wage structure • Regarding working conditions • Regarding supervision • Regarding attitude of management

13. Directing

14. Directing • Leadership is the activity of influencing people to strive for group objectives. • Supervision • Close Supervisor • New worker • Reduces the worker effectiveness • General Supervisor • Gives the chance to develop their talents

15. Difference between Authority Power • Right of directing workers to do something • Tells the subordinates what to do • Ability to achieve expected outcomes • Gets the subordinates to do

16. Leadership Traits • Self confident • Warm • Intelligent • Sensitive • Sympathetic • Identify with goals • Good Listener

17. Paul Thornton's 3-c leadership model

18. Managerial Grid Model It is a tool to assess the leadership style developed by Blake and Mouton.

19. Tri-Dimensional Grid • Reddin added to Blake and Mouton and integrated the concept of leadership style with three dimensional. Tri-Dimensional Grid Task Orientation (To) Extent to which a manager to directs his subordinate to attain the goal Relationship Orientation (Ro) Extent to which a manager has personal relationship Effectiveness Extent to which the manager is successful in his position

20. Communication Communication is a human transaction Understanding is the the target in communicating Successful communication is the result of competent management. • Types of Communications: • Formal, Informal • Oral • Downward, Upward • Purpose: • Gain commitment • Provide data for decision • Clarify tasks and responsibilities

21. Communication Process General model of Communication Process Feedback Transmission of Message Thought Encoding Reception Decoding Understanding Noise

22. Motivation • Definition • Drive inner force – Objectives • Approach • Carrot • Money – Reward • Stick • Punishment

23. Maslow's Need Hierarchy

24. Herzberg’s Motivation – Hygiene Theory

25. Model and Theory in Motivation • McClelland's Three Needs Model • Achievement • Power • Affiliation • Vroom’s Valence-Expectancy Theory • Action Specific Outcomes • Motivation = Valence + Expectancy + Instrumentality

26. Controlling

27. Controlling To determine what is being accomplished To evaluate performance To apply corrective measures

28. Differences Planning Controlling • To Identify • Commitment • To action • Ensure that • Commitments are • Carried out

29. Control Process

30. Types of Control

31. Management Audit

32. Areas For Overall Controlling • Market standing of the enterprise • Innovation • Profitability • Materials acquisition and use • Employ performance • Capital and financial resources • Productivity • Physical resource

33. Control Reports

34. Control Reports Con’t • Controlling is applied by loss and profit • Income Statement - A financial statement that measures a company's financial performance over a specific accounting period • The higher the quality of managers and subordinates, the less will be the need for control