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Extra Readings . Micromanagement and Macromanagement. Micromanagement and Macromanagement . Micromanagement A management style where a manager closely observes or controls the work of their employees. Macromanagement - PowerPoint PPT Presentation
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Micromanagement and Macromanagement
Extra Readings
1
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
Micromanagement and Macromanagement Solution
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Macromanagement
Micromanagement
•Meaningfulness or significance of their job•Responsibility for outcomes•Feedback on the work performed
Efficient Management
Staffing
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Staffing Definition
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• 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
Recruitment and Selection
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1. Job description – title, responsibilities, working condition
2. Application form3. Employment test – physical appearance, innate
abilities
4. Interview – personality, best candidate
5. Physical examination – to meet job requirement
6. Orientation – rules, sense of belonging
Human Recourse Development (HRD)
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• 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
Human Recourse Development (HRD)
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• 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
Conflicts Definition
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• 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
Types of Conflicts
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1. Individual conflict • 2 or more motives block each other
2. Role Conflict • Individual performs a number of roles not consistent with expectations of
self
3. Interpersonal conflict • Vertical – superior and subordination relationship• Horizontal – among persons at the hierarchical levels
4. Interagroup conflict• when people come form different social and economics background
5. Intergroup conflict • interaction among various group
Resolution Actions for Conflict 1. Problem – solving
• Find a common interest
2. Avoidance• Withdraw or Conceal
incompatibility
3. Smoothing• Playing down different
while emphasizing common interest
4. Compromise5. Confrontation
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Area of Conflict
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• Regarding wage structure • Regarding working conditions • Regarding supervision • Regarding attitude of management
Directing
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Directing
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• 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
Difference between
• Right of directing workers to do something
• Tells the subordinates what to do
• Ability to achieve expected outcomes
• Gets the subordinates to do
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Authority Power
Leadership Traits
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• Self confident• Warm• Intelligent• Sensitive • Sympathetic • Identify with goals• Good Listener
Paul Thornton's 3-c leadership model
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Presenting Challenge
Providing Coaching
Building Confidence
Managerial Grid Model
• It is a tool to assess the leadership style developed by Blake and Mouton.
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Job Employee
Style (1,1) Low Low
Style (1,9) Low High
Style (9,1) High Low
Style (9,9) High High
Style (5,5) Middle Middle
Tri-Dimensional Grid
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• Reddin added to Blake and Mouton and integrated the concept of leadership style with three dimensional.
Tri-Dimensional Grid
EffectivenessExtent to which the manager
is successful in his position
Relationship Orientation
(Ro)Extent to which a manager
has personal relationship
Task Orientation(To)
Extent to which a manager to directs his subordinate to
attain the goal
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
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Communication Process
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General model of Communication Process
Who says what
In which
channel
To who
m
With what effect
Transmission of Message
Feedback
Noise
UnderstandingDecodingReception
Encoding
Thought
Motivation
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•Definition–Drive inner force – Objectives
•Approach .ACarrot
•Money – Reward
.BStick•Punishment
Maslow's Need Hierarchy
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Need f
or
Self-
Actualizati
on
Estee
m
needs
Affiliation or acceptance needs
Security or Safety needs
Physiological needs
Herzberg’s Motivation – Hygiene Theory
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Hygiene Factors
Dissatisfaction•Money•Personal Life•Working Conditions•Working Relationships
Model and Theory in Motivation
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• McClelland's Three Needs Model• Achievement• Power• Affiliation
• Vroom’s Valence-Expectancy Theory• Action Specific Outcomes• Motivation = Valence + Expectancy + Instrumentality
Controlling
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Controlling • To determine what is
being accomplished • To evaluate
performance • To apply corrective
measures
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Differences
• To Identify • Commitment• To action
• Ensure that • Commitments are• Carried out
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Planning Controlling
Control Process
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MeasuringPerformance
Comparing Performance with
StandardCorrecting Deviation
Types of Control
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Preliminary Control
•Unify the understanding of policies and procedures
Concurrent Control •Right quantity of right product at right time
Feedback Control
•Data gathered for better results and corrections
Management Audit
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External •Investigate other firms for merger and competition
Internal •Periodic assessment past, present and future
Areas For Overall Controlling
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• Market standing of the enterprise • Innovation• Profitability • Materials acquisition and use• Employ performance • Capital and financial resources• Productivity • Physical resource
Control Reports
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Balance SheetAn important accountant document showing the financial picture of the company at a given moment
Assets•Items owned by the
company
Liabilities •Amounts owed to
various creditors
Shareholder’s Equity•Amounts accruing to
corporation’s owners
Control Reports Con’t
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• 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