PRINCIPLES OF MANAGEMENT UNIT3PART1VITvishwakarmafe.weebly.com/.../principles_of_management_unit3part1vit.pdfPRINCIPLES OF MANAGEMENT UNIT NO III PART 1 COMMUNICATION STAFFING, TRAINING

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VIT PUNE

INTRODUCTION TO

PRINCIPLES OF MANAGEMENT

UNIT NO IIIPART 1

COMMUNICATIONSTAFFING, TRAINING & DEVELOPMENT

(4 hours)

BY S.G.JOSHI

TECHNICAL ADVISOR & MANAGEMENT CONSULTANT

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This is the Proprietary document of S G Joshi T A & M C

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COMMUNICATION

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COMMUNICATION

DEFINED AS “EXCHANGE OF FACTS, IDEAS, OPINIONS OR EMOTIONS BY TWO OR MORE PERSONS” – BY NEWMAN & SUMMER

“SUM OF ALL, A PERSON DOES WHEN HE WANTS TO CREATE AN UNDERSTANDING IN THE MINDS OF OTHER PERSONS” – BY ALLEN LOUIS

“PROCESS OF PASSING INFORMATION AND UNDERSTANDING FROM ONE PERSON TO ANOTHER”

“CORRECT UNDERSTANDING AND INTERPRETATION OF INFORMATION IS VERY IMPORTANT”. ”COMMUNICATION IS NOT MERELY TRANSMISSION OF INFORMATION”

IF THE INFORMATION IS NOT UNDERSTOOD BY RECEIVER, IN THE SAME

MEANING IN WHICH THE SENDER WANTS HIM TO UNDERSTAND, THE PURPOSE OF THAT COMMUNICATION IS DEFEATED. THIS CAN RESULT IN CONFUSION, CHAOS – HENCE ORGANISATIONAL INEFFICIENCY – AND HENCE NON ACHIEVEMENT OF ORGANISATIONAL GOALS, OBJECTIVES, VISION, MISSION, VALUES.

IT IS NOT TO GET SOMETHING OFF THE MIND OF TRANSMITTER, BUT ALSO TO GET SOMETHING INTO THE MIND OF THE RECEIVER

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COMMUNICATION

PURPOSES OF COMMUNICATION & ITS IMPORTANCE

THEY CAN BE LISTED AS UNDER.

(1) NEEDED IN RECRUITMENT PROCESS – THE MERITS OF WORKING FOR AN ENTERPRISE AND ITS ORGANISATIONAL STRUCTURE POLICIES, PRACTICES ARE COMMUNICATED TO POTENTIAL EMPLOYEES

DURING RECRUITMENT PROCESS.

(2) NEEDED IN ORIENTATION – TO ORIENT & ACQUAINT PEOPLE WITH

PEERS, SUPERIORS AND SUBORDINATES, COMPANY RULES & REGULATIONS, COMMUNICATION IS NEEDED.

(3) NEEDED FOR PROPER FUNCTIONING. – TO ENABLE EMPLOYEES

PERFORM THEIR FUNCTIONS EFFECTIVELY, COMMUNICATION

REGARDING JOB’S RELATIONSHIP WITH THE OVERALL ORGANISATIONAL OPERATIONS & GOALS IS NEEDED.- A NURSE WILL DEVELOP AN IDEALOGICAL COMMITMENT TO THE HOSPITAL IF SHE KNOWS WHY SHE IS SUPPOSED TO FOLLOW A CERTAIN PROCEDURE WITH PATIENTS AND HOW IT RELATES TO THE TOTAL THERAPY

PROGRAMME.

(4) NEEDED FOR EVALUATION OF CONTRIBUTION – IT IS A MATTER OF

MOTIVATIONAL IMPORTANCE FOR SUBORDINATE TO HEAR FROM HIS SUPERIOR, HOW WELL THEY DO & HOW BRIGHT IS THERE FUTURE.

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COMMUNICATION


THEY CAN BE LISTED AS UNDER. (Continued)

(5) NEEDED TO TEACH PERSONAL SAFETY – THIS HELPS IN REDUCING ACCIDENTS AT WORK PLACE. THIS REDUCES COMPENSATION COSTS AND LEGAL COSTS AND ALSO RECRUITMENT & TRAINING COSTS FOR THE REPLACEMENTS.

(6) NEEDED TO PROJECT THE IMAGE – A GOOD COMMUNICATION ABOUT THE GOALS, ACTIVITIES AND ACCOMPLISHMENTS OF AN ENTERPRISE TO ELITE GROUPS AND SOCIETY AT LARGE, CAN CREATE A WIDER PUBLIC SUPPORT TO THE ENTERPRISE – 1982 BLOW OUT AT BOMBAY HIGH ; ONGC KEPT THE ENTIRE COUNTRY INFORMED ABOUT THE STEPS BEING TAKEN TO COMBAT THE CRISIS – CONTRAST TO THIS. BHOPAL GAS LEAK – UNION CARBIDE DID NOTHING TO RESHAPE ITS

TARNISHED IMAGE

(7) NEEDED TO HELP DECISION MAKING – BY CHOICE MANAGER MUST MAKE ARRANGEMENTS, SUCH THAT ONLY “ESSENTIAL “ & “USEFUL”INFORMATION REACHES HIM.

(8) NEEDED TO ACHIEVE CO ORDINATION – CO ORDINATION AMONG DEPARTMENTS TO WORK WITH A SYSTEMS APPROACH FOR THE NOBLE CAUSE OF ACHIEVING ORGANISATIONAL GOALS IS NEEDED

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COMMUNICATION


THEY CAN BE LISTED AS UNDER. (Continued)

(9) NEEDED FOR CO OPERATION & INDUSTRIAL PEACE. – MOST INDUSTRIAL DISPUTES OCCURE BECAUSE OF LACK OF OR IMPROPER COMMUNICATION

(10) NEEDED FOR INCREASING MANAGEIAL EFFICIENCY.- AMONG OTHER THINGS SUCCESS OF MANAGER LARGELY DEPENDS ON HIS

COMMUNICATION SKILLS.

TO SUM UP – SUCCESS OF COMMUNICATION LARGELY DEPENDS ON PROVIDING INFORMATION & UNDERSTANDING, NECESSARY FOR GROUP

EFFORT (SKILL TO WORK) & PROVIDE ATTITUDES NECESSARY FOR

MOTIVATION, COOPERATION & JOB SATISFACTION (WILL TO WORK)

AFTER 1930 AS A CONCLUSION OF “HOWTHORNE EXPERIMENTS” EVERY

ONE REALISED THAT BUSINESS UNIT IS NOT ONLY A TECHNICAL & A FORMAL STRUCTURE, BUT IT IS A SYSTEM OF SOCIAL STRUCTURE. THIS

SYSTEM INVOLVES WORKING OF PEOPLE AT VARIOUS LEVELS TOGETHER. A PROPER COMMUNICATION AMONG THESE VARIOUS

LEVELS IS NEEDED FOR ORGANISATIONAL GOALS. IF COMMUNICATION STOPS, ORGANISED ACTION COMES TO AN END

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COMMUNICATION

FORMAL COMMUNICATION

MOST OF THE COMMUNICATIONS IN AN ORGANISATION ARE FORMAL

AND THEY FLOW THROUGH FORMALLY ESTABLISHED CHANNELS

FORMAL COMMUNICATIONS FLOW IN FOUR DIRECTIONS – DOWNWARD, UPWARD, HORIZONTAL OR LATERAL AND EXTERNAL

• DOWNWARD – COMMUNICATION FLOWING FROM SUPERIOR TO

SUBORDINATE IS CALLED DOWNWARD. USED FOR DIRECTING THE SUBORDINATE, FOR DEFINING GOALS FOR SUBORDINATE, FOR EXPRESSING EXPECTATIONS FROM HIM AND EXPLAINING TO HIM THE VARIOUS ALTERNATIVE RECOURSES AVAILABLE AND GIVING HIM FEED BACK, HOW THEY ARE DOING.

• ORDERS, POSTERS, BULLETINS, NOTICE BOARDS, ELECTRONIC DISPLAY BOARDS, COMPANY PERIODICALS, INFORMATION BOOKS/BOOKLETS, PA

SYSTEMS, ANNUAL REPORTS, GRAPEVINE ARE THE MEANS USED FOR DOWNWARD COMMUNICATIONS.

• JAPANESE EXTENSIVELY USE KANBAN (CARD SYSTEM), SUNRISE MEETINGS

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COMMUNICATION

FORMAL COMMUNICATION (Continued)

• UPWARD – COMMUNICATIONS FLOWING FROM SUBORDINATES TO SUPERIORS ARE ALL UPWARD COMMUNICATIONS. GENERALLY USED FOR FEEDBACK ON THE RESULTS AS WELL AS FEED BACK ON HOW FAR THE DOWNWARD COMMUNICATION HAS SUCCESSFULLY REACHED AND UNDERSTOOD. GRIEVANCES, SUGGESTIONS WILL FLOW UPWARD FROM SUBORDINATES TO TOP MANAGEMENT.

• HORIZONTAL OR LATERAL - ALSO KNOWN AS CROSS WIRE COMMUNICATIONS. IT IS BETWEEN SUBORDINATES OF THE SAME LEVEL. PRODUCTION FOREMAN & MAINTENANCE FOREMAN COMMUNICATE DIRECTLY WITHOUT ALWAYS GOING THROUGH THEIR RESPECTIVE

MANAGERS.

• EXTERNAL COMMUNICATION – COMMUNICATIONS WITH EXTERNAL STAKEHOLDERS LIKE CUSTOMER, MATERIAL SUPPLIERS & SERVICE PROVIDERS, GOVT. DEPTs, COMPETITORS, TRADE UNIONS, FINANCIAIAL

INSTITUTIONS. COMMUNICATIONS WITH THEM AIM TO BUILD COMPAN’S

IMAGE AND INFLUENCE COMPANY’S POLICIES AND DECISIONS , GENERALLY IN COMPANY’S FAVOUR.

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COMMUNICATION

FORMS OF COMMUNICATION

THREE BROAD FORMS OF COMMUNICATION ORAL; WRITTEN; NON VERBAL

• ORAL – ALSO KNOWN AS VERBAL COMMUNICATION.

INFORMATION GIVEN DIRECTLY FACE TO FACE, THROUGH

TELEPHONE / INTERCOM

IN MEETINGS, LECTURES, INTERVIEWS, CONFERENCE

COMMUNICATION IS ORAL

IT SAVES TIME & MONEY, DUE TO PERSONAL TOUCH, IT IS MORE

EFFECTIVE, DOUBTS CAN BE CLARIFIED FACE TO FACE & ON

THE SPOT, EFFECTIVE USE OF BODY LANGUAGE CAN BE DONE

ADVANTAGES OF FACE TO FACE DISCUSSIONS CAN NOT BE

ENJOYED IF THE DISTANCE IS TOO FAR. IF PERMENANT

RECORDS ARE NEEDED, ORAL COMMUNICATION IS NOT USEFUL.

IF COMMUNICATOR IS WEAK IN COMMUNICATION, IT CAN BE

MISUNDERSTOOD.

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COMMUNICATION

FORMS OF COMMUNICATION (Continued)

• WRITTEN – THIS IS IN BLACK & WHITE

• IT CAN TAKE FORM OF REPORTS, STATEMENTS, CIRCULARS, NOTES, MANUALS, HANDBOOKS, LETTERS, MEMOS ETC.

• SUITABILITY FOR LENGTHY COMMUNICATION, SUITABILITY WHEN

CONCERNED PARTIES ARE FAR AWAY FROM EACH OTHER, SUITABILITY AS PERMENANT RECORD, AVAILABILITY AS A SOLID BASE FOR TAKING

ACTION AGAINST INSUBORDINATION. ARE SOME OF THE MERITS OF WRITTEN COMMUNICATION.

• TIME TAKEN FOR PREPARING A PERFECT DOCUMENT, WRITTEN TO TAKE

CARE OF ALL POSSIBLE CONTINGENCY SITUATIONS WILL BE MORE. KEEPING SECRECY ABOUT SUCH COMMUNICATION IS DIFFICULT. IN WRITTEN COMMUNICATION, THERE IS NO SCOPE FOR FACE TO FACE DISCUSSIONS. POORLY WRITTEN MESSAGES FOLLOWED BY WRITTEN &

ORAL MODIFICATIONS CAN CREATE A LOT OF CONFUSION

• NON VERBAL – ALL OF US SEND CLUES ABOUT OUR FEELINGS, NOT BY WHAT WE SAY, BUT BY WHAT WE DO. THIS IS CALLED NON VERBAL

COMMUNICATION. MOST OF IT IS EXPRESSED THROUGH, BODY

LANGUAGE, FACIAL EXPRESSIONS, POSTURES, GECTURES ETC.

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COMMUNICATIONINFORMAL COMMUNICATION

(GRAPEVINE)

• ON THE ACTIVITIES OF INFORMAL ORGANISATION IS INFORMAL COMMUNICATION, WHICH IS ALSO KNOWN AS “GRAPEVINE”

• THIS STRUCTURELSS COMMUNICATION NETWORK FLOURISHES IN EVERY ORGANISATION, BECAUSE, COMMUNICATION IS A NATURAL TENDENCY OF HUMAN BEINGS.

• PEOPLE IN THE ORGANISATION, WHO KNOW EACH OTHER, TALK INFORMALLY AND “ORGANISATION” BEING A SUBJECT COMMON TO BOTH OF THEM, NATURALLY THEY TALK ABOUT HAPPENINGS IN THE

ORGANISATION.

• THE GRAPEVINE CARRIES TWO TYPES OF INFORMATION (1) WORK RELATED (2) PEOPLE RELATED.

• WHEN EMPLOYEES ARE NOT KEPT WELL INFORMED THROUGH FORMAL

CHANNELS OF COMMUNICATION, THEY TRY TO SEEK INFORMATION FROM GRAPEVINE.

• THEY ALSO LIKE TO KNOW ABOUT PEOPLE THEY WORK WITH. GRAPEVINE GENERALLY CARRIES THE TYPE OF PEOPLE RELATED INFORMATION WHICH IS NOT PUT ON OFFICIAL CHANNELS OF COMMUNICATION

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(GRAPEVINE) (Continued)

SOME CHARACTERISTICS OF GRAPEVINE.

(1) MOST OF the GRAPEVINE INFORMATION IS ORAL AND IT TRAVELS AT A

REMARKABLE SPEED. BUT THESE DAYS PEOPLE CAN USE e-MAIL OR SMS

OR TELEPRINTER OR FAX TO QUICKLY TRANSMIT INFORMATION. SO IT IS LIKELY THAT SOME TIMES GRAPEVINE INFORMATION CAN BE IN WRITTEN

FORM.

(2) GRAPEVINE INFORMATION TRAVELS BY CHAIN OF CLUSTERS.

(3) RESEARCH ON ACCURACY OF GRAPEVINE INFORMATION HAS SHOWN THAT 75% TO 80% OF IT IS ACCURATE. BUT THESE 25% INACCURATE BITSARE MORE DEVASTATING IN THEIR EFFECTS. INACCURATE GRAPEVINE INFORMATION IS ACTUALLY A “RUMOUR”

(4) GRAPEVINE IS MORE A PRODUCT OF THE SITUATION. DURING THE THREAT

OF A LAYOFF, GRAPEVINE IS HUMMING WITH ACTIVITY.

(5) IT HELPS MANAGERS WITH FEED BACK OF HOW THE NEW POLICIES OF THE COMPANY ARE PERCEIVED BY WORKERS AND ALSO THE REACTIONS OF THE WORKERS TO THE MANAGERS.

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(GRAPEVINE) (Continued)

RUMOUR AND ITS CONTROL

• RESEARCHERS HAVE SHOWN THAT RUMOUR IS A PRODUCT OF INTEREST & AMBIGUITY.

• IF A PERSON HAS NO INTEREST IN A SITUATION, HE HAS NO CAUSE TO

SPREAD A RUMOUR ABOUT IT. SIMILARLY IF THERE IS NO AMBIGUITY IN A SITUATION, A PERSON HAS NO CAUSE TO SPREAD A RUMOUR.

• IF MANAGER DOES NOT ALLOW ANYTHING THAT CAN GIVE RISE TO THESE TWO CAUSES HE WILL BE PREVENTING RUMOUR FROM DEVELOPING AND SPREADING. HOWEVER IF A RUMOUR HAS ALREADY STARTED, MANAGER CAN PREVENT ITS SPREADING BY

• (1) SUPPLY FACTS IMMEDIATELY WITHOUT SHOWING THAT IT IS A REACTION TO THE RUMOUR. IT SHOULD LOOK LIKE A ROUTINE PRO ACTIVE ACTION.(2) IF A FROUP IS GOING TO GET AFFECTED BY A DECISION, MAKE THEM A MEMBER OF THE TEAM TAKING THAT DECISION. (3) SEEKING CO OPERATION OF DEPENDABLE INFORMAL LEADERS FOR COMBATING RUMOURS.

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COMMUNICATIONTHE PROCESS OF COMMUNICATION

• WHETHER FORMAL OR INFORMAL, THE BASIC PROCESS OF COMMUNICATION IS THE SAME IT HAS FOLLOWING DISTINCTIVE STEPS.

• (1) SENDER OF COMMUNICATION HAS TO GET THE IDEA (IDEATION)

• (2) SENDER THEN DEVELOPS MESSAGE (ENCODING) LANGUAGE SKILLS

ARE A MUST HERE. SOME PEOPLE HAVE THAT SKILL OF EXPRESSING THEMSELVES TO GET ACROSS THEIR MESSAGE. OTHERS HAVE

DIFFICULTY IN DOING THAT. SO TO BE EFFECTIVE THEY HAVE TO ACQUIRE & DEVELOP THOSE SKILLS.

• (3) NEXT STEP IS THE TRANSMITION OF THE MESSAGE. IT CAN BE VERBAL,

WRITTEN OR A NON VERBAL TRANSMISSION. A SMILE, A NOD, A SHRUG OFA SHOULDER OR BODY LANGUAGE CAN DO THE TRANSMISSION.

• (4) RECEIVER THEN ATTACHES MEANING TO IT. THIS IS CALLED DECODING

SAME WORDS MANY TIMES MEAN DIFFERENT THINGS TO DIFFERENT PEOPLE. OUR BRAIN INTERPRETES A MESSAGE ON THE BASIS OF ASSUMPTIONS MADE ON THE BASIS OF PAST EXPERIENCE.

• (5) AFTER DECODING, IT IS ACTION OR RESPONSE OF THE RECEIVER

• (6)NEXT IS FEEDBACK. IT TELLS WHETHER THE INTENDED MEANING HAS REACHED RECEIVER OR NOT

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COMMUNICATIONBARRIERS IN COMMUNICATION

• THERE IS NO SUCH THING AS A PERFECT COMMUNICATION. THERE ARE CONTINUOUS FORCES AT WORK, WHICH TEND TO DISTORT THE COMMUNICATION. THESE ARE CALLED BARRIERS TO COMMUNICATION. GENERALLY OBSERVED BARRIERS ARE

• (1) BADLY EXPRESSED MESSAGE.- PEOPLE TALKING TOO FAST, WITHOUT COHERANCE, WITHOUT ORGANISING IDEAS PROPERLY, MISSING OR

OMITTING ESSENTIAL DETAILS, - SOME BARRIERS. THEY MAY STRUCTURE THEIR SENTENCES AWKWARDLY OR MAY MAKE ERRORS IN SELECTION OF WORDS. ALL THIS MAY END UP IN DISTORTING THE MESSAGE.

• (2) FAULTY ORGANISATION – IN LARGE SCALE ENTERPRISES WHERE CHAIN OF COMMAND IS TOO LONG OR WHERE SPAN OF CONTROL IS TOO BIG COMMUNICATION WILL BE POOR. WHEN CHAIN OF COMMAND IS TOO

LONG, EVERY SUCCESSIVE COMMUNICATION IS LESS & LESS ACCURATE, BECAUSE THERE IS ALWAYS SOME TRANSMISSION LOSS. ACCORDING TO SOME EXPERTS LIKE KOONTZ & ODONNEL, AS MUCH AS 30% LOSS IS LIKELY TO OCCURE IN EVERY SUCCESSIVE COMMUNICATION.

• (3) DISTRUST OF COMMUNICATOR – SOME EXECUTIVES ARE NOTED FOR THEIR COUNTERMANDING OR MODIFYING THEIR ORIGINAL MESSAGE . THEY INVARIABLY LOOSE TRUST & CONFIDENCE OF THEIR SUBORDINATES

WHO DO NOT TAKE THEIR COMMUNICATIONS SERIOUSLY.

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COMMUNICATIONBARRIERS IN COMMUNICATION (Continued)

• (4) RESTRICTING COMMUNICATION – IN DOWNWARD COMMUNICATION, SUPERIOR MAY HOLD BACK SOME INFORMATION FROM HIS SUBORDINATES WITH A PRESUMPTION THAT THEY DO NOT NEED IT. SIMILARLY IN UPWARD COMMUNICATION SUBORDINATE MAY HOLD BACK INFORMATION WHICH HE PRESUMES WILL NOT BE LIKED BY THE BOSS

THIS IS ALSO CALLED FILTERING. MOST PEOPLE DO NOT WANT TO BE THEBEARERS OF BAD NEWS OR REVEAL THEIR MISTAKES TO BOSS.

• (5) POOR RETENTION – STUDIES SHOW THAT EMPLOYEES RETAIN ONLY 50% OF THE COMMUNICATED INFORMATION.

• (6) DIFFERENT BACKGROUNDS – ONE REASON FOR DISTORTION OF MEANIBG IS THAT DIFFERENT INDIVIDUALS INTERPRET THE SAME INFORMATION DIFFERENTLY, SINCE EACH INDIVIDUAL SEES IT AGAINST

HIS OWN FRAME OF REFERENCE, WHICH IS FORMED DUE TO HIS SPECIFIC EXPERIENCES AND KNOWLEDGE.

• (7) IN GROUP LANGUAGE – OFTEN OCCUPATIONAL OR SOCIAL GROUPS

DEVELOP THEIR OWN TERMINOLOGIES IN COMMUNICATION. IT CONVEYS FULL MEANING WHEN TWO OF SAME GROUP TALK. BUT WHEN OUTSIDERS MEET THE GROUP, SEVERE BREAKDOWN IN COMMUNICATION OCCURES

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COMMUNICATIONBARRIERS IN COMMUNICATION (Continued)

• (8) NO SERIOUS ATTENTION – SOME RECEIVERS ARE NOT CAREFUL LISTENERS AT ALL. THEY DO NOT PAY SERIOUS ENOUGH ATTENTION TO THE NESSAGE. THEY GIVE SELECTIVE ATTENTION. THIS OCCURES BECAUSE OF A COMMON TENDENCY TO BLOCK OUT INFORMATION THAT CONFLICTS WITH WHAT THEY BELIEVE. THE SOURCE OF COMMUNICATION

AND THE WAY IT IS PRESENTED ALSO HAVE GREAT INFLUENCE ON HOW MUCH THE RECEIPIENT WANTS TO LISTEN & RETAIN. MAJOR BARRIERS TO HORIZONTAL COMMUNICATION ARE INTER DEPARTMENTAL RIVALARIES, INTERPERSONAL CONFLICTS AND LEAST IMORTANCE GIVEN TO ORGANISATIONAL GOALS

• (9) PHYSICAL BARRIERS – PHYSICAL DISTANCE, DISTRACTING NOISES CAN BE PHYSICAL BARRIERS TO GOOD COMMUNICATION.

• (10) POOR UNDERSTANDING – IF BOSS HIMSELF IS NOT CLEAR ON WHAT NEEDS TO BE TRANSMITTED, THE COMMUNICATION IS BOUND TO BE POORER.

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COMMUNICATIONPRINCIPLES OF EFFECTIVE COMMUNICATION

• COMMUNICATION IS A VITAL MANAGEMENT TOOL AND SUCCESS OF A MANAGER LARGELY DEPENDS ON HOW WELL HE COMMUNICATES. MANAGEMENT SHOULD KEEP FOLLOWING PRINCIPLES IN MIND FOR BRINGING EFFICACY & EFFECTIVENESS IN COMMUNICATION.

(1) MANAGER WHO WANTS TO COMMUNICATE MUST BE CLEAR IN HIS MIND WHAT HE WANTS TO SAY. FOREMOST ATTENTION SHOULD BE GIVEN TO

THE PURPOSE, CONTENT & CONTEXT

(2) LANGUAGE SHOULD BE APPROPRIATE FOR THE BACKGROUND OF THE RECEIPIENTS AND EASILY UNDERSTANDABLE. LETTER TO MD AND LETTER TO SHOP WORKERS ON THE SAME SUBJECT ARE BOUND TO BE DIFFERENT.

(3) MESSAGE SHOULD BE ADEQUATE AND COMPLETE IN ALL RESPECTS.

(4) MEDIUM OF COMMUNICATION SHOULD BE GIVEN CAREFUL THOUGHT AND CHOSEN ON THE BASIS OF IMPORTANCE OF MESSAGE, URGENCY & SITUATIONFOR SELECTION.

(5) MESSAGES SHOULD NOT BE MUTUALLY CONFLICTING & SHOULD BE IN LINE WITH THE OBJECTIVES & POLICIES OF THE CONCERN.

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COMMUNICATIONPRINCIPLES OF EFFECTIVE COMMUNICATION (Communication)

(6) IF CLIMATE IN THE ORGANISATION IS RIGHT COMMUNICATION IS FREE & EFFECTIVE. SO MANAGEMENT MUST TRY TO CREATE SUCH AN ATMOSPHERE IN THE COMPANY.

(7) FOLLOW UP TO FIND OUT, WHETHER COMMUNICATION HAS BEEN UNDERSTOOD THE WAY IT SHOULD HAVE BEEN UNDERSTOOD IS NECESSARY AND SO ALSO THE FEED BACK ON THE REACTION ON THE SAME.

(8) COMMUNICATOR SHOULD NOT ACT IN A WAY WHICH CONTRADICTS THE

MESSAGE.

(9) ACCEPT THE POWERFULNESS OF GRAPEVINE AND AS FAR AS POSSIBLE TRY TO USE IT FOR THE BENEFIT OF THE ORGANISATION.

(10) ADEQUATE TRAINING FOR EXECUTIVES TO IMPROVE THEIR WRITING

SKILLS TO BE ARRANGED SO ALSO THE TRAINING AT ALL LEVELS TO IMPROVE THEIR LISTENING SKILLS.

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COMMUNICATION

TO IMPROVE LISTENING SKILLS

(1) BE INTERESTED IN LISTENING – “THERE IS NOTHING LIKE AN UNINTERESTING SUBJECT. THERE ARE ONLY UNINTERESTED PERSONS”

(2) RISE ABOVE YOUR PERSONAL HOSTILITY TO THE COMMUNICATOR.

(3) CONCENTRATE ON LISTENING. IT IS A CONCIOUS POSITIVE ACT REQUIRING WILL POWER. IT IS NOT A SIMPLE PASSIVE EXPOSURE TO SOUND.

(4) MINIMISE DESTRACTIONS

(5) BE PATIENT. ALLOW PLENTY OF TIME. DO NOT INTERRUPT. DO NOT GET ANGRY.

(6) ASK REFLECTIVE QUESTIONS TO BRING OUT THE REAL PROBLEM FROM THE NARRATION OF THE COMMUNICATOR.

(7) EMPATHISE WITH THE COMMUNICATOR. TRY TO PUT YOURSELF IN HIS SHOES, SO THAT YOU CAN SEE FROM HIS POINT OF VIEW.

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COMMUNICATIONCOMMUNICATION NETWORKS IN WORKING GROUPS

• DEPARTMENTS WORK IN A SYSTEMS APPROACH FOR THE ACHIEVEMENT OF OVERALL ORGANISATIONAL GOAL. THE ACTIVITIES OF ALL THESE DEPARTMENTS DEPEND ON INFORMATION FLOW AND COMMUNICATION NETWORKS.

• COMMUNICATION NETWORKS POSSESS FOLLOWING BASIC CHARACTERISTICS WHICH DIFFERENTIATE THEM FROM EACH OTHER.

• (1) SIZE OF NETWORK – SIZE DEPENDS ON NUMBER OF EMPLOYEES INTERCONNECTED. LARGER THE NETWORK LARGER COULD BE THE

PROBLEMS OF COMMUNICATION. HOWEVER LARGER NETWORKS WITH INTERCONNECTING LINKS HAVE BEEN FOUND TO BE MORE EFFECTIVE.

• (2) EXTENT OF MODIFICATION TAKING PLACE IN THE MESSAGE – IN SMALL NETWORKS AND SIMPLE PROBLEMS ORIGINAL MESSAGE FLOWS WITHOUT MODIFICATION. FOR COMPLEX PROBLEMS A MESSAGE NEEDS MODIFICATION AT DIFFERENT STAGES ACCORDING TO THE NEED OF PEOPLE.

• (3) FEEDBACK OR CLOSURE – IN SOME NETWORKS THE CYCLE CLOSES AS THE RECEIVER OF MESSAGE ACCEPTS AND ACKNOWLEDGES RECEIPT.IN SOME CYCLE DOES NOT CLOSE AS RECEIVER ATTEMPTS TO ALTER IT.

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COMMUNICATIONCOMMUNICATION PATTERNS

• FOUR MAJOR TYPES OF SMALL GROUP COMMUNICATION NETWORKS ARE POSSIBLE.

• CIRCLE - IN THIS NETWORK, IN A MEETING, A PERSON NORMALLY

CONVERSES WITH PERSON ON HIS LEFT OR RIGHT, BUT NOT WITH ANY OTHER PERSON IN THE GROUP.

• FREE CIRCLE – IN FREE CIRCLE GROUP, ALL MEMBERS CONVERSE FREQUENTLY AND EQUALLY WITH ALL OTHER MEMBERS

• WHEEL & CHAIN NETWORK – ALSO KNOWN AS AUTOCRATIC NETWORK & MOSTLY FOUND IN ALL TYPICAL ORGANISATIONAL SITUATION. HERE

MEMBERS DO NOT COMMUNICATE WITH EACH OTHER, BUT EACH ONE COMMUNICATES WITH THE HUB OF THE WHEEL ie WITH THE LEADER OF THE GROUP. THE CHAIN NETWORK HAS AN APPEARANCE OF AN ORGANISATIONAL COMMAND.

• EARLY CLASSICAL STUDIES OF SIMPLE COMMUNICATION NETWORKS CARRIED OUT IN LABORATORY CONDITIONS HAVE REVEALED THAT EACH NETWORK CAUSES DIFFERENT LEVELS OF MORALE, SPEED & ACCURACY. WHEEL & CHAIN NETWORKS ARE SUPERIR IN SPEED & ACCURACY. BUT IN FLEXIBILITY & MORALE ARE BETTER IN CIRCLE TYPE OF NETWORK

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COMMUNICATIONCHECKS ON IN-PLANT COMMUNICATIONCOMMUNICATION

• COMMUNICATION OCCUPIES A MAJOR PORTION OF A MANAGER’S TIME.

• IF CURRENT & EXISTING COMMUNICATION PRACTICES ARE LESS

EFFICIENT & LESS EFFECTIVE MOST OF MANAGER’S EFFORTS WILL BE WASTED. HENCE THE MANAGER MUST REVIEW HIS COMMUNICATION PROGRAMMES CONSTANTLY FOR ALL THREE PHASES NAMELY, TRANSMISSION, MEDIA & RECEPTION.

• THE STUDIES OR TESTS GENERALLY CARRIED OUT FOR THIS PURPOSE ARE

• MORALE STUDIES _

• EVALUATION OF READING EASE AND INTEREST.

• COMMUNICATION AUDITS.

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COMMUNICATION

THANK YOU

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PRINCIPLES OF MANAGEMENT

STAFFING

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STAFFING

INTRODUCTION

IMPORTANT TO HAVE A GOOD ORGANISATIONAL STRUCTURE.EQUALLY IMPORTANT TO FILL ALL THOSE POSITIONS WITH RIGHT PEOPLE.NO ONE WANTS ROUND PINS IN SQUARE HOLES OR VICE VERSA.

A COMPANY COULD BE SUCCESSFUL WITH A STRUCTURE FAR FROM IDEALBUT WITHOUT GOOD PEOPLE TO RUN THE SHOW & TO DO ACTUAL WORK

IT CAN NEVER BE SUCCESSFUL.

FILLING THE POSITIONS IN THE ORGANISATIONAL STRUCTURE & KEEPING THEM FILLED IS CALLED THE STAFFING FUNCTION OF THE MANAGEMENT. IT INVOLVESRECRUITMENT – GETTING APPLICATIONS FOR THE JOBS – FOR FILLINGSELECTION – CHOOSING THE BEST QUALIFIED PERSON – FOR FILLING

TRANSFERS & PROMOTIONS – MOTIVATION FOR OUTPUT, RETAINTIONTRAINING – FOR EFFICIENT PERFORMANCE, RETAINTIONADMINISTRATION OF COMPENSATION PLANS – MOTIVATION , RETAINTION

EVERY BOSS WILL HAVE THE RESPONSIBILITY OF STAFFING. MD WILL CHOOSE VICE PRESIDENTS OF VARIOUS FUNCTIONS. SUPERVISOR WILL BE INVOLVED IN CHOOSING FOREMAN

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STAFFING

IMPORTANCE & NEED FOR PROPER STAFFING

• ROUGH ESTIMATION - LABOUR COST AROUND 25% OF PRODUCTION

COST

• ERE EXPENSES OF COMPANIES ARE AROUND 6 TO 7% OF THE TURNOVER.

• SO BUSINESS CAN BE SUSTAINABLY SUCCESSFUL IF YOU ARE BRINGING IN AND DEVELOPING RIGHT PEOPLE.

ADVANTAGES OF EFFICIENT & PROPER STAFFING:

(1) FINDING RIGHT TALENT & TRAINING TO DEVELOP IT FOR MOVING UP THE CORPORATE LADDER.

(2) ENSURES IMPROVED PRODUCTION & PRODUCTIVITY(3) ENSURES THAT THERE ARE NO DISRUPTIONS IF SOME ONE LEAVES

SUDDENLY.(4) PREVENTS UNDER UTILISATION OF MANPOWER.(5) SUCCESSION PLANNING CAN BE DONE.

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STAFFING

MANPOWER PLANNING

• MANPOWER PLANNING INCLUDES FORECASTING, DEVELOPING AND CONTROLLING

• BY MANPOWER PLANNING A FIRM ENSURES THAT IT HAS RIGHT NUMBER OF PEOPLE AVAILABLE AT THE RIGHT PLACES AND AT RIGHT TIMES FOR THE FORECASTED BUSINESS ACTIVITY, ITS PEOPLE HAVE THE NECESSARY COMPETANCY AND SKILLS REQUIRED TO ACHIEVE THE LEVEL OF FORECASTED BUSINESS,

•

• BY USING THIS TOOL MANAGEMENT CAN CONTROL LABOUR COSTS BY

AVOIDING SHORTAGES AS WELL AS SURPLUSES.

• MANPOWER PLANNING CAN BE EITHER SHORT TERM OR LONG TERM

• SHORT TERM MANPOWER PLANNING

• DONE TO FIND TEMPORARY MATCH BETWEEN JOBS ON HAND AND MANPOWER ON ROLL.

• USED FOR QUICK REMOVAL OF ANAMOLIES IN POSTS & PLACEMENTS

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STAFFING

• SHORT TERM MANPOWER PLANNING (Continued)• STEPS INVOLVED

• IDENTIFY WEAK & STRONG INCUMBENTS. WEAK INCUMBENTS ARE THOSE WHOSE SKILLS FALL SHORT OF THE JOB REQUIREMENTS AND

STRONG INCUMBENTS ARE THOSE WHOSE SKILLS FAR EXCEED THE JOB REQUIREMENTS.

• TO SET THESE ANAMOLIES RIGHT, IN CASE OF WEAK INCUMBENTS, ASSIGN DIFFICULT PART OF THEIR JOB TEMPORARILY TO OTHERS AND GIVE A TRAINING PROGRAMME OR SHORT COURSE TO IMPROVE HIM AND WHEN HE COMES UP TO THE EXPECTATIONS, GIVE THE FULL JOB BACK TO HIM. IF HE DOES NOT SHOW A POTENTIAL TO IMPROVE, REPLACE HIM BY OTHER INDIVIDUAL AND ASSIGN HIM A SIMPLER JOB.

• IN CASE OF STRONG INCUMBENTS, ASSIGN HIM JOBS INVOLVING HIGHER SKILLS OR DIFFICULT JOBS, BUT ENSURE THAT HIS HIGHER SKILLS AND CAPACITIES DO NOT BECOME A CURSE FOR HIM.

• THE IMPORTANT FINAL STEP IS TO CHOOSE AND MULTISKILL SOME TALENTED PEOPLE, WHO THEN CAN FILL UP ANY SUDDEN VACANCY ARISING OUT OF DEATHS, ACCIDENTS, RESIGNATIONS ETC.

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• LONG TERM MANPOWER PLANNING

• DONE TO MATCH FUTURE JOBS AND THEIR SKILL & COMPETANCY REQUIREMENTS

• STEPS INVOLVED:• THE FIRST STEP IS FORECASTING. TODAY THE CHANGES IN ECONOMIC,

SOCIAL AND TECHNOLOGICAL SPHERES ARE SO RAPID THAT

FORECASTING ACCURATELY ABOUT THE PRODUCTS OF THE FUTURE, THEIR WORLDWIDE MARKET, THE COMPETITORS IN THE FRAY, THE

MARKET SHARE OF OUR OWN ORGANISATION, IS DIFFICULT. SO GENERALLY THE PERIOD CHOSEN IS 3 TO 5 YEARS. THE TIME SCHEDULEWISE QUANTITIES OF PRODUCTION ARE PREDICTED. IMPROVEMENTS IN PRODUCTIVITY, INVESTMENTS IN NEWER & MODERN & MORE EFFICIENT MACHINES AND PEOPLE RETIRING IN EACH YEAR AS WELL AS THE AVERAGE ATTRITION RATE ARE FACTORED IN AND THEN MANPOWER REQUIREMENT IS PREDICTED.

• THEN COMPARE THE NUMBERS WITH AVAILABLE NUMBER. IF THE REQUIREMENT IS MORE THAN AVAILABLE, THEN A DECISION WILL HAVE TO BE TAKEN HOW TO GET THESE NUMBERS. EITHER BY RECRUITING NEW PERSONS AND TRAINING THEM, OR BY MULTISKILLING EXISTING PEOPLE, OR BY TRANSFERING PEOPLE, REDEPLOYING, BY EMPLOYING

CONTRACT WORKERS & STAFF OR BY DECIDING NOT TO INCREASE INHOUSE FACILITIES AND OUTSOURCE AN ENTIRE ACTIVITY ETC.

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LONG TERM MANPOWER PLANNING

• STEPS INVOLVED (Continued)

• IF FUTURE REQUIREMENT IS LESS THEN DECISIONS ON HOW TO REDEPLOY THE EXCESS PEOPLE BY RE TRAINING THEM OR HOW TO

PART WITH THEM WITH A GOLDEN HANDSHAKE WILL HAVE TO BE TAKEN.

• THE IMPORTANT FINAL STEP WILL BE TO DECIDE TRAINING REQUIREMENTS OF EXISTING & NEW PEOPLE.

RECRUITMENT

• ONCE THE DECISION TO FILL THE VACANCIES BY NEW PEOPLE IS TAKEN THE PROCESS OF RECRUITMENT STARTS. IT IS THE PROCESS OF

ATTRACTING NEW TALENT TO YOUR ORGANISATION.

• RECRUITMENT PROCESS SHOULD HAVE A PLAN COMPLETE WITH QUANTITY, QUALITY, TIME WHEN THE PERSON IS REQUIRED AND A COST/ BUDGET. IN LARGE COMPANIES THE PROCESS IS QUITE INVOLVED AND EXPENSIVE ESPECIALLY IF HIGHER OR TECHNICAL AND MANAGERIAL POSITIONS ARE TO BE FILLED.

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RECRUITMENT( Continued)

SOURCES OF RECRUITMENT. CAN BE INTERNAL OR EXTERNAL

COMMONLY USED EXTERNAL SOURCES ARE:

(1) RE EMPLOYING FORMER EMPLOYEES WHO HAVE BEEN LAID OFF OR

HAVE LEFT FOR PERSONAL REASONS, IF THEY ARE AVAILABLE. THEY REQUIRE LESS ORIENTATION EFFORTS

(2) FRIENDS & RELATIVES OF PRESENT EMPLOYEES _ SOME COMPANIES WITH RECORD OF GOOD PERSONNEL RELATIONS HAVE THIS PRACTISE.

(3) APPLICATION AT THE GATE – REPRESENTATIVE OF THE COMPANY INTERVIEWS THE APPLICANT AT THE GATE.- CASUAL CALLERS

(4) CAMPUS INTERVIEWS AT COLLEGES AND TECHNICAL INSTITUTIONS(5) EMPLOYMENT EXCHANGES(6) ADVERTISING THE VACANCY, IN NEWS PAPERS, ON NET

(7) LABOUR UNIONS(8) NETWORKING OF TOP PEOPLE OF VARIOUS COMPANIES MEETING IN

SOCIAL OR CLUB EVENTS OR EVENTS OF PROFESSIONAL BODIES.(9) BADALI OR TEMPORARY WORKERS(10)LABOUR CONTRACTORS

(11)BUREAU OF PUBLIC ENTERPRISES(12)POACHING OR HEAD HUNTING

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RECRUITMENT( Continued)EVALUATION OF ALTERNATIVE SOURCES

• A COMPANY DOES NOT USE A SINGLE SOURCE FOR FILLING ALL VACANCIES. IT USES A COMBINATION OF INTERNAL AND EXTERNAL

SOURCES. IN EXTERNAL ALSO THEY USE A COMBINATION. THE DECISION OF THESE COMBINATIONS LARGELY DEPENDS ON THE COST, FLEXIBILITY, QUALITY OF MEN THE AGENCY SUPPLIES, THE EFFECT THESE ACTIVITIES ARE HAVING ON THE PRESENT MANPOWER etc.

• TIME LAG BETWEEN THE REQUISITION & PLACEMENT• RATIO OF NUMBER OF PERSONS HIRED TO THE NUMBER OF

APPLICATIONS RECEIVED• EMPLOYEE ATTITUDE STUDY OF PRESENT EMPLOYEES TOWARDS THE

NEW RECRUITMENT EXTERNALLY & INTERNALLY DONE

• CORELATION ON THE BASIS OF PAST RECORDS, BETWEEN DIFFERENT SOURCES AND THEIR SUCCESS RATIO.

• CORELATION OF SOURCE AND ATTRITIONS ON THE BASIS OF GRIEVANCES, DISCIPLINARY ACTIONS ETC.

ARE SOME OF THE ASPECTS TAKEN INTO CONSIDERATION WHILEDECIDING THE COMBINATION OF SOURCES BEING USED.

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INTERNAL Vs. EXTERNAL SOURCES OF RECRUITMENT.

MERITS OF INTERNAL SOURCE• RECRUITMENT FROM EXTERNAL SOURCES AFFECTS MOTIVATION OF

EXISTING PEOPLE BADLY.

• MOTIVATED EMPLOYEES WHOLE HEARTEDLY PARTICIPATE IN ALL COMPANY INITIATIVES

• EXISTING PEOPLE FEEL THAT AN OUTSIDER WHO HAS NO IDEA OF

COMPANY’S CULTURE AND BACKGROUND CAN NOT PARTICIPATE IN ALL COMPANY LEVEL INITIATIVES EFFECTIVELY.

DEMERITS OF INTERNAL SOURCE

• IF INTERNAL CANDIDATES ARE TOO OLD AND ABOUT TO RETIRE, MANAGEMENT MAY BE INTERESTED IN BRINGING IN NEW YOUNG PERSONS FROM OUTSIDE, WHO, WHEN TRAINED SUFFICIENTLY CAN SERVE THE COMPANY FOR MANY LONG YEARS. IF THE ORIGINALITY AND DRIVE & INITIATIVE ARE NOT THERE IN INTERNAL CANDIDATE,

MANAGEMENT MAY GO FOR AN EXTERNAL CANDIDATE.

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RECRUITMENT( Continued)ADVANTAGES OF INTERNAL RECRUITMENT:1) SENSE OF SECURITY DEVELOPS AMONG EMPLOYEES.2) EMPLOYEES REMAIN LOYAL TO ORGANISATION.3) INTERNAL RECRUITMENT DOES NOT INDUCTION TRAINING.

4) EMPLOYEES IN THE LOWER RANK LOOK FORWARD TO RISING IN THE ORGANISATIONAL LADDER ONE DAY.

5) LABOUR TURNOVER IS REDUCED.6) PEOPLE BECOME MOTIVATED7) VALUABLE CONTACTS OF ORGANISATION WITH MAJOR SUPPLIERS AND

CUSTOMERS REMAIN INTACT.8) EMPLOYEE – EMPLOYER RELATIONSHIP IS ESTABLISHED &

STRENGTHENED.

DISADVANTAGES OF INTERNAL RECRUITMENT:1) CHOICE REMAINS LIMITED, SO YOU TEND TO CHOOSE BEST AMONG THE

AVAILABLE LOT WHO MAY NOT BE REALLY THE BEST.2) IT MIGHT ENCOURAGE FAVOURITISM & NEPOTISM.3) IT MAY DEVELOP INBREEDING. TENDENCY WILL BE TO KEEP THE SHOW

RUNNING TRADITIONALLY, WITHOUT ANY NEW IDEAS.4) IF COMPANY WANTS TO GO FOR DIVERSIFICATION IN UNRELATED

AREAS, INTERNAL CANDIDATES MAY NOT BE SUITABLE

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STAFFING


ADVANTAGES OF EXTERNAL RECRUITMENT:

1) NEW BLOOD BRINGS A FRESH OUTLOOK AND NEW IDEAS. COMPANY CAN BECOME DYNANIC.

1) CHOICE IS ENORMOUS. SO COMPANY MAY END UP SELECTING THE BEST GLOBALLY.

DISADVANTAGES OF INTERNAL RECRUITMENT:

1) IF HIGHER POSITIONS ARE FILLED WITH RECRUITMENT FROM OUTSIDE, THE EXISTING PEOPLE MAY FEEL FRUSTRATED AND THEIR MORALE CAN GET ADVERSLY AFFECTED.

1) THE EXISTING EMPLOYEES MAY LOOSE THE SENSE OF SECURITY AND MAY TEND TO BECOME DISLOYAL TO THE OWNER/ EMPLOYER

2) TURNOVER IN LABOUR AND EXECTIVES WILL INCREASE.

3) DETEREORATION OF EMPLOYEE, EMPLOYER RELATIONS, RESULTING IN INDUSTRIAL UNREST, STRIKES & LOCKOUTS.

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SELECTIONIMPORTANCE OF SELECTION PROCESS

• IN RECRUITMENT THE MANAGER IDENTIFIES THE SOURCES OF PROSPECTIVE CANDIDATES AND STIMULATES THEM TO APPLY FOR THE

JOB IN HIS COMPANY.

• IN SELECTION, HE COMPARES THE QUALIFICATIONS OF THE CANDIDATE WITH THE REQUIREMENT OF THE JOB AND ELIMINATES ALL THOSE WHO DO NOT STAND UP TO THIS COMPARISON.

• WHEN CANDIDATES, MOST SUITABLE TO THE JOBS ARE CHOSEN, THERE ARE CHANCES THAT CANDIDATE WILL DERIVE MAXIMUM JOB SATISFACTION FROM THE JOB. HE COULD POUR HIS HEART INTO THE JOB. EVENTUALLY HE MAY END UP EARNING MORE WAGES.

• DUE TO JOB SATISFACTION, LABOUR TURNOVER IS REDUCED AND OVERALL ORGANISATIONAL EFFICIENCY INCREASES

• RELATIONSHIP, BETWEEN EMPLOYEE AND EMPLOYER STRENGTHENS

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SELECTION

JOB ANALYSIS• FOR DETERMINING QUALIFICATIONS NEEDED TO MEET REQUIREMENT

OF JOB, THE COMPANY HAS TO FIRST ANALYSE THE JOB, THEN WRITE ITS JOB DISCRIPTION AND THEN PREPARE JOB SPECIFICATIONS.

• DOING A JOB INVOLVES FOLLOWING CERTAIN PROCEDURES AND METHODS AND RULES IN A SPECIFIC SEQUENCE. A DOCUMENT DESCRIBING THIS IS CALLED A JOB DESCRIPTION. THE PROCESS BY WHICH THIS DESCRIPTION IS DEVELOPED IS CALLED JOB ANALYSIS. IT DESCRIBES ALL THAT IS BEING DONE WHILE DOING THAT JOB. IT MAY NOT BE AN IDEAL WAY OF DOING IT. SO IT IS MORE A DOCUMENT OF

WHAT IS ACTUALLY DONE RATHER THAN A DOCUMENT OF HOW IDEALLY IT SHOULD BE DONE.

• INFORMATION CONCERNING JOBS CAN BE OBTAINED FROM MANY SOURCES. OBSERVATION OF WORKERS AT WORKPLACE, INTERVIEWS,

RESPONSES TO QUESTIONNAIRE, BULLETINS, JOURNALS, MANUALS ETC. IT HAS BEEN FOUND THAT QUESTIONNAIRE METHOD IS BEST SUITED FOR CLERICAL JOBS, INTERVIEWING IS BEST SUITED FOR SHOP FLOOR WORKERS. WHEN WORK CYCLES ARE SMALL AND MANUAL OPERATIONS ARE PROMINENT, OBSERVATION IS THE BEST METHOD.

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SELECTIONJOB DESCRIPTION• RESULTS OF JOB ANALYSIS ARE SET DOWN IN JOB DESCRIPTION.

• WRITING JOB DESCRIPTION FOR PRODUCTION WORKERS, CLERICAL STAFF AND FIRST LINE SUPERVISORS IS A FAIRLY ESTABLISHED.

PRACTICE. MORE RECENT DEVELOPMENT IS THE JOB DESCRIPTION FOR MANAGERS.

• DIFFERENCES IN THESE TWO TYPES OF JOB DESCRIPTIONS:

• LOWER LEVEL JOB DESCRIPTIONS ARE GENERALLY WRITTEN BY PERSONNEL DEPARTMENT, WHILE THAT FOR MANAGERS IS GENERALLY WRITTEN BY MANAGER HIMSELF OR BY HIS SUPERIORS.

• LOWER LEVEL JOB DESCRIPTIONS ARE WRITTEN MAINLY FOR ADMINISTRATION OF SALARIES AND WAGES. SO THEY ARE CENTERED AROUND TANGIBLE DUTIES AND DAY TODAY ASSIGNMENTS, WHILE HIGHER LEVEL DESCRIPTIONS ARE STRESSING MORE ON

ORGANISATIONAL PLANNING, INTANGIBLE RELATIONSHIPS, OVERALL RESPONSIBIKITIES AND LINES OF AUTHORITIES. IN MANAGERIAL JOB DESCRIPTIONS GENERALLY THE DESCRETIONARY POWERS AND ROLES ARE NOT MENTIONED. SO THEY TEND TO BE INCOMPLETE.

• TO OVERCOME THIS DIFFICULTY USE OF “ROLE ANALYSIS TECHNIQUE”IS SUGGESTED

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SELECTION

JOB DESCRIPTION (Continued)

• “ROLE ANALYSIS TECHNIQUE” BY PROF. ISHWAR DAYAL

• IN THIS TECHNIQUE THE MANAGER LISTS THE ACTIVITIES CONSISTING

OF PRESCRIBED AND DESCRETIONARY ELEMENTS. OTHER INCUMBENTS AND HIS IMMEDIATE SUPERIORS QUESTION HIM ON DEFINITION OF HIS

TASK. DESCRIPTION IS MODIFIED TO REMOVE AMBIGUITIES IN THEIR PERCEPTIONS OF HIS DUTIES & ROLE.

• THE MANAGER LISTS HIS EXPECTATIONS FROM EACH OF THOSE OTHER ROLES IN THE GROUP, WHICH HE FEELS DIRECTLY AFFECT HIS OWN WORK. OTHERS IN THE GROUP ALSO STATE THEIR EXPECTATIONS. AFTER DISCUSSIONS ALL OF THEM ARRIVE AT AN AGREEMENT ABOUT

ROLES AND EXPECTATIONS

• THE MANAGER THEN WRITES HIS ROLE WHICH CONSISTS OF ALL ASPECTS OF HIS WORK.

• THIS TECHNIQUE ALLOWS THE MANAGERIAL GROUP TO WORKOUT INTERPERSONAL PROBLEMS EFFECTIVELY.

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SELECTIONJOB SPECIFICATION• ALSO KNOWN AS MAN SPECIFICATION.

• A STATEMENT OF MINIMUM ACCEPTABLE HUMAN QUALITIES THAT ARE

NECESSARY IN A PERSON FOR PERFORMING A JOB SATISFACTORILY.

• MAKING JOB DESCRIPTION AS A BASE IT LAYS DOWN ABILITIES AND QUALITIES THAT A WORKER SHOULD POSSESS IN ORDER TO GET OR HOLD THAT JOB. THE LIST VARIES ACCORDING TO THE COMPANIES AND THE USE TO WHICH THE LIST IS PUT

• AFTER THE COMPANY IS READY WITH RECRUITMENT PLAN, JOB ANALYSIS, JOB DESCRIPTION AND JOB SPECIFICATIONS, THE FURTHER PROCESSES FOLLOWED ARE

• (a) Application Blank• (b) Initial interview of the candidate• (c) Employment tests• (d) Checking References• (e) Physical or Medical Examination• (f) Final interview.

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SELECTION

• (a) APPLICATION BLANK: TO BE FILLED BY CANDIDATE. PERSONAL DATA SUCH AS QUALIFICATION, SPECIALISATION, EXPERIENCE, NAMES OF FIRMS IN WHICH HE WORKED BEFORE, REASONS FOR LEAVING,

FAMILY BACKGROUND, MARITAL STATUS, NAMES OF ELITE PERSONS WHO CAN BE REFERRED, LATEST PHOTOGRAPH ETC. IS ASKED FOR. COMPANY SCRUTINISES APPLICATIONS BY COMPARING WITH THE IOB REQUIREMENT AND DECIDES THE CANDIDATES TO BE CALLED FOR INTERVIEW.

• (b) INITIAL INTERVIEW OF THE CANDIDATE: ON THE BASIS OF INFORMATION FURNISHED CANDIDATES ARE SELECTED AND CALLED FOR INITIAL INTERVIEW. THIS INTERVIEW IS THE MOST IMPORTANT MEANS OF EVALUATING THE POISE OR APPEARANCE OF THE

CANDIDATE. IT IS ALSO USED FOR GETTING CLARIFICATIONS ON THE INFORMATION ALREADY FURNISHED. SOME COMPANIES CARRY OUT THE WORK OF CROSS CHECKING OR TALLYING THE COPIES OF CERTIFICATES WITH ORIGINALS. A PANEL OF SPECIALISTS FROM DIFFERENT FIELDS GENERALLY CONDUCTS THE INTERVIEW. THE

EXPERIENCED PANEL WILL PUT THE CANDIDATE AT EASE FIRST.

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SELECTION• (c) EMPLOYMENT TESTS: • FOR FURTHER ASSESSMENT OF CANDIDATE’S NATURE AND ABILITIES

SOME TESTS ARE USED IN THE PROCESS OF SELECTION. WITH THE USE OF SOME SPECIAL TESTS DEVELOPED BY PSYCHOLOGISTS,

CANDIDATE’S PARTICULAR TRAITS & ABILITIES, HIS LIKES AND DISLIKES, HIS INTELLIGENCE, MANUAL DEXTERITY, HIS CAPACITY TO LEARN AND BENEFIT FROM TRAINING, HIS ADAPTABILITY ETC ARE ESTIMATED. VARIOUS TESTS COMMONLY USED ARE

• APTITUDE TEST – Measures capacity to learn

• INTEREST TEST – Liking for jobs in specific disciplines

• INTELLIGENCE TEST – Measures mental alertness, IQ

• TRADE OR PERFORMANCE OR ACHIEVEMENT TEST – Measures depth of domain knowledge

• PERSONALITY TEST – Measures those characteristics which constitute personality, like Self confidence, Temperament, Initiative, Dominance, Integrity, Originality etc.

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SELECTION

• (d) CHECKING REFERENCES: IF THE CANDIDATE IS FOUND SATISFACTORY AT THE INTERVIEW AND THE VARIOUS PERFORMANCE OR EMPLOYMENT TESTS, THE EMPLOYER WOULD LIKE TO LOOK AT SOME IMPORTANT PERSONAL DETAILS OF THE CANDIDATE, SUCH AS

CHARACTER, PAST HISTORY, BACKGROUND etc. VARIFIED FROM THE PEOPLE WHOSE NAMES ARE MENTIONED IN THE APPLICATION DOCUMENT. FOR THIS PURPOSE FRIENDS RESIDING IN HIS LOCALITY OR HIS PRESENT & PAST EMPLOYERS ARE ALSO CONTACTED.

• (e) PHYSICAL OR MEDICAL EXAMINATION: THE OBJECTIVE OF THIS TEST IS TO CHECK THE PHYSICAL FITNESS OF THE CANDIDATE AND HIS SUITABILITY FOR THE JOB, TO PROTECT THE COMPANY AGAINST THE UNWARRANTED CLAIMS FOR COMPENSATION UNDER CERTAIN LEGISLATIVE ENACTMENTS, SUCH AS WORKMEN’S COMPENSATION ACT

AND TO PREVENT ENTRY OF COMMUNICABLE DISEASES IN PREMISES

• (f) FINAL INTERVIEW: THIS INTERVIEW IS CONDUCTED FOR THOSE WHO ARE FINALLY SELECTED. THIS IS GENERALLY WITH THE TOP BOSS OF THE COMPANY. TOP BOSS GIVES AN IDEA ABOUT THE FUTURE PLANS OF THE COMPANY AND THE BRIGHT FUTURE OF THE CANDIDATE WITH THE COMPANY.

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PLACEMENT AND ORIENTATION

• PROCESS OF PLACING RIGHT MAN IN RIGHT PLACE IS CALLED PLACEMENT.

• PLACEMENT IS AN IMPORTANT ASPECT OF SELECTION PROCESS.

• A WORKER IS TO BE PLACED IN A POSITION WHERE HIS STRENGTHS CAN BE FULLY UTILISED AND WHER HIS WEAKNESSES ARE IRRELEVANT.

• AN EMPLOYEE PLACED WRONGLY IS A FRUSTRATED PERSON. HIS MORALE IS LOW. HE NEVER GIVES HIS BEST OR 100% TO THE ORGANISATION. SUCH AN INDIVIDUAL CAN HAMPER THE WORK OF OTHERS. PROPER PLACEMENT REDUCES EMPLOYEE TURNOVER,

ABSENTEEISM AND ACCIDENTS.

• AFTER PLACEMENT, THE EMPLOYEE IS GIVEN INDUCTION, ORIENTATION TRAINING AND IF NECESSARY SOME SPECIAL TRAINING RELATED TO JOB.

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THANK YOU

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TRAINING & DEVELOPMENT

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INTRODUCTION

• AFTER THE SELECTION OF PEOPLE FOR VARIOUS JOBS, THE NEXT FUNCTION OF MANAGEMENT IS TO ARRANGE FOR THEIR TRAINING & DEVELOPMENT.

• PERSON HOWEVER CAREFULLY SELECTED IS NOT MOULDED TO SPECIFICATIONS & RARELY MEETS THE DEMANDS OF THE JOB ADEQUATELY.

• FORMERLY “ON THE JOB TRAINING” WAS CONSIDERED ENOUGH AND IT

WAS HOPED & EXPECTED THAT THE EMPLOYEE WILL GRADUALLY PICK UP ALL THE PARTICULARS AND INTRICACIES OF THE JOB WHILE DOING

IT & LEARN BY EXPERIENCE.• BUT THE PROCESSES & TECHNIQUES NOT ONLY IN THE FIELD OF

MANUFACTURING BUT ALSO IN OTHER FUNCTIONS LIKE MARKETING, PROCUREMENT, PLANNING, DESIGN……etc. ARE CHANGING, CHANGING RAPIDLY, CHANGING CONTINUOUSLY AND BECOMING COMPLEX.

• INCREASINGLY IT IS BEING REALISED THAT TRAINING IS REQUIRED NOT ONLY FOR NEW RECRUITS, BUT ALSO FOR EXISTING EMPLOYEES.

• IN MANY LARGE ORGANISATIONS, MANPOWER PLANNING, STAFFING, TRAINING & DEVELOPMENT USED TO BE THE FUNCTIONS GIVEN TO

PERSONNEL MANAGER

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INTRODUCTION (CONTINUED)• IN RECENT TIMES IT HAS BEEN OBSERVED THAT PERSONNEL

DEPARTMENTS HAVE FAILED TO ACHIEVE THE DUAL GOALS OF INCREASED PRODUCTIVITY AND EMPLOYEE SATISFACTION. SO THERE HAS BEEN GROWING DISSATISFACTION ABOUT THEIR ROLE.

• AS A CONSEQUENCE, ENTERPRISES STARTED TREATING “MANPOWER”AS “HUMAN RESOURCE” & HUMAN RESOURCE DEVELOPMENT (HRD) DEPARTMENTS CAME IN TO BEING.

• HRD DIFFERS FROM PERSONNEL MANAGEMENT IN THREE WAYS.• PERSONNEL MANAGEMENT ONLY REACTS TO THE TRAINING

REQUIREMENTS OF AN ORGANISATION ie IT DEALS WITH THEM AS & WHEN THEY ARISE, WHILE HRD EMPHASISES ON CONTINUOUS

DEVELOPMENT OF EMPLOYEE’S COMPETANCIES IN A PLANNED WAY

• PERSONNEL MANAGEMENT RELATES ALL ITS FUNCTIONS, TO THE POSITION OF THE EMPLOYEE, WHILE HRD RELATES THEM TO THE ROLE OF THE EMPLOYEE. THE PRINCIPLE TASK OF THE HRD IS TO UNDERSTAND THESE ROLES, MATCH THE ROLE & A PERSON & DEVELOP PERSONS IN THE ROLES.

• PERSONNEL MANAGEMENT DOES NOT GIVE MUCH WEIGHTAGE TO THE PROCEDURAL ASPECT OF TRAINING TECHNIQUE, WHILE HRD CONSIDES THEM OF CRUCIAL IMPORTANCE FOR ACHIEVING LASTING

DEVELOPMENT OF HUMAN COMPETANCIES

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DIFFERENCE BETWEEN TRAINING, EDUCATION AND DEVELOPMENT.

TRAINING IS THE ACT OF INCREASING THE KNOWLEDGE & SKILL OF AN EMPLOYEE FOR A PARTICULAR JOB. IT IMPARTS SPECIFIC SKILLS FOR ASPECIFIC PURPOSE. WHEN WE EXPLAIN TO AN EMPLOYEE HOW TO JOIN

TWO PARTS OF AN ASSEMBLY TOGETHER WITH HELP OF A HOLDING FIXTURE & A TOMMY SPANNER AND NUTS AND ASK HIM TO PRACTICE FOR PERFECTION , WE ARE TRAINING HIM TO DO THAT ASSEMBLY.

EDUCATION IS A BROADER TERM. IT CONCERNS WITH INCREASING GENERAL KNOWLEDGE AND UNDERSTANDING OF A SUBJECT OR A TOTAL ENVIRONMENT OF AN EMPLOYEE. WHEN WE ARE GIVING HIM A COURSE ON ENGINEERING, WE ARE ACTUALLY GIVING HIM IN EDUCATION.

TRAINING IS ALWAYS WORK ORIENTED. SO IT CARRIES A NARROW

MEANING OF IMPARTING SOME SPECIFIC SKILLS ONLY.

DEVELOPMENT LOOKS AT INDIVIDUAL’S GROWTH & MATURISATION.

TRAINING IS GIVEN NOT ONLY ONCE TO THE NEW RECRUITS. EMPLOYEES LEARN & RECEIVE TRAINING THROUGHOUT THEIR SERVICE SPAN.

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ADVANTAGES OF A TRAINING PROGRAMME.

SYSTEMATIC TRAINING PROGRAMME OFFERS MANY ADVANTAGES TO THE COMPANY.

(1) IMPROVES QUALITY & QUANTITY OF WORKER’S OUTPUT.(2) TRAINED WORKER MAKES THE BEST USE OF MATERIAL & EQUIPMENT.

SO REJECTION & REWORK IS REDUCED & DAMAGE TO MACHINARY & SPOILING OF EQUIPMENT CAN BE AVOIDED

(3) DEVELOPS EFFECTIVE WORK HABITS & METHODS OF WORK, THERE BY REDUCES OCCURANCE OF ACCIDENTS & NEED FOR CLOSE SUPERVISION.

(4) SELECTION FOR TRAINING DEVELOPS A FEELING IN EMPLOYEE THAT HE IS BEING CARED FOR. MORALE & RELATIONSHIP WITH SUPERIORS IMPROVE.

(5) REDUCES LABOUR TURNOVER & ABSENTIEESM(6) INCREASES CHANCES OF PROMOTION IN THE SAME ORGANISATION &

ALSO INCREASES HIS MARKET VALUE & EARNING POWER.(7) MAKES THE WORKER COMMITTED & TO LOYAL TO ORGANISATION’S

CULTURE, PHILOSOPHY & POLICIES(8) TRAINING CREATES A POOL OF TALENTED WORKERS FROM WHICH

REPLACEMENTS CAN BE DRAWN WHENEVER NEEDED.

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TYPES OF TRAINING PROGRAMME.

(2) ON JOB TRAINING -

SKILL & EFFICIENCY OF EMPLOYEE IS IMPROVED BY THIS TRAINING. HERE THEY ARE TRAINED TO HANDLE VARIOUS MACHINES WITHOUT

COMMITTING ANY MISTAKES OR ACCIDENTS,FOR REMOVING

BOTTLENECKS & MINIMISING WASTES.

(3) PROMOTIONAL TRAINING –MANY COMPANIES FOLLOW THE POLICY OF FILLING SOME HIGHER LEVEL VACANCIES BY PROMOTING EXISTING EMPLOYEES. THE POLICY INCREASES MORALE OF EXISTING WORKERS. IN HIGHER POSITIONS, THEY HAVE TO SHOULDER HIGHER RESPONSIBILITIES. THEY WILL NOT FACE ANY DIFFICULTIES, IF THEY ARE PROPERLY TRAINED TO SHOULDER THOSE. THIS IS CALLED PROMOTIONAL TRAINING.

(4) REFRESHER TRAINING –TECHNOLOGIES ARE CHANGING AND SO ALSO THE WORK METHODS. SO A REFRESHER TRAINING WOULD BE USEFUL TO REVIVE EXISTING KNOWLEDGE AND ADD SOME NEW KNOWLEDGE. THESE REFRESHER PROGRAMMES ARE DESIGNED TO AVOID PERSONAL OBSOLESCENCE.

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TYPES OF TRAINING PROGRAMME.

(5) CORRECTIVE TRAINING –

WHEN AN EMPLOYEE VIOLATES COMPANY RULES OR POLICIES, THE MANAGER NEEDS TO TO FIND A WAY TO DEAL WITH THE PROBLEM. THE SOLUTION TO THIS PROBLEM IS DISCIPLINE. BUT TROUBLE WITH THE WORD DISCIPLINE IS THAT IT IMPLIES PUNISHMENT.

HIS AIM SHOULD BE TO REFORM THE EMPLOYEE. HE SHOULD HANDLE THE PROBLEM WITH CARE, SUCH THAT THE TRATMENT SHOULD CORRECT IT, RATHER THAN PUNISHING IT.

MANAGER SHOULD CRITICISE THE EMPLOYEE IN PRIVATE, SOON AFTER

THE MISTAKE, BUT NOT BEFORE HIS OWN ANGER HAS COOLED OFF.HE SHOULD CRITICISE THE ACT AND NOT THE INDIVIDUAL. HE SHOULD EXPLAIN IT TO THE EMPLOYEE WHY HE SHOULD CHANGE HIS BEHAVIOUR.

THIS IS CORRECTIVE TRAINING.

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TRAINING METHODS FOR OPERATIVES

(1) ON JOB TRAINING – THE INSTRUCTION OF AN EXPERIENCED SENIOR OR SUPERVISOR THE INCUMBENT STARTS PRODUCING RESULTS. THE METHOD IS INEXPENSIVE. IT DOES NOT REQUIRE ANY SPECIAL

ARRANGEMENTS LIKE TRAINING SCHOOL ETC. HERE WORKERS LEARN IN THE “JOB ENVIRONMENT”THE SUCCESS OF THIS METHOD DEPENDS ON THE EXPERIENCE & COMPETANCE OF THE SUPERVISOR.

(a) VESTIBULE TRAINING: THIS METHOD INVOLVES CREATING A SEPARATE TRAINING CENTER WITHIN THE PLANT ITSELF. IT HAS MACHINES. IT HAS TOOLS AND AN EXPERIENCED OPERATOR IS INCHARGE OF IT. HERE TRAINEE CAN ACQUIRE ENOUGH SKILLS, WITHOUT ANY PRODUCTION PRESSURE. COSTLY PRODUCTION MACHINES ARE SAVED FROM THE DANGER OF GETTING DAMAGED AT

THE HANDS OF INEXPERIENCED WORKERS. THIS IS RELATIVELY A COSTLY METHOD.(b) APPRENTICESHIP TRAINING: HERE THE TRAINEE IS GIVEN TRAINING FOR SUFFICIENTLY LONG PERIOD IN ALL TRADES UNDER DIRECT SUPERVISION OF EXPERTS. THIS IS A COSTLY METHOD OF TRAINING. GENERALLY A BOND WILL BE SIGNED BETWEEN COMPANY AND THE TRAINEE, BEFORE APPRENTICESHIP STARTS.

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TRAINING METHODS FOR OPERATIVES

(1) ON JOB TRAINING – (Continued)

(d) INTERNSHIP TRAINING: THIS METHOD IS GENERALLY USED TO

PROVIDE WORK EXPERIENCE TO SKILLED PEOPLE.

TRAINING METHODS FOR MANAGERS

• EXECUTIVE TALENT IS AN IMPORTANT ASSET OF THE COMPANY, ALTHOUGH IT DOES NOT FIND ANY MENTION ON THE ASSET SIDE IN COMPANY’S BALANCE SHEET. IT HAS DIRECT IMPACT ON COMPANY’S PROFIT AND ITS SHARE PRICE.

• RESEARCH, EXPERIMENTATION, TESTING & EXPERIENCE HAVE YIELDED A VARIETY OF TRAINING METHODS, WHICH ARE USED IN EXECUTIVE

DEVELOPMENT PROGRAMMES.• SOME OF THESE METHODS ARE MEANT FOR NEWLY RECRUITED

EXECUTIVES ONLY. THEY GENERATE IN THE TRAINEES, DEEPER UNDERSTANDING OF MANAGERIAL FUNCTIONS.

• SOME OTHER TRAINING METHODS AIM AT INCREASING THE PROBLEM SOLVING SKILLS OF MANAGERS. SOME PROGRAMMES AIM TO CHANGE THEIR ATTITUDES.

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• OBSERVATION ASSIGNMENTS• POSITION ROTATION

• SERVING ON COMMITTEES• ASSIGNMENT OF SPECIAL PROJECTS• CONFERENCES AND SEMINARS• CASE STUDIES• INCIDENT METHOD• ROLE PLAYING• SENSITIVITY TRAINING OR LABORATORY TRAINING.

• TRAINING IN EMOTIONAL INTELLIGENCE• AUTONOMY TRAINING.

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TRAINING METHODS FOR MANAGERS(1) OBSERVATION ASSIGNMENTS :The “understudy” is made an assistant to

an existing job holder. He learns by observation, imitation and experience which he gains through discussions with the job holder on policies methods, procedures, rules etc. If existing job holder is not competent

there is a danger of mistakes and deficiencies perpetuating..

(2) POSITION ROTATION: Trainee is rotated among different managerial jobs. This gives him an all round experience. This also gives him a deeper understanding of interdepartmental relations and need for coordination and cooperation among various departments

(3) SERVING ON COMMITTEES: Trainee is made to serve on various committees. In the process he gets guidance from very senior persons of the organisation on how to adjust oneself to the overall needs of the organisation

(4) ASSIGNMENT OF SPECIAL PROJECTS: A project which is directly useful to

the company is given to the trainee executive.(5) CONFERENCES AND SEMINARS: Deputation of a trainee executive to a

seminar or a conference. Receives quick orientation in various areas of management. He is able to meet executives from other organisations

(6) CASE STUDIES: Good & intelligent discussions of instructor with students increases depth of thinking, power of analysis, consideration for options by others.

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(7) INCIDENT METHOD: Developed at MIT. Came in to being after one renowned professor was dissatisfied with the case study method. In case study

method the entire problem is presented to students, while in incident

method, only a brief incident is presented in the class to provoke discussions. The students then ask questions to instructor to extract

maximum information from him. (8) ROLE PLAYING: Parts taken from case study are assigned to groups for

role playing. But in that role they behave as they would have behaved in that situation themselves and do not say lines scripted for them by the case study writer.

(9) SENSITIVITY TRAINING OR LABORATORY TRAINING: This type of training is designed to increase the manager’s understanding of himself and of his

own impact on others.(10)TRAINING IN EMOTIONAL INTELLIGENCE: Many executives are not

emotionally intelligent. They do not know how to handle their emotions like anger, fear, love, happiness intelligently.

(11) AUTONOMY TRAINING: One of the latest approaches to management training. Develops ability of manager to manage his own training. He first works out what he wants to learn and then teaches himself.

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SELECTION OF A TRAINING METHOD• SELECTION OF APPROPRIATE TRAINING METHOD DEPENDS ON SIX

FACTORS

(1) NATURE OF PROBLEM AREA : Method will depend on whether the problem is operational or is in human relation area. Researchers have studied

different methods of training (Case study, Conference, Lecture, Business games, Films, Programmed instructions, Role playing, Sensitivity training and television lecture) for achieving effects like Acquisition of knowledge, Changing the attitudes, Increasing problem solving skills, Increasing interpersonal skills, Increasing trainee’s acceptance of training methods, Retention of knowledge and ranked them on scale of 1 (best) to 9 (worst). One can go as per the finding of this research – Programmed instructions are the best for acquiring knowledge while Lectures is the worst method for it. For “changing attitudes” sensitivity training is the best method while television lecture is the worst method for it.

(2) LEVEL OF TRAINEES IN THE ORGANISATIONAL HIERARCHY: Shop floor workers will need methods which emphasize on training in technical skills and knowledge, while managers and executives need methods which emphasize on training in interpersonal skills and conceptual skills.

(3) ABILITY OF A METHOD TO AROUSE THE INTEREST: Method should be capable of stimulating interest and helping the retention of the knowledge. People remember things much longer which they “see & hear”

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SELECTION OF A TRAINING METHOD

• SELECTION OF APPROPRIATE TRAINING METHOD DEPENDS ON SIX FACTORS (Continued)

(4) AVAILABILITY OF COMPETANT TRAINERS: A competent trainer is able to

make the trainees feel personally close to the trainer. With him the trainee feels psychological safety. They have no fear of being underrated. Nor do

they have fear of being laughed at if they make a mistake. The trainees receive and give genuine feedback to a competent trainer. A competent trainer gives the trainees opportunities for experiments and practice new learnings.

(5) AVAILABILITY OF FINANCE

(6) AVAILABILITY OF TIME

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EVALUATION OF TRAINING AND DEVELOPMENT

• BUILT IN PROVISION FOR EVALUATION IS A DESIRABLE CHARACTERISTIC OF ALL TRAINING PROGRAMMES.

• EVALUATION OF A TRAINING PROGRAMME IS A TECHNICAL &

PROFESSIONAL TASK.• BENEFITS OF A TRAINING PROGRAMME ARE NOT ALWAYS OBVIOUS &

THEY ARE NOT READILY MEASURABLE.• PAYOFFS FROM TRAINING PROGRAMMES ARE MANY TIMES INTANGIBLE

AND ARE RATHER SLOW TO BECOME APPARENT.

ABSENCE OF OBJECTIVE CRITERIA; ABSENCE OF SPECIFIC DEFINITIONSOF RELEVANT VARIABLES, BY WHICH TO MEASURE EFFECTIVENESS OFGENERAL EMPLOYEE DEVELOPMENT OR EFFECTIVENESS OF EMPLOYEEBEHAVIOUR ARE SOME OF THE MAJOR PROBLEMS IN THIS AREA.

HOWEVER HR MANAGERS DO MAKE AN EFFORT TO EVALUATE THETRAINING PROGRAMMES FOR BENEFITS AND RESULTS

• EVALUATION OF PROGRAMMES RELATED TO WORKERS WHICH RESULT IN IMPROVEMENT OF PRODUCTIVITY OR, REDUCTION IN COSTS, REDUCTION IN ACCIDENTS, ABSENTEEISM ETC IS NOT COMPLICATED. HOWEVER FOR MANAGER’ PROGRAMMES IT IS QUITE COMPLEX.

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EVALUATION OF TRAINING AND DEVELOPMENT ( Continued)• WHEN RESULTS OF MANAGER’S PROGRAMMES LIE IN THE AREA OF

HUMAN SKILLS IT POSES A DIFFICULT PROBLEM TO EVALUATE THE PROGRAMME, OBJECTIVELY, WITHOUT BRINGING ANY SUBJECTIVITY IN

HOW EVALUATION IS DONE

TWO TYPES OF EVALUATION – REACTION EVALUATION- OUTCOME EVALUATION

REACTION EVALUATION – OPINION SURVEY OF PARTICIPANTS OR OFPEOPLE WHO HAVE SEEN THE PARTICIPANTS INACTION ARE THE REACTION EVALUATION.

OUTCOME EVALUATION –REACTION SURVEYS CAN NOT TAKE ONE FAR.SO OUTCOME EVALUATION IS PREFERRED. IT ISDONE AT THREE LEVELS. IMMEDIATE, INTERMEDIATE AND ULTIMATE.

IN IMMEDIATE IMPROVEMENT IN LEARNING ISMEASUREDIN INTERMEDIATE CHANGES IN BEHAVIOUR AFTER TRAINEE RETURNS TO WORKPLACE AREMEASURED

IN ULTIMATE CHANGES IN ULTIMATE RESULTS ARE MEASURED

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LEARNING ORGANISATION

• KNOWLEDGE IS DOUBLING EVERY FIVE YEARS. EVERY ORGANISATION THAT WANTS TO REMAIN COMPETITIVE MUST HAVE SYSTEMS TO COPE

UP WITH THIS INCREDIBLE GROWTH OF KNOWLEDGE. IT MUST LEARN MORE. IT MUST LEARN FASTER. IT MUST CONVERT ITSELF INTO A LEARNING ORGANISATION.

• AS PER PROF. SENGE OF MIT USA LEARNING ORGANISATIONS WEAVE INTO THEIR CULTURE A CONTINUOUS AND ENHANCED CAPACITY TO LEARN AND ADAPT AND CHANGE. ITS VALUES, SYSTEMS, POLICIES, PRACTICES AND STRUCTURE SUPPORT & ACCELERATE LEARNING FOR EVERY ONE IN THE ORGANISATION. THIS RESULTS IN A SUCCESSFUL BUSINESS BECAUSE IT BRINGS IN CONTINUOUS IMPROVEMENT IN ALL

AREAS OF THE ORGANISATION.

• IN INDIA L&T IS A LEARNING ORGANISATION.• GLOBALLY MOTOROLA IS A LEARNING ORGANISATION.

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Documents

PRINCIPLES OF MANAGEMENT UNIT3PART1VITvishwakarmafe.weebly.com/.../principles_of_management_unit3part1vit.pdfPRINCIPLES OF MANAGEMENT UNIT NO III PART 1 COMMUNICATION STAFFING, TRAINING