1. MANAGING AND THE HUMAN FACTOR

2. MANAGEMENT AND LEADERSHIP THOUGHT OF AS THE SAME THING.
AN EFFECTIVE MANAGER IS AN EFFECTIVE LEADER
LEADERSHIP IS ALSO FOLLOWERSHIP
CREATIVITY PLAYS AN IMPORTANT ROLE IN MANAGING PEOPLE.

3. LEADERSHIP ..
IS DEFINED AS THE PROCESS OF INFLUENCING PEOPLE SO THAT THEY WILL STRIVE WILLINGLY AND ENTHUSIASTICALLY TOWARDS THE ACHIEVEMENT OF ORGANISATIONAL GOALS.

4. THE HUMAN FACTOR IN ENTERPRISES:
PEOPLE ASSUME DIFFERENT ROLES
THERE IS NO AVERAGE PERSON
PERSONAL DIGNITY IS IMPORTANT
THE WHOLE PERSON MUST BE CONSIDERED.

5. MODELS OF PEOPLE RATIONAL / EMOTIONAL ECONOMIC / SELF-ACTUALIZING
BEHAVIOURISTIC / PHENOMENOLOGICAL
McGREGOR’S THEORY X AND THEORY Y

6. THEORY X
AVERAGE HUMAN BEINGS HAVE AN INHERENT DISLIKE OF WORK AND WILL AVOID IT IF THEY CAN
BECAUSE OF THIS, MOST PEOPLE MUST BE COERCED, CONTROLLED, DIRECTED AND THREATENED WITH PUNISHMENT TO GET THEM TO PUT FORWARD ADEQUATE EFFORT
AVERAGE HUMAN BEINGS PREFER TO BE DIRECTED, WISH TO AVOID RESPONSIBILITY AND WANT SECURITY ABOVE ALL.

7. THEORY Y
THE EXPENDITURE OF PHYSICAL WORK IS AS NATURAL AS PLAY OR REST
PEOPLE EXERCISE DIRECTION AND SELF CONTROL IN THE SERVICE OF OBJECTIVES
THE DEGREE OF COMMITMENT IS PROPORTIONAL TO THE SIZE OF REWARDS ASSOCIATED WITH ACHIEVEMENT
THEY SEEK RESPONSIBILITY
THEY EXERCISE A RELATIVELY HIGH DEGREE OF IMAGINATION, INGENUITY AND CREATIVITY IN SOLVING PROBLEMS

8. MANAGERIAL IMPLICATIONS:
ARE IN :-
1. SETTING OBJECTIVES AND
DEVELOPING PLANS TO
ACHIEVE THEM
2. IMPLEMENTING PLANS
THROUGH LEADERSHIP
3. CONTROLLING AND APPRAISING
PERFORMANCE AGAINST
PREVIOUSLY SET STANDARDS

9. OTHER BEHAVIOURAL MODELS:
THE AUTOCRATIC MODEL
THE CUSTODIAL MODEL
THE SUPPORTIVE MODEL
THE COLLEGIAL MODEL

10. DIRECTION…
Direction consists of the process and techniques utilised in issuing instruction and making certain that operations are carries out as planned.

11. IMPORTANCE OF DIRECTION..
Direction initiates action
Direction integrates employee efforts
Direction attempts in getting maximum out of individuals
Direction facilitates change in the organisation

12. PRINCIPLES…. Principle of harmony of objectives
Principle of unity of command

13. CREATIVITY AND INNOVATION
CREATIVITY REFERS TO THE ABILITY AND POWER TO DEVELOP NEW IDEAS
INNOVATION USUALLY MEANS USE OF THESE IDEAS

14. WHY CREATIVITY?
FREE COMPETITION REQUIRES A CONTINUOUS DEVELOPMENT OF IDEAS, PRODUCTS..
NEW APPROACHES TO PROBLEMS / PRODUCTS

15. THE CREATIVE PROCESS UNCONCIOUS SCANNING INTUITION INSIGHT
LOGICAL FORMULATION

16. TECHNIQUES TO ENHANCE CREATIVITY
BRAINSTORMING
SYNECTICS

17. THE END

18. HARMONY OF OBJECTIVES
The more managers can harmonize the personal goals of individuals with the goals of the enterprise, the more effective and efficient the enterprise will be.
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