1. Extra Readings
Micromanagement and Macromanagement

2. Micromanagement and Macromanagement
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. here
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
here

10. Types of Conflicts Individual conflict Role 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 Right of directing workers to do something
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
Presenting Challenge
Providing Coaching
Building Confidence

18. Managerial Grid Model
It is a tool to assess the leadership style developed by Blake and Mouton.
Job
Employee
Style (1,1)
Low
Style (1,9)
High
Style (9,1)
Style (9,9)
Style (5,5)
Middle

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 Purpose: Downward, Upward Gain commitment
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
Here

21. Communication Process
Who says what
In which channel
To whom
With what effect
General model of Communication Process
Feedback
Transmission of Message
Thought
Encoding
Reception
Decoding
Understanding
Noise

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

23. Maslow's Need Hierarchy
Need for Self-Actualization
Esteem needs
Affiliation or acceptance needs
Security or Safety needs
Physiological needs

24. Herzberg’s Motivation – Hygiene Theory
Hygiene Factors
Dissatisfaction
Money
Personal Life
Working Conditions
Working Relationships
Motivation Factors
Satisfiers
Challenging Work
Added Responsibility
Advancement

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. here
Controlling

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

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

29. Comparing Performance with Standard
Control Process
Performance
Measuring
Comparing Performance with Standard
Correcting Deviation

30. Types of Control Preliminary Control Concurrent 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

31. Management Audit External
Investigate other firms for merger and competition
Internal
Periodic assessment past, present and future

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 Balance Sheet
An 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

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