Policy area à Performance Reviews + Pay Plans à as equitable as possible

Structural Area à Steps taken to move away from à High degree of à Formulation +
Specialization

Physical condition à Removal of safety hazards + noise / lighting / temperature should be taken car of

Managerial losses à improvement of communication + clarification of ambiguous/ conflicting goals

More Generalized Strategies:

a) Supportive Organizational Climate:

Feature à Decentralized structures + Participative decision making + upward movement

Effect à More supportive + more control on their job + preventing / reducing job
Climate for employees job stress

b) Redesigning of task:

Redesigning task à Providing Motivation + Improve job characteristic
!
1. Task identify & significance
2. Variety of skills
3. Autonomy
4. Feed back

c) Conflicts in Organization Rule:

Management à Clarify Organization role + reduce conflicts

d) Career Paths & Counseling:

Planning & Development à by activating career counseling career path

Organizational Conflicts & Conflict Resolution:

Organization Conflicts:

Intro (Conflict)

Definition à Clash between individual & groups (Not quarrel / fight)
Cause à Opposing ideas + perception + goals + interest + values
Effects à Break down in decision making mechanism
Implies à Lack of understanding & agreement à among people

Organizational Conflicts:

Definition à Difference à ideologies + approaches à group + individuals working in same org

Nature & intensity à varies from group to group

Example à Conflict between à line & staff / production & sales / dept heads

Effect à Affects à efficiency + effectiveness
Create à tension / hostility / lack of teamwork & co-ordination

Positive conflicts à Necessary for good health of organization
Accelerate à rethinking & creativity
Identifying à weaknesses
Releasing tension
Providing challenge

Conflict à element of à (Interpersonal + inter group / relatives)

CAUSE OF COFLICTS:

1. Difference in goals
2. Difference in perception
3. Multiple roles
4. task interdependence
5. scarce resource conflict
6. other conflicts

Difference in Goals:

Difference in view: à regarding goal
Reason à 1. Division of work à narrows outlook + people interpret
& Departmentation goals in different
ways

Example à Production dept à reduce cost
Sales dept à increase profit margin for profit maximize

2. Difference in Perception:

Difference in views à Background / culture / education / training due to differences in

Lack / Adequacy of information à Affects perception

Definition à People looking at same issue à different ways

3. Multiple Rules:

Role Conflict à individual with more than 1 working capacity

Example à Position of supervision à has to lookafter interest of à workers &
management

Ambiguity in roles à conflict

4. Task interdependence Conflict:

Task of two groups interdependent à One group fails to meet the task
Demand of another group

Example of task interdependence à Production dept + Sales dept

5. Scarce Resource Conflict:

Cause à Every group wants à higher share of Org scarce resources

Competition à Among various groups / Dept
Competition à Rewards

6. Other Conflicts:

Due to personal à Dislikes, prejudices , ego & jealousies
Inconsistencies à Authority / responsibility / communication pattern
One group à trying to dominate à other group

Consequence of Conflict:

Conflict consequence à Positive (Advantages) / Negative (Disadvantages)

Advantages of Conflicts:

a) Change stimulants

Stimulate change in à system à not conductive to proper functioning of org

Problems à requiring changes
- Spot light
- Forces clarification à (nature + source) of problem
- Channels efforts à toward problem solving

Compels à individual + group à think again & again

b) Creativity & Innovation

during conflict à members display creativity à to identify various alternative
in a group

Conflict generates à thinking process à results in innovations in à Policies + procedure

c) Group cohesiveness:

group cohesiveness à Commitment to group goals + Degree of co-operation among
group members to work together

Inter-group à Group becomes + group unity is stressed + Group co-operate to
More cohesive meet conflict pressure

Effect: à Member show à greater loyalty
Group à more united

d) Release of Tension:

Opportunity à release tension à which otherwise remain suppressed
Speeds up à process of à Negotiating feelings w/o damaging org function

e) Test of Capabilities:

Opportunity à to learn + develop à by testing capabilities
Meeting challenge à satisfied + higher motivated successfully

2. Disadvantages:

a. Disequilibrium:

Individual contributions à Decrease because à energies are wasted in
conflicting behaviour

Org à Can’t exist in à try to increase contribution / getting rid of low
disequilibrium for long contributing individual

b. Tension & stress:

Conflict à creates à Affects peoples à (mental + physical) health
Stress + tension

Intensive conflict à feeling of à Anxiety / frustration / hostility

Co-ordination + co-operation à between individual & groups à becomes
difficult

- Reason à Destruct + suspicion

c) Diversion of Energy:

Effort diverted à toward destructive activities
People focus à more on personal goals than organization goals
More time spent à designing tactics à to win conflicts

d) Rigidity

Clearly defined à Authority + Responsibility + Relationship
A m o n g t h e m s e l v e s

Organizational structure à because rigid
Groups becomes à task oriented
Leadership à more directive

e) Distorted Communication:

Perception gets distorted à each group develop negative perception toward
each other

Avoiding interaction (by members) à when in conflict


Managing Conflicts:

Two dimensional project


Managing conflict

Resolution of Dysfunctional conflict Encouraging constructive conflict


Strategy Strategy

Integration of individual & org goals Healthy competition in group
- through MBO & Job enactment & interpersonal relations

group bases incentives for higher performance Meaningful & major changes

employee participation at all levels in structure / behavioural patterns
of management

Period transfer employee from work discouraging compatibility &
Units & creating new work groups compromise on goals / roles / models

Interpersonal & group relation attacking à Mediocrity / low level
Training programmes skills / poor behaviour

Improving info & communication setting high performance targets
System during conflict & demanding their achievement

Less functional à between conflict Promoting creativity + innovations
Interdependence prone work group

Effective use of authority / power
By managers over activities &
Job behaviour of employees

Employment of co-ordination
Arbitrators, outside consultants
Use of political / process



ORGANIZATIONAL DEVELOPMENT

Definition:

Planned à effort

To improve = org effectiveness --- Org. capability

Through designed process - for problems solving
- for self renewal


Main Objectives:

Increase Level à trust
New ways à learning + coping
Create an environment where
Authority of assigned role à authority of knowledge

Increase level à responsibility
Increase level à communication
Solution for à problems
Increase level à satisfaction
Improve à climate of org

Influence:

1) à act of affecting

attitudes behaviour

2) à individual or group by individual or group

involves

regulating motivating
behavior people

e.g. If Y commands X then Y has influence over X among à
man g à an influence process of getting things tone

Means of Influence:

Emulation Some people à imitate & adopt

Role models + superiors à behaviour + attitude

It is indirect mean

Suggestion : Idea presentation

Adopting line of action

It is direct mean:

Persuasion: Involves à influence and influence one explain other to do or not to do
something

It is direct interaction:

Coercion: direct / indirect

(threat) compulsion à effect beahviour

It is forced and hard mean:

Techniques:

Structured focused

Programme

Includes improve

Job enlargement: org effect

Task are added task

Greater variety relationships
Of tasks components

Job enrichment:

Managerial response are added:

Challenging job:

Matrix Org:

Provides flexible struct

Inflow + outflow of impr
In dynamic org


Manage by objective
Integrating

Org goal + personal goal

Behaviour Modification:

Reward more effective
Needs of employer considered

Survey feedback:

Collection and analysis

Data à which improve and process of

(also diff components of organization)

à flexitime:

employees

decide working hrs

certain limit is set

à linking Pin Organization




Mission Goals & Objective:

1. Mission (Purpose)

basic function in society, in terms of the product & services it produces for its clients.

Mission


Not written written
Mission statement


Mission

Strategy Adopt where we see future


Mission Statement:

à Document
à No Format

Includes:

- Fro whom organization exists
- Nature of business
- Ways of competing
- Principles of business

Purpose:

Focus of strategy Create corporate culture
Guide for decision making
Mission Statement

Communicate the purpose
Of business to outsiders

2. Goals & objectives:

A) Organization exists à collective goals
B) Management ensures that:

Strong desires do not opposed to organizatin’s goals.

Definition Goal:

The intentions behind decisions or actions, the states of mind that drive individual or collectives of individuals called. Organizations to do what they do.


Goal

Operational Goals Non-Operational Goals
- Objectives - Not objective
- Aims - Open objective

S pecific
M easurable
A ttainable
R esult oriented
T ime-bounded

Criteria for making goals:

Features:
Vertically consistent
Goal congruence (horizontal consistency)
Consistency with time span
Objectives

Identification of benefactions



Ideological goals
System goals Format goals
Goals

Scared personal goals


3. Commercial Goals & Objectives:

Difference

Objective Mission
1. Formal & Written cultural
2. Time limit x
3. Quantitative measure x

Goal Structure:

Mission

Corporate à set

Operational Implementation

Individual


Goal

Corporate Individual

- Concerned with the firm Specific to individual units

commercial public

Objectives of Making Goals:

Resource

Market

Employee development

Innovations

Productivity



Objective

Primary Corporate Secondary Strategic


Objective


Long term short term



Conflict:

Ways to deal with conflict

a à Bargaining
b à Satisficing (equality)
c à Sequential attention
d à Priority setting

4. Stake Holder’s Goals & Objectives


social responsibilities General & environmental influences
Evolution of Strategies

Economic objective influence of stake holders


General Environmental Influences:

a. External influences.
b. Influence of the nature of business.
c. Influence of organization’s culture.

Stakeholder à People who have interest in organization

Social Responsibility:

(By – Ansoff)

Objective

Primary Secondary

(Economic) (Social or non-economic)

which

Modify Management
Behaviour


Due to interaction
Of stakeholder individual
objective

Stakeholders’ Objective:

a) For employees:

- minimum wage level
- job security
- good working condition
- job satisfaction
- medical
- pension
- training

b) Customers:

- quality product & reasonable price
- meeting customer needs

c) Suppliers:

- regular order’s

d) Shareholders:

- Appropriate return


5 Subverting Mission
(by Mintzberg)

An act to have such goals which make the mission appear secondary.
These goals are system goals.


System Goals

Survival Control

Growth Efficiency


They are interrelated

Difficult to subvert mission when:

1. Powerful persons or groups
2. Professional organization (hospital)
3. Strong Ideology (missionaries)

Mission Negated by:
Conglomerate Diversification:

6. Management by Objectives:

Approach for setting objectives, targets & plans.

It provide co-ordination between
- Short-term & long term plans
- Junior & senior management plans.
- Efforts of different department.


Successful Achievement of Goals:

- Focus of Managers
- Managers target
- Managers Contribution
- Managers performance
- Boss know how

Hierarchy of Objectives:







Strategic Plans

Tactical plans
Improvement Management
Performance
Unit / Departmental Plans

Individual Plans


UNIT OBJECTIVES:

Departments

Primary Targets Senior Manager Department
Approved
Secondary Target

Key Results:

1)
Unit Improvement Plan

Job Improvement Plan

Key Results & Performance

Key Result Analysis


2) Performance Standards

Quantitative Qualitative

Advantages of MBO:

- Better management
- Converting strategic plans to management action plan
- Co-ordination
- Commitment
- Communication
- Change is possible (Adaptability)

Disadvantages of MBO:

- Not as effective as strategic Plans
- Long term targets à No
- Inflexibility
- Time consuming
- Overstress

7. Achieving Work Objectives:

M B O

Performance management System

Procedures:

Chronological sequence of required actions for performing a certain task.

- Efficiency
- Discretion à (who has to do what – defined)
- Familiarity
- Standardization
- Continuity
- Inter-operational friction

Standardization:

Means of co-ordination

7. Prioritizing and Work Planning:

Working Planning:

Work methods & practices

Objectives

Work Planning a Base For:

1. Scheduling & allocating of routine tasks.
2. Handling high priority tasks & deadlines.
3. Adapting changes.
4. standards for Working
5. co-ordination.

Steps:

1. Establishing priorities.
2. Scheduling & timetabling tasks
3. establishing check & control
4. contingency pan for
unscheduled events.

Priorities:

Work is done on he basis of priorities at each level.

Directing Resources:

Resources are managed as:
1) Assesing winere it is usefully spent
2) Scheduling
3) Timetabling the job
4) Resourcing right time

ABC Analysis
Pareto Analysis:

Item
A: C:
very important Marginally important

B:

Fairly important

Timescale of Work Planning:

Time Scale

Long Term Short Term

Medium
Term

Year
Month
Week
Day

Deadlines:

Endo the longest span of time allotted to a task

Critical Path Analysis

Planning Technique on the Pyramid of Deadlines