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Management is a process of the quality of both physical as well as human resources to It is that part of managerial function which actuates the organizational methods to
seek objectives. The elements or activities which are performed in this process are known as work efficiently for achievement of organizational purposes. It is considered life- spark of the
functions of management. Various authors have classified these functions differently. enterprise which sets it in motion the action of people because planning, organizing and
Thus, the functions of management may be classified in to five categories: Planning, staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect
Organizing, Staffing, Directing (leadership, motivation, communication, coordination) and of management which deals directly with influencing, guiding, supervising, motivating sub-
Controlling. ordinate for the achievement of organizational goals. Direction has following elements:
1. Supervision: implies overseeing the work of subordinates by their superiors. It is the
act of watching & directing work & workers.
PLANNING: 2. Motivation: means inspiring, stimulating or encouraging the sub-ordinates with zeal
It is the basic function of management. A plan is a future course of actions. It is an to work. Positive, negative, monetary, non-monetary incentives may be used for this
exercise in problem solving & decision making. According to Koontz, “Planning is deciding purpose.
in advance – what to do, when to do & how to do. It bridges the gap from where we are & 3. Leadership: may be defined as a process by which manager guides and
where we want to be”. Planning is determination of courses of action to achieve desired influences the work of subordinates in desired direction.
goals. Thus, planning is a systematic thinking about ways & means for accomplishment of 4. Communications: is the process of passing information, experience, opinion etc
pre-determined goals. Planning is necessary to ensure proper utilization of human & non- from one person to another. It is a bridge of understanding.
human resources. Planning involves the following steps:
1. Determination of objectives; CONTROLLING:
2. Forecasting; It implies measurement of accomplishment against the standards and correction of
3. Formulation of policies and programmes; deviation if any to ensure achievement of organizational goals. The purpose of controlling is
4. Preparation of schedules. to ensure that everything occurs in conformities with the standards. Controlling is the
measurement & correction of performance activities of subordinates in order to make sure
ORGANIZING: that the enterprise objectives and plans desired to obtain them as being accomplished.
It is the process of bringing together physical, financial and human resources and Therefore controlling has following steps:
developing productive relationship amongst them for achievement of organizational goals. 1. Establishment of standard performance;
To organize a business involves determining & providing human and non-human resources 2. Measurement of actual performance;
to the organizational structure. Organizing as a process involves: 3. Comparison of actual performance with the standards;
1. Identification of activities; 4. Corrective action.
2. Classification and grouping of activities;
3. Assignment of duties; EVALUATION OF MANAGEMENT THOUGHT
4. Delegation of authority and responsibility;
5. Coordinating authority; From the start of the 19th century until the 20th century, managers and scholars have
6. Responsibility relationships. formed a theoretical framework to explain what they believe to be good practices of
management. Their efforts led to five different classes of perspectives on management,
STAFFING: namely, the classical perspective, behavioral perspective, quantitative perspective, systems
It is the function of manning the organization structure and keeping it manned. perspective and contemporary perspective. Each perspective is based on different
Staffing has assumed greater importance in the recent years due to advancement of assumptions towards the objectives of the organization and human behavior.
technology, increase in size of business, complexity of human behavior etc. The main
purpose of staffing is to put right man on right job i.e. square pegs in square holes and round
pegs in round holes. Staffing involves:
Manpower Planning;
Recruitment; Selection & placement;
Training & development;
Remuneration, Performance Appraisal;
Promotions & Transfer.
Unit-1: Introduction to Management 1.10
We can classify the schools of management thought as follows: 4. Esteem needs: These needs are concerned with self respect, self confidence, a feeling
1. Classical Perspective: This perspective existed in the 19th century and early 20th of personal worth, feeling of being unique and recognition. Satisfaction of these needs
century. It focuses on the rational and scientific approaches to the study of produces feelings of self confidence, prestige, power and control.
management and on finding ways to mould an organisation to become more efficient. 5. Self actualization needs: These needs indicate the strong desire to achieve
The classical thought can be studied under three streams, namely; something, particularly in view of potential one has. This includes competence which
i. Scientific management implies control over environmental factors both physical and social and achievement.
ii. Administrative management Conclusion:
iii. Bureaucracy management Maslow suggest that the various levels are interdependent and overlapping, each
2. Neo-Classical or Human Perspective: The neo-classical writers tried to remove the higher level need emerging before the lower level need has been completely satisfied.
deficiencies of the classical school and suggested improvements for good human
relations in the organization. It emphasizes the importance of understanding human II. DOUGLAS MCGREGOR’S THEORY X AND THEORY Y:
behaviour, employee’s needs, the attitude of employees in a working environment McGregor's work was based on Maslow's hierarchy of needs. He grouped Maslow's
besides social interaction and group processes. Their propositions are based on hierarchy into "lower order" (Theory X) needs and "higher order" (Theory Y) needs. He
'human relations studies' and motivational theories such as Hawthorne Experiments, suggested that management could use either set of needs to motivate employees.
Maslow theory, etc. Theory X and Y are theories of human motivation created and developed by
McGregor in 1960 and that have been used in Human resource management, organizational
3. Quantitative Management or Behavioral Sciences Perspective: This approach
behaviour and organizational communication.
emerged as a result of the contributions of psychologists, sociologists and
anthropologists to the field of management. The, behavioral science perspective Theory - X: It assumed that –
believes that it is difficult to understand the sociology of a group separate from the 1. Employees are inherently lazy.
psychology of the individuals comprising it and the anthropology of the culture within 2. They require constant guidance and support.
which it exists. 3. They require even coercion and control.
4. Given an opportunity, they would like to avoid responsibility.
4. Contemporary or Modern Perspective: The modem management thinkers define
5. They do not show up any ambition but seek security.
organization as a system and also consider the impact of environment on the
effectiveness of the organization. The organization is viewed as adaptive systems Theory - Y: It states that –
which must in order to survive adjust to environmental changes. As a result, two 1. Some employees consider work as natural as play or rest.
approaches have gained prominence after 1960s, which are as follows: 2. These employees are capable of directing and controlling performance on their own.
(a) Systems approach, and 3. Higher rewards make these employees more committed to organization.
(b) Contingency approach. 4. Given an opportunity, they not only accept responsibility but also look for
opportunities to outperform others.
THEORIES OF MOTIVATION 5. Most of them are highly imaginative and creative.
I. MASLOW’S THEORY OF HUMAN NEEDS Theory X and Theory Y combined:
A.H.Maslow, a famous social scientist or psychologist, has given a framework that For McGregor, Theory X and Y are not different ends of the same continuum. Rather
helps to explain the strength of certain needs. He identified human needs in the form of a they are two different continua in themselves. Thus, if a manager needs to apply Theory Y
hierarchy, ascending from the lowest to highest. If his basic needs are not met, efforts to principles, that does not preclude him from being a part of Theory X & Y.
satisfy the higher needs should be postponed. The hierarchy of needs is identified as follows:
1. Physiological needs: The Physiological needs are at the top of hierarchy because they III. HERZBERG’S TWO FACTOR THEORY OF MOTIVATION:
tend to have the highest strength until they are reasonably satisfied. It includes the Frederick Hertzberg conducted a structured interview programme to analyse the
need for food, sleep, shelter, etc. these are the basic needs and if these are not experience and feelings of 200 engineers and accountants in nine different companies in
satisfied, one does not think of needs at higher level. Pittsburg area, U.S.A. During the structured interview, they were asked to describe a few
2. Safety or Security Needs: Once physiological needs are satisfied to a reasonable previous job experiences in which they felt ‘exceptionally good’ or exceptionally bad about
level, the next level in the hierarchy is safety. Safety means being free of physical their jobs.
danger or self-preservation. It covers protection, job security, safety of property, food In his analysis, he found that there are some job conditions which operate primarily to
or shelter, etc. dissatisfy employees when the conditions are absent, however their presence does not
3. Affiliation or Acceptance or Social needs: After the first two needs are satisfied, motivate them. It is referred as Hygiene or Maintenance Factors.
social needs become important in the need hierarchy. Man wants to live in the society Another set of job conditions operates primarily to build strong motivation and high
as a member of society. He wants to love and be loved by others. It includes desire to job satisfaction, but their absence rarely proves strongly dissatisfying. It is referred as
seek or show affection and recognition, need for companionship, identification with a motivational factors.
group, etc.
Unit-1: Introduction to Management 1.11 Unit-1: Introduction to Management 1.12
1. Hygiene Factors: According to Hertzberg, there are 10 maintenance factors. These 2. Interest in Workers: A worker’s motivation can be increased by showing an interest
maintenance factors are necessary to maintain at a reasonable level of satisfaction in in them. Mayo classified studying the workers (through the experiments) as showing
employees. Any increase beyond this level will not produce any satisfaction to the an interest in the workers.
employees. However, any cut below this level will dissatisfy them. These are: 3. Work is a Group Activity: Work is a group activity, team work can increase a
1. company policy and administration, worker’s motivation as it allows people to form strong working relationships and
2. technical supervision, increases trust between the workers. Work groups are created formally by the
3. salary, employer but also occur informally.
4. job security, 4. Social Aspect of Work: Workers are motivated by the social aspect of work, as
5. personal life, demonstrated by the female workers socialising during and outside work and the
6. status, subsequent increase in motivation.
7. working conditions, 5. Recognise Workers: Workers are motivated by recognition, security and a sense of
8. interpersonal relationship with superiors, belonging.
9. interpersonal relationship with peers and 6. Communication: The communication between workers and management influences
10. interpersonal relationship with subordinates. workers’ morale and productivity. Workers are motivated through a good working
2. Motivational Factors: These factors are capable of having a positive effect on job relationship with management.
satisfaction often resulting in an increase in ones total output. Most of the factors are Conclusion:
related with job contents. An increase in these factors will satisfy the employees. The traditional view of how to motivate employees is that you offer monetary rewards
However, any decrease in these factors will not affect their level of satisfaction. (pay increases, bonuses etc) for work completion. However the Hawthorne experiments may
Hertzberg includes six factors that motivate employees. These are: suggest that motivation is more complicated than that. Advocates of the "Hawthorne Effect"
1. achievement, will state that the Hawthorne experiment results show that motivation can be improved
2. recognition, through improving working relationships and social interaction.
3. advancement;
4. work itself,
DECISION MAKING
5. possibility of growth and
6. responsibility. Decision-making is an essential aspect of modern management. Decision-making is
the key part of manager's activities. Decisions are important as they determine both
IV. MAYO’S HAWTHORNE EXPERIMENTS managerial and organizational actions. A decision may be defined as "a course of action
The human relations approach was born out of a reaction to classical approach. For which is consciously chosen from among a set of alternatives to achieve a desired result."
the first time an intensive and systematic analysis of human factor in organisations was made Decision is a choice from among a set of alternatives.
in the form of Hawthorne experiments. According to Trewatha & Newport, "Decision-making involves the selection of a
To investigate the relationship between productivity and physical working conditions, course of action from among two or more possible alternatives in order to arrive at a solution
a team of four members George Elton mayo, White head, Roethlisberger and William for a given problem".
Dickson was introduced by the company in Hawthorne plant. These experiments are often Decision Making Process:
referred to as the Hawthorne experiments or Hawthorne studies as they took place at the Decision-making involves a number of steps which need to be taken in a logical
Western Electric Company in Chicago. They conducted various researches in four phases: manner. Decision-making process prescribes some rules and guidelines as to how a decision
1. Experiments to determine the effects of changes in illuminations on productivity. should be taken/made. This involves many steps logically arranged. Drucker recommended
Illumination experiments (1924-27). the scientific method of decision-making which, according to him, involves the following six
2. Experiments to determine the effects of changes in hours and other working steps as shown below:
conditions on productivity. (Relay assembly test room experiments 1927-28). 1. Identify/Define the Problem: Identification of the real problem before a business
3. Mass interviewing programme (1928-1930). enterprise is the first step in the process of decision-making. It is rightly said that a
4. Determination and analysis of social organization at work (Bank wiring observation problem well-defined is a problem half-solved. Information relevant to the problem
room experiments 1931-32). should be gathered so that critical analysis of the problem is possible. In brief, the
Experiment Results: manager should search the 'critical factor' at work. It is the point at which the choice
After analysing the results from the Hawthorne experiments Mayo concluded that applies.
workers were motivated by more than self interest and the following had an impact too: 2. Analyzing the Problem: After defining the problem, the next step in the decision-
1. Psychological Contract: There is an unwritten understanding between the worker making process is to analyze the problem in depth. This is necessary to classify the
and employer regarding what is expected from them; Mayo called this the problem in order to know who must take the decision and who must be informed
psychological contract. about the decision taken.
Unit-1: Introduction to Management 1.13 Unit-1: Introduction to Management 1.14
Formal Organization:
Identify/Define the Problem A formal organization is deliberately designed to achieve some particular objectives.
It refers to the structure of well defined jobs, each bearing a definite measure of authority,
Analyzing the Problem responsibility and accountability. The structure is consciously designed to enable the
organizational members to work together for accomplishing common objectives. It tells him
to do certain things in a specified manner, to obey orders from designated individuals and to
Developing Alternative Solutions cooperate with others.
The basic characteristics of formal organization are as follows:
Selecting the Best Solution 1. Organization structure is laid down by the top management to achieve organizational
goals.
2. Organization structure is based on division of labor and specialization to achieve
Implementation of Decision efficiency in operations.
3. Organization structure concentrates on the jobs to be performed and not the
Feedback & Follow up Action individuals who are to perform jobs.
4. The organization does not take into consideration the sentiments of organizational
members.
3. Developing Alternative Solutions: After defining the problem and analyzing its 5. The authority and responsibility relationships created by the organization structure are
nature, the next step is to obtain the relevant information/ data about it. Using this to be honored by everyone.
data the manager has to determine available alternative courses of action that could be
used to solve the problem at hand. If necessary, group participation techniques may be Informal Organization:
used while developing alternative solutions as depending on one solution is Informal organization refers to the relationship between people in the organization
undesirable. based on personal attitudes, emotions, prejudices, likes, dislikes, etc. These relations are not
4. Selecting the Best Solution: After preparing alternative solutions, the next step in the developed according to procedures and regulations laid down in the formal organization
decision-making process is to select an alternative that seems to be most rational for structure; generally, large formal groups give rise to small informal or social groups. These
solving the problem. The alternative thus selected must be communicated to those groups may be based on same taste, language, culture or some other factor. These groups are
who are likely to be affected by it. Acceptance of the decision by group members is not preplanned, but they develop automatically within the organization according to its
always desirable and useful for its effective implementation. environment.
5. Implementation of Decision: After the selection of the best decision, the next step is
to convert the selected decision into an effective action. Without such action, the The salient features of informal organization are as follows:
decision will remain merely a declaration of good intentions. Here, the manager has to 1. Informal relations are unplanned. They arise spontaneously.
convert 'his decision into 'their decision' through his leadership. 2. Formation of informal organizations is a natural process.
6. Ensuring Feedback: Feedback is the last step in the decision-making process. Here, 3. Informal organization reflects human relationships.
the manager has to make built-in arrangements to ensure feedback for continuously 4. Informal organizations are based on common taste, problem, language, religion,
testing actual developments against the expectations. It is like checking the culture, etc.
effectiveness of follow-up measures.
ORGANIZATIONAL STRUCTURE
DESIGNING ORGANIZATION STRUCTURE A clearly defined organizational structure and well depicted organization chart
An organization is identified group of people contributing their efforts towards minimizes the uncertainty. It speeds up decision making. It brings out coordination. If an
attainment of certain common objectives. It is mainly used in two ways: organizational chart is not clearly defined, it may lead to politics and frustration.
(a) Organization is a structure of relationships between various positions of business. It The organisational chart can be defined as follows:
has the features like: two or more persons, common objectives, division of work, 1. The chart identifies lines of authority and responsibility, flow of work between
cooperative efforts, rules and regulations. individuals and span of control.
(b) Organization is a process which involves: determining and grouping the activities; 2. It illustrates the superior-subordinate relationship that is, who reports to whom.
assigning the duties to various individuals; allocating necessary authority and 3. It shows whether the functions are grouped together in a logical order or not.
responsibility; coordinating the activities, decision making and motivation. 4. It illustrates how the activities of entire organization are coordinated in to one unit.
Organizations are divided in to two categories: Formal Organisation and Informal 5. It focuses what kind of managerial relationship is prevalent in the organization.
Organisation.
Unit-1: Introduction to Management 1.15 Unit-1: Introduction to Management 1.16
Production Manager
Principal Principal Principal
College of Engg. College of Engg. College of Engg.
Kakinada Hyderabad Ananthapur
Foreman-A Foreman-B Foreman-C
Organization chart of a University
Worker Worker Worker
PRINCIPLES OF ORGANIZATION
The cardinal principles of a sound organization are: b) Departmental Line Organisation: Under this form, entire activities are divided into
1. Align departmental objectives to corporate goals: It is to be ensures that the different departments on the basis of similarity of activities. The basic objective of
objectives of different departments in the organization are unified and aligned to the this form is to have uniform control, authority and responsibility.
corporate goals.
2. Cost effective operations: An organization is said to be efficient if it can achieve the
goals at the lowest costs and with minimum undesirable consequences. Production Manager
3. Define Authority: The authority and responsibility relationships underlying each
position in the organization have to be defined clearly to avoid confusion or
misinterpretation. Foreman-A Foreman-B Foreman-C
4. Optimum number of subordinates: In each managerial position, there is a limit to (Body Moulding) (Seating) (Finishing)
the number of persons an individual can effectively manage.
5. Specialisation: Similar activities are group together to ensure better performance of Worker Worker Worker
the work and efficiency and so on.
6. Flow of authority: This refers to the line of authority from the top management in an Suitability:
enterprise to other levels. If this is clear, then the terms of responsibility can be It is suitable to small scale organizations where the number of subordinates is quite small.
understood. Merits:
7. Define responsibility: A superior is responsible for the omissions and commissions 1. Simplicity: Line organization is very simple to establish and can be easily understand
of his subordinates and at the same time the subordinates must be held responsible to by the employees
their superiors for the performance of the work assigned. 2. Discipline: Since each position is subject to control by its immediate superior position,
8. Ensure flexibility: The more the flexile structures, the better is the scope to be often the maintenance of discipline is easy unity of command and unity of direction
successful. Where the organisation procedures are rigid, it is necessary to develop an foster discipline among the people in the organization.
in-built mechanism to forecast any type of constraint. 3. Co-ordination: The hierarchy in management helps in achieving effective
9. Provide for continuity: The organisation structure should provide for the coordination.
continuation of activities. There cannot be any breakdown in activities for any reasons 4. Effective communication: There will be a direct link between superior and his
in the organisation. subordinate; both can communicate properly among himself or herself.
10. Ensure one employee, one superior: Each subordinate should have only one 5. Economical: Line organization is easy to operate and less expensive
superior. There should not be any room for conflict of command. 6. Unity of command: In this every person is under the command of one boss only.
11. One head and one plan: Every group of activities with common objective should be 7. Prompt decision: Only one person is in charge of one division or department. This
handled by one person and one plan. If handled by different persons, the organisation enables manager to take quick decisions.
may lose direction. 8. Over all development of the managers: The departmental head has to look after all
12. Attain Balance: Every organisation needs to be a balanced one. There are several the activities of his department; therefore, it encourages the development of all round
factors such as de-centralisation and delegation of authority, Departmentation, span of managers at the higher level of authority.
control and others that have to be balanced to ensure the overall effectiveness.
Unit-1: Introduction to Management 1.17 Unit-1: Introduction to Management 1.18
Demerits: Demerits:
1. Ability of Manager: The success of the enterprise depends upon the caliber and 1. Chances of Misinterpretation: Although the expert advice is available, yet it reaches
ability of few departmental heads, loss of one or two capable men may put the the workers through line supervisors. The line officers may fail to understand the
organization in difficulties. meaning of advice and there is always a risk of misunderstanding and
2. Personnel limitations: In this type of organization an individual executive is suppose misinterpretation.
to discharge different types of duties. He cannot do justice to all different activities 2. Chances of friction: There are bound to be occasions when the line and staff may
because he cannot be specialized in all the trades. differ in opinion may resent in conflict of interests and prevents harmonious relations
3. Overload of work: Departmental heads are overloaded with various routine jobs between the two.
hence they cannot spare time for managerial functions like planning, budgeting, etc. 3. Ineffective Staff in the absence of authority: The staff has no authority to execute
4. Dictatorial way: In line organization, too much authorities centre on line executive. their own advice. Their advice is not a binding on the line officers. Therefore the
Hence it encourages dictatorial way of working. advice given by specialist may be ignored by line heads.
5. Duplication of work: Conflicting policies of different departments result in 4. Expensive: The overhead cost of the product increases because of high salaried
duplication of work. specialized staff.
6. Unsuitable for large concerns: It is limited to small concerns 5. Loss of initiative by line executives: If they start depending too much on staff may
7. General interest of enterprise may be over looked: Departments may work for their lose their initiative drive and ingenuity.
self-interest and may sacrifice the general interest of the enterprise.
8. Scope of favourism: As the departmental heads has the supreme authority, there is 3. FUNCTIONAL ORGANISATION STRUCTURE:
chance of favourism. It is the most widely used organization structure in the medium and large scale
organizations having limited number of products. This structure emerges from the idea
2. LINE AND STAFF ORGANISATION: that the organization must perform certain functions in order to carry on its operations.
It refers to a pattern in which staff specialists advise line managers to perform Functional structure is created by grouping the activities on the basis of functions
their duties. When the work of an executive increases its performance requires the required for the achievement of organizational objectives. For this purpose, all the
services of specialists which he himself cannot provide because of his limited capabilities functions required are classified into basic, secondary and supporting functions according
on these matters. Such advice is provided to line managers by staffs personal who are to their nature & importance.
generally specialists in their fields. The staff people have the right to recommend, but
have no authority to enforce their preference on other departments. General Manager
4. MATRIX ORGANISATION:
It is also called project organization. It is a combination of all relationships in the Suitability:
organization, vertical, horizontal and diagonal. It is a mostly used in complex projects. It is suitable for educational organizations and universities.
The main objective of Matrix organization is to secure a higher degree of co-ordination
than what is possible from the conventional, organizational structures such as line and Merits:
staff. 1. It offers operational freedom & flexibility
In matrix organization structure, a project manager is appointed to co-ordinate the 2. It focuses on end results.
activities of the project. Under this system a subordinate will get instructions from two or 3. It maintenance professional Identity.
more bosses, Viz., administrative head and his project manager. 4. It holds an employee responsible for management of resources.
Suitability: Demerits:
It can be applicable where there is a pressure for dual focus, pressure for high 1. It calls for greater degree of coordination,
information processing, and pressure for shred resources. Ex: Aerospace, chemicals, 2. It violates unity of command.
Banking, Brokerage, Advertising etc. 3. Difficult to define authority & responsibility.
4. Employee may be de motivated.
Unit-1: Introduction to Management 1.21 Unit-1: Introduction to Management 1.22
General Manager
3. Financial Management: Financial management seeks to ensure the right amount and
type of funds to business at the right time and at reasonable cost. It comprises the
following activities:
a. estimating the volume of funds required for both long-term and short-term
needs of business
b. selecting the appropriate source of funds
c. raising the required funds at the right time The objectives of work study are to achieve:
d. ensuring proper utilization and allocation of raised funds 1. To bring improvement of work processes and procedures.
e. administration of earnings 2. To improve usage of materials, machines & man power.
4. Personnel Management: Personnel management involves planning, organizing and 3. To economize human efforts and reduce un-necessary fatigue.
controlling the procurement, development, compensation, maintenance and 4. To develop better physical working condition & environment.
integration of human resources of an organisation. It consists of the following
activities: METHOD STUDY:
a. manpower planning; recruitments, selection, It is the systematic recording and critical examination of the existing and proposed
b. training, appraisal, promotions and transfers, ways of doing work, as a means of developing and applying easier and more effective
c. compensation, methods, reducing cost and increasing efficiency. It is used in order to affect solutions to a
d. employee welfare services, and variety of production problems.
e. personnel records and research, etc. Ex: Work space layout, Equipment design, Product design, etc.
Unit-2: Operations Management 2.3 Unit-2: Operations Management 2.4
According to British Standards Institution (BS 3138), “Method study is the systematic Delay (Temporary storage):
recording and critical examination or existing and proposed ways or doing work as a means It occurs to an object when conditions do not permit the
or developing and applying easier and more effective methods and reducing cost.” D performance of next job.
Basic procedure: Ex: Machinery breakdown, waiting for next stage, etc.
The process of method study involves the following procedure: Inspection:
To check whether the Quality and quantity of the product is
good or not.
Method Study
Operation cum Inspection:
Inspection is taking place during the production process.
Aim: To develop better working methods
5. Financial incentive schemes. 2. Acceptance sampling: Acceptance sampling is a technique of deciding whether to
6. Cost reduction and cost control. accept the whole lot or not based on the number of defectives from a random drawn
7. Identifying substandard workers. sample. It is widely use in buying food products, such as rice, wheat etc. If the quality
8. Training new employees. of sample drawn looks good or free from defects then according to the requirement
the entire bag or part of it can be brought.
Procedure:
The essential pre-requisite to carry out work measurement is to describe the3 me6thid Confidence and Control limits:
underlying the job. The following is the process involved. 1. Confidence limit: It indicates the range of confidence level. A confidence level refers
1. Break the job into elements which can be identified as distinct parts of an operation, to the probability that the value of measurement or parameter, such as length of screw,
capable of being observed, measured and analyzed. is correct.
2. Measure time taken to perform each element (30 seconds). Example: If a component is required with measurement of 50 mm. across, then the
3. Add the time taken to do all the elements and arrive at the basic time (Normal time) buyer accepts all components measuring between 48 mm and 52 mm across,
required to do the entire job. considering a five percent confidence level.
The process of work measurement involves the following procedure: 2. Control limit: Control limits are found in the control charts. There are two control
Work Measurement limits 1) Upper control limit (UCL) and 2) Lower control limit (LCL). These are
determined based on the principles of normal distribution.
Example: In a pilot investigation of the length of the nails produced in the shop floor,
Aim: To develop Time Standard
it is found that the mean length X is cm, the S.D 3σ, the measure of variability of the
nails produced 0.2 cm. How do you construct the control chart for this data.
PROCEDURE
DESCRIBE the given work for measurement. PROCESS CONTROL CHARTS:
BREAK the job into elements. It is a technique of ensuring the quality of the products during the manufacturing
MEASURE the performance of operator. process itself. It aims to control and maintain the quality of products in manufacturing
DETERMINE the basic time. process. It is carried out through control charts. A control chart compares graphically the
PROVIDE time allowance for fatigue etc. process performance data to compute statistical control limits. It is of two types:
DETERMINE standard time.
RESULT
Increased Efficiency and Higher productivity through
a) Scientific basis to develop incentive systems
b) Maintain reasonable levels of employment
c) Reliable means of planning and control
1. Variable charts: A variable is one whose quality measurement changes from unit to
STATISTICAL QUALITY CONTROL (SQC): unit. The quality of these variables is measured in terms of hardness, thickness,
length, etc. These are drawn using principles of normal distribution. It is meant for
The process of applying statistical principles to solve the problem of controlling the variable type of data i.e. X-Bar chart and R charts.
quality control of a product of service is called Statistical Quality control. W.A.Shewart in
1931 introduced, the control charts on basis of statistical principles. These are used to ensure X – Charts:
quality. Quality is of two types: In control charts for variables, to construct a chart, only the mean or the
a) Quality of design: It refers to product features such as performance, reliability, average value of dimensions in the samples in plotted on it. Procedure for
durability, use, service, etc., in comparing two products. construction X-Chart:
b) Quality of conformance: It means whether the product meets the given quality a) Compute average of averages X.
specifications or not. b) Calculate average of Range (R).
c) Multiply the average range by the conversion factor (A2). This gives A2R.
Elements of SQC: The techniques are divided into two parts: d) Calculate the upper control and lower control limits
1. Process Control: Process control is a technique of ensuring the quality of the
products during the manufacturing process itself. If a process consistently produces Upper control limit (UCL) = X+A2R
items with acceptable or tolerable range of specification, it is said to be statically Lower control limit (LCL) = X+A2R
under control. Process control is achieved through control charts. Where, A2 are conversion factors from table of constants.
Unit-2: Operations Management 2.7 Unit-2: Operations Management 2.8
Solution:
The mean of means =
Range is calculated as =
Solution:
X Chart: X chart UCL and LCL compute at sample size 5 in A2 table value is 0.58
R Chart: R chart UCL and LCL compute at sample size 5 in D4 table value is 2.11
and D3 table value is 0
3. For each of the 14 days a number of magnets used in electric relays are inspected and the
number of defectives is recorded. The total number of magnets tested is 14,000. The
following are the particular of the number of defectives found every day.
Unit-2: Operations Management 2.11 Unit-2: Operations Management 2.12
Materials management plays a significant role in controlling the costs and reducing
the wastage in a manufacturing industry. Most oftenly, 70% of the price of goods are towards
cost of materials and rest on wages, salaries, overheads and profits. It means material cost
form a significant portion of total cost.
For running any industry or business, we need a number of resources. These resources
are popularly known as 5 M's of any Industrial activity i.e. Men, Machines, Materials, Money
and Management.
Definition:
Materials refer to inputs into the production process, most of which are embodied in
the finished goods being manufactured. It may be raw materials, work in progress, finished
goods, spare parts, etc.
Unit-2: Operations Management 2.13 Unit-2: Operations Management 2.14
1. Inventory Ordering Costs: The cost refer to the cost incurred to procure the materials Algebraic Method:
particularly in large organizations, these cost are significant. This is also called as Step-1:
procurement cost. Total ordering cost per year = No. of order placed per year x ordering costs per order
Definition: It is the cost of placing an order from a vendor. This includes all costs =A/SxO
incurred from calling for quotation to the point at which the item is taken into stock. Step-2:
Ex: Receiving quotations, processing purchase requisition, Receiving materials and Total carrying cost per year = Average inventory level x carrying cost per year
then inspecting it, Follow up and expediting purchase order, processing sellers =S/2xC
invoice. Where, A = Annual Demand
S = Size of each order (units per order)
O = ordering cost per order
C = carrying cost per unit
Step-3:
EOQ = TOC = TCC
=A/SxO =S/2xc
2AO = S2C
S2 = 2AO / C
S = 2AO / C
√
EOQ =
2. Inventory carrying cost: Carrying cost which are also known as holding costs are the
costs incurred in maintaining the stores in the firm. They are based on average inventory. Where,
Ex: Storage cost includes: Rent for storage facilities, Salary of person and related storage EOQ is the size of economic order quantity
expenses, Cost of insurance, Cost of capital. A is the annual demand in units
O is the ordering costs per order
C is the carrying cost per unit
ILLUSTRATIONS
1. A biscuit manufacturing company buys lot bags of 10,000 bags wheat per annum. The
cost per bag is Rs.500 and ordering cost is Rs.400. The inventory carrying cost is
estimated at 10% of the price of the wheat determine EOQ and number of orders required
per year.
Solution:
Annual demand (A) = 10,000 bags
Ordering cost per order (O) = Rs.400
Determining EOQ: Carrying cost per unit (C) = 10% of Cost price
(a) Graphical Method: = 0.10 x 500 = Rs.50/-
Total cost = ordering costs + carrying costs
EOQ = quantity at which total cost is minimum
In the above case, the company has to place 25 orders to optimize its ordering and
carrying costs.
Unit-2: Operations Management 2.15 Unit-2: Operations Management 2.16
2. An oil engine manufacturer purchases lubricants at the rate of Rs.42 per piece from a Total annual cost = 1125 + 180
vendor. The requirements of these lubricants are 1800 per year. What should be the = Rs. 1305
ordering quantity per order, if the cost per placement of an order is Rs.16 and inventory Hence, the company should purchase 300 parts at time interval of 1/30 year instead of
carrying charges per rupee per year is 20 paise. ordering 750 parts each month. The net saving of the company will be
Solution: = Rs. 1305 – Rs. 900
Given data are: = Rs. 405 per year.
Number of lubricants to be purchased, A = 1800 per year
Procurement cost, O = Rs. 16 per order 4. The XYZ Ltd. carries a wide assortment of items for its customers. One of its popular
Inventory carrying cost, C = Rs. 42 × Re. 0.20 = Rs. 8.40 per year items has annual demand of 8000 units. Ordering cost per order is found to be Rs.12.5.
Then, optimal quantity (EOQ), The carrying cost of average inventory is 20% per year and the cost per unit is Re. 1.00.
√
Determine the optimal economic quantity and make your recommendations.
EOQ = Solution:
√ x 1800 x
16
= .
= 82.8 or 83 lubricants (approx).
3. A manufacturing company purchase 9000 parts of a machine for its annual requirements
ordering for month usage at a time, each part costs Rs. 20. The ordering cost per order is
Rs. 15 and carrying charges are 15% of the average inventory per year. You have been
assigned to suggest a more economical purchase policy for the company. What advice
you offer and how much would it save the company per year?
Solution:
Given data are:
Number of lubricants to be purchased, A = 9000 parts per year
Cost of the part = Rs. 20
Procurement cost, O = Rs. 15 per order
Inventory carrying cost, C = 15% of cost of the part
= Rs. 20 × 0.15 = Rs. 3 per each part per year
Then, optimal quantity (EOQ),
Q
= √x 9
√ 000 x 56
=
= 300 units
And, Optimum order interval, (to) = Q/D in years
= 1/30
300 /years
9000 The table and the graph indicates that an order size of 1000 units will gives the
= lowest total cost among the different alternatives. It also shows that minimum total
Minimum average cost = √2.A.C.O cost occurs when carrying cost is equal to ordering cost.
= √2 x 9000 x 15 x 3
= Rs.900 ABC ANALYSIS
If the company follows the policy of ordering every month, then the annual ordering cost is It is a technique of controlling inventories based on their value and quantities. It is
= Rs 12 × 15 remembered as “Always Better Control”. In this analysis, the classification of existing
= Rs. 180 inventory is based on annual consumption and the annual value of the items. Hence we obtain
Lot size of inventory each month = 9000/12 the quantity of inventory item consumed during the year and multiply it by unit cost to obtain
= 750 annual usage cost. The items are then arranged in the descending order of such annual usage
Average inventory at any time = Q / 2 cost.
= 750/2 The analysis is carried out by drawing a graph based on the cumulative number of
= 375 items and cumulative usage of consumption cost.
Therefore, storage cost at any time = 375 × C
= 375 × 3
= Rs. 1125
Unit-2: Operations Management 2.17 Unit-2: Operations Management 2.18
100
90 C
Volume of Inventory (Rs.)
70
0 10 30 100 Note that C type items are not necessarily unimportant; incurring a stock-out of C
Volume of inventory (units) items such as the nuts and bolts used to assemble manufactured goods can result in a costly
Advantages of ABC Analysis: shutdown of an assembly line. However, due to the low annual dollar volume of C items,
a. Exercise selective control is possible. there may not be much additional cost incurred by ordering larger quantities of some items,
b. Focus high attention on high value items is possible. or ordering them a bit earlier.
c. It helps to reduce the clerical efforts and costs.
d. It facilitates better planning and improved inventory turnover.
e. It facilitates goods storekeeping and effective materials handling. TYPES OF ABC ANALYSIS
1. HML analysis: In this analysis, the classification of existing inventory is based on
Illustration: unit price of the items. It refers to:
A computer hardware company has organized its 10 items on an annual dollar- H – High price items, unit value of > Rs.1000
volume basis. Details like item numbers, their annual demand, unit cost, annual dollar M – Medium price items, unit value of Rs.100 to Rs.1000
volume, and percentage of the total represented by each item are shown in Table. L – Low price items, unit value of < Rs.100
The main objectives are:
Solution:
a) To know how many times in a month or week stock verification takes place.
The items are classified as A, B, and C in the Table and the same is shown b) To keep control over the consumption at the department level.
graphically in the accompanied figure. c) To keep a track on storage and security requirements.
Unit-2: Operations Management 2.19 Unit-3: Functional Management 3.1
2. VED analysis: In this analysis, the classification of existing inventory is based on UNIT – III
criticality of the items. It is mainly used in spare parts inventory. It refers to: FUNCTIONAL MANAGEMENT
V – Vital spare part:
If there is shortage in this category production would come to a halt. So large
CONCEPT OF HRM
stock should be maintained
E – Essential spare part: Human Resource Management (HRM) is a relatively new approach to managing
Stock costs of these parts are very high. Here production will not stop but the people in any organisation. People are considered the key resource in this approach. Human
efficiency of production will be affected. Resource Management is a process, which consists of four main activities, namely,
D – Desirable parts: acquisition, development, motivation, as well as maintenance of human resources. Human
Not so essential. These are readily available. Resource Management is responsible for maintaining good human relations in the
organisation. It is also concerned with development of individuals and achieving integration
3. FSN analysis: In this analysis, the materials are classified based on their movement
of goals of the organisation and those of the individuals.
from inventory for a specified period. Items are classified on basis of their
consumption. Higher the stay of an item in the inventory, the slower would be the Definition:
movement of the material. This analysis helps to avoid investments on non-moving 1. Scott, Clothier and Spriegel – “Human Resource Management as that branch of
items. It refers to: management which is responsible on a staff basis for concentrating on those aspects
F – Fast moving materials. of operations which are primarily concerned with the relationship of management to
S – Slow moving materials. employees’ and employees to employees and with the development of the individual
N – Non-moving materials. and the group.”
2. Edwin B. Flippo – “Human resource management is the planning, organising,
4. SDE analysis: This analysis is mainly used in procurement of raw materials. It states
directing and controlling of the procurement, development, resources to the end that
whether the particular raw material is easy or difficult to procure. It refers to:
individual and societal objectives are accomplished.”
S – Secure:
Raw materials that are scarce in the manufacturing place and have to imported
from other locations. Supply of this type of raw material is very less. PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS (PMIR):
D – Difficult: It is the process of acquiring, developing, employing, appraising, remunerating and
Raw materials that are available indigenously but are difficult to procure. retaining people, so that right type of people available at right position and at right time in the
E – Easily available: organization. A personal manager is primarily concerned with taking care of human
Raw materials that are easily available to the nearby markets and are easy to relationships in the organization.
procure. Definition:
According to Edwin B. Flippo – “Personal Management is defined as the planning,
organizing, directing and controlling of procurement, development, compensation, integration
IMPORTANT QUESTIONS
and maintenance of people for the purpose of contributing to the organizational goals.”
1. What is SQC? Explain the various techniques of SQC and throw light on their
limitations? Functions of PMIR:
2. What are the different types of charts and diagrams used in work s t u d y 1. Recruitment and maintenance of labour force: This function includes attracting,
investigations? screening, testing, hiring and inducting men on the job.
3. What are the symbols used in “process charts”. How are process charts prepared? 2. Training: Training is a must to prepare the worker to meet the challenges of the new
4. What is work study? State its objectives and state the tools of work study. jobs or techniques and to maintain and to improve the quality of work so that the
5. The demand for a product is 30000 units per annum. Cost per unit: Rs 4, procurement employees may earn more for them and contribute more to the unit.
cost: Rs60 per order and carrying cost is 20% of inventory value. Determine EOQ. 3. Job analysis and Job description: It involves the studies of job requirements of the
6. Graphically represent “economic order quantity” and explain the type of costs that go enterprise and assignment of well-defined functions to jobs so that qualified
into them. employees may be hired. It forms the basis of wage determination
7. Discuss the procedure of classifying inventory into A,B,C categories. 4. Compensation: It includes, determining wage rates, incentive systems, rating of
employees and performance standards.
5. Keeping personnel records: It includes collection of bio-data of all employees
pertaining to their work, i.e., training, job performance, aptitude, payment records
etc...
6. Welfare: It includes health and safety program, sanitary facilities, recreational
facilities, educational activities etc.
Unit-3: Functional Management 3.2 Unit-3: Functional Management 3.3
3. SELECTION:
Corporate Goals and Resources The process of identifying the most suitable persons for the organization is called
---------------------------------------------------------------------------------------------------------------- selection. It is also called Negative function because here applications are screened and
Departmental targets and resources shortlisted on the basis of selection criteria. The main purpose is to choose right person
Department
for right job.
Level Identify and analyse workload The selection procedure, depending upon the cadre, involves different stages. The
organizations are free to formulate their own selection procedures, as there is no standard
Access manpower requirements practice. Normally a selection process involves:
1. Initial screening or short listing
2. Comprehensive application or bio-data screening
Succession plan Employee Turnover Employee Development 3. Aptitude or written tests
4. Group discussions
Shortage or Surplus of Staff 5. Personal interview
---------------------------------------------------------------------------------------------------------------- 6. Medical examination
Formulate strategies for 7. Employment offer
Succession, Recruitment, Redundancy, Employee Development
4. TRAINING AND DEVELOPMENT:
Top Management Review Training and Development are essential for achieving organizational goals. It
Company leads to human development i.e. better skills, motivation and personality development.
Level Financial Clearance Training is a short-term process of utilizing systematic and organized procedures by
which the staff acquires technical knowledge and functional skills for a definite purpose.
Management Approval The following situations indicate the training needs:
--------------------------------------------------------------------------------------------------------------- 1. High turnover among new recruits
Action Plans 2. Increase in wastage of materials
3. Increase in accident rate
Evaluation and Control 4. Increase in number of rejected units of production
5. Increase in number of customer complaints
The manpower planning starts with identifying the corporate goals and resources. 6. Reduced productivity levels
1. Each department has to identify their targets and resources allocated. 7. Increase in machine break down
2. Analyse their work load and access manpower requirements. The training methods are differed into two categories:
3. They have to formulate succession plan, training programs for employee 1. On-the-job training methods: It is designed to make employees immediately
development and employee turnover. productive. It is learning by physically doing the work. These methods include:
4. In case of additional staff required, plan for recruitment and in case of surplus, Job instruction training, Experimental learning, Demonstration, Apprentice
discharge them. learning.
5. Accordingly the proposals are made to top management. They review the 2. Off-the-job training Methods: It is meant for developing an understanding of
proposal. general principles, providing background knowledge, generating an awareness of
6. After getting clearance, the departments evaluate the financial terms. comparative ideas and practice. It includes: Lectures or talks and class room
7. After approval, they formulate action plans to implement the decisions. instructions, Conferences, Seminars, Team discussions, Case study, Role
8. Action plans are evaluated and controlled in terms of department requirements planning, Programmed instructions.
and financial constraints.
5. PLACEMENT:
2. RECRUITMENT: After training the employee is placed in his position under the charge of a
When the manpower plan reveals the need for additional people in organization, manager. The new recruit is allowed to exercise full authority and is held responsible for
the manager has to initiate the search for employees and see that they apply for jobs in the the results.
organization. Recruitment is often called Positive function. At this stage the applications
are invited for further scrutiny and short-listing. 6. PROMOTION:
The sources of recruitment includes internet, executive search agencies, It refers to the advancement of an employee to a job with a higher authority and
employment exchanges, university and college campus, Ads in TV and Radio, responsibility. It may also carry better compensation package. It is viewed as a means of
recommendation of existing employees, etc. filling up vacancies in the organization from time to time. The basis of promotion could
be merit or seniority depending upon the nature and level of job.
Unit-3: Functional Management 3.6 Unit-3: Functional Management 3.7
7. TRANSFER: 3. Measured Day Rate: Workers under this method are given a specified work to be
It is a lateral shift that moves an individual employee from one position to another performed and the rate is fixed in accordance with the level of performance specified
i.e. it may be in same department or to a different department or location. To optimize the by the employer.
human resources at different locations or departments, employees are transferred from 4. Graduated Time Rate: Under this method, the rates of wages are linked up with the
one location to another. cost of living index. The rate per hour or day fixed goes on changing with the cost of
It is also viewed as a tool for punishing the employee in case of misconduct or living index.
misbehavior. It does not involve any change in salary, duties and responsibilities. 5. Differential Time Rate: Under this method, different rates of wages are fixed for
different workers in the same group according to the differences in their personal
8. SEPARATION: abilities and skill.
It refers to termination of employment i.e. the employee is separated from his job.
It is also called as dismissal. In case of misconduct or misbehavior or where the employee 2. Piece Rate System: In this method, payment on the basis of the work done irrespective of
is not in a position to improve his performance, he is terminated. time taken by the worker. A fixed rate is paid for each unit produced, job completed or an
operation performed.
Ex: A worker is paid at the rate of Rs.5/- per unit and produces 50 units during the
SALARY AND WAGE ADMINISTRATION
day, he will get Rs.250/-.
It is a process of fixing wage or salary for different jobs in the organization through There are four variants of this system:
negotiations with unions, job evaluation, etc. When the wage is paid on time spent in the 1. Straight Piece Rate System: In this method of payment in which payment is made
organization it is called Time Wage System. In production or sales department the staff can according to the number of units produced at fixed rate per unit.
be paid on units produced or sold known as Piece Wage System. 2. Taylor’s Differential Piece Rate System: This system was introduced by
The salary constitutes of the Basic Salary, Dearness Allowance (DA), House Rent F.W.Taylor, the father of scientific management. His view was to give a large reward
Allowance (HRA) and other allowances. Some other benefits include profit sharing, bonus, to those who could complete the work within or less than the standard time and less
leave travel concessions, medical reimbursement, provident fund, gratuity, group insurance wage to those who would complete the job within standard time.
schemes, pension, accident compensation, leave with pay, educational allowance, etc. 3. Merrick’s Multiple Piece Rate System: Under this method, three piece rates are
It consists of the following: applied for workers with different levels of performance as follows:
1. Fair compensation package a. Wages are paid at ordinary piece rate to those workers whose performance is
2. Wage differentials less than 83% of standard output.
3. A balanced compensation package b. 110% of ordinary piece rate is given to workers whose level of performance is
4. Wage negotiations and agreements between 83% and 100% of standard output.
c. 120% of the ordinary piece rate is given to workers who produce more than
WAGE PAYMENT PLANS 100% of standard output.
4. Gant’s Task and Bonus Plan: A standard time is fixed for doing a particular task,
The various wage payment plans are: worker’s actual performance is compared with the standard time and his efficiency is
1. Time wage system determined. It is also known as Progressive Rate System”.
2. Piece rate system a. If a worker’s performance is 100% or more than 100%, he is given a piece
3. Premium and bonus plan wage plus bonus at 20% of piece wages.
b. If his efficiency is below 100%, he is given the wage for the time taken to
1. Time Wage System: In this method, payment on the basis of time spent in the factory perform the task.
irrespective of amount of amount of work done. The worker is paid at an hourly, daily,
weekly or monthly rate. 3. Premium and Bonus Plan: It is also known as Incentive plan. Under this plan, a
Ex: suppose a worker is paid at the rate of Rs.10/- per hour and he spent 220 hours standard time is fixed to complete a job and the worker is paid for time taken to complete
during a particular month, his wage will be Rs.2200. the job at an hourly rare plus wages for time saved on the standard by way of bonus.
There are five types in this system: Some of the important premium plans are:
1. Flat Time Rate or time rate at ordinary level: It is the oldest method of wage 1. Halsey Premium Plan: Under this method, standard time for doing each job is fixed
payment. Under this method, workers are paid at a flat rate on the basis of time they and the worker is given wages for the actual time he takes to complete the job at an
are employed. agree rate per hour plus a bonus equal to one-half of the wages of the time saved.
2. High Day Rate or time rate at high wage level: The rare of wages is fixed by hour T x R + % (S – T) R
or day but the rate fixed is relatively higher. Higher rate is given to attract the efficient Where, T is the time taken
workers. R is the labor rate per hour
S is the standard time
% is the percentage of wages of time saved7
Unit-3: Functional Management 3.8 Unit-3: Functional Management 3.9
2. Rowan Plan: Under this method, the worker is guaranteed wages at the ordinary rate Under Merrick’s multiple piece rate system:
for the time taken by him to complete the job. The bonus is a fixed percentage of the Worker-A = for 1300 units @ 0.11 paise
wages of the time saved bears to the standard time allowed. Bonus is calculates as: = 1300 x 0.11 = Rs.143/-
[(S – T) / S] T x R Level of performance = 1300 units x 100 / 1440 units = 90%
Total earnings is calculates as: [T x R + (S – T) / S] x R Where, standard performance = 1440 units
Where, S = Standard time Output per day = 1300 units
R = Rate per hour 100% performance = 1440 units
T = Actual time taken ? = 1300 units
Worker-B= for 1500 units @ .011 paise
ILLUSTRATIONS = 1500 x 0.11 = Rs.165/-
1. Calculate the earnings of workers A and B under Level of performance = 1500 units x 100 / 1440 units = 140%
a. Straight piece rate system Where, standard performance = 1440 units
b. Taylor’s differential piece rate system Output per day = 1500 units
c. Merrick’s multiple piece rate system 100% performance = 1440 units
d. Gant’s Task ? = 1500 units
From the following particulars: Note: The level of performance for worker A & B is 90% and 104% which is between 83%
Normal time per hour Rs.18 and 100%, so they are entitled to get 110% of normal piece rate i.e. [110% of 0.10 paise =
Standard time per unit 20 seconds 0.10 x 110 / 100 = 0.11 paise]
Differentials to be applied:
80% of piece rate below standard JOB EVALUATION
120% of piece rate at or above standard
Worker A produces 1300 units per day and worker B produces 1500 units per day. Job Evaluation is a system wherein a particular job of an enterprise is compared with
Working hours per day are 8 hours. its other jobs. It is a technique of assessing systematically the relative worth of each job. The
fundamental pre-requisite to the establishment of a compensation policy is the determination
Solution: of the comparative values of jobs throughout the hierarchy. These values form the basis to
Standard production per 20 seconds = 1 unit build the pay and the benefits package.
Standard production per minute = 60 min. / 20 sec. = 3 units
Definition:
Standard production per hour = 3 units x 60 min. = 180 units
1. Kimball and Kimball define job evaluation as an effort to determine the relative
Standard production per day of 8 hours = 180 units x 8 hrs. = 1440 units
value of every job in a plant to determine what the fair basic wage for such a job
Normal rate per hour = Rs.18 should be.
Normal piece rate = Rs.18 / 180 units = Rs.0.10 2. According to Wendell French, Job evaluation is a process of determining the
Low piece rate below standard production = (0.10 x 80) / 100 = Rs.0.08 relative worth of the various jobs within the organisation, so that differential wages
High piece rate above or at standard production = 0.10x 120 /100 = Rs.0.12 may be paid to jobs of different worth.
Objectives:
Under Straight piece rate system: 1. To establish correct wage correct wage differentials for all jobs within the factory.
Earnings of worker-A = 1300 units x 0.10 = Rs.130/- 2. To bring new jobs into their proper relatively with jobs previously established.
Earnings of worker-B = 1500 units x 0.10 = Rs.150/- 3. To help clarify lines of authority, responsibility and promotion.
Under Taylor’s differential piece rate system: 4. To accomplish the foregoing by means of the facts and principles, which can be
Worker-A= 1300 units x 0.08 = Rs.104/- readily explained to and accepted by all concerned.
(piece rate per unit = 0.10 x 80/100=0.08) 5. To establish a general wage level for a given factory which will have parity with those
(Note: Low piece rate is applied because his daily production of 1300 units is less of neighboring factories.
than standard production of 1400 units i.e. 80%). Advantages:
Worker-B = 1500 units x 0.12 = Rs.150/- 1. It is simple, inexpensive and expeditions.
(piece rate per unit = 0.10 x 120/100=0.12) 2. It is easily understood and easily administered.
(Note: High piece rate is applied as his daily productionis1500 units which is more 3. It helps setting better rates than the arbitrary rates based purely a judgment and
than standard production of 1440 units i.e. 120%). experience.
4. Same unions prefer it, because it leases more room for bargaining.
Unit-3: Functional Management 3.10 Unit-3: Functional Management 3.11
3. Man to Man Comparison Method: Procedure of In the process of job evaluation, In the process of Merit Rating, the
This is the method where, a master scale is used to evaluate the qualities of Evaluation the performance of an employee ability, efficiency and the
different employees. The five scales of performance are determined for every job in is evaluated by comparing it with potentiality of an employee are
the master scale. For example, to measure the efficiency of employees, first of all the the performance of another evaluated.
most efficient employee is selected and after that the most inefficient employees are employee’s of equal rank and
selected who are respectively more efficient than average efficiency and less efficient status.
than average efficiency. These five employees become the base for measuring the
efficiency of the total employees. Every employee of the enterprise is compared with Relation It is related with the relative study It is related with relative study of
these five employees to evaluate their ability and efficiency. of different jobs. different employees.
4. Graphic Rating Method: Basis of In the process of job evaluation, In the process of Merit Rating, the
In this method, the abilities of employees are evaluated through graph. The Determining the remuneration of an employee remuneration of an employee is
abilities of all the employees are represented on a graph paper with the help of scale. Wages and is determined. determined on the basis of his
Following qualities are included to evaluate the ability of employees such as Quantity Salaries efficiency, ability and potentiality.
of Job, Quality of job, Regularity, ability to learn, ability to initiate, dependence upon
other employees and officers, safety aspects, ability to direct, ability to supervise,
behaviour with other employees and officers. Under this method of Merit Rating, a
report is prepared regarding Merit Rating of every employees and it is represented on
a graph paper. It makes evaluation of employees very easy and simple.
5. Checking List Method:
A list of necessary qualities for the performance of a job is prepared under this
method. The qualities of the employees are measured on the basis of the abilities of
such lists. If an employee possesses that quality, the sign (+) is marked in the list. If
that quality is not possessed by an employee the sign (-) is marked in the list. If there
is a doubt regarding it, the sign of (?) is marked in the list. On the basis these sign, the at a profit.”
abilities of an employee are evaluated. 2. J.F.Pyle defines “Marketing is a process of concentrating functions and dispersing
6. Descript Evaluation Method: functions.
In this method supervisor prepares a detailed report of the abilities, efficiency 1. Concentration functions: It aims at bringing the goods together with all the
and potentialities of the employees under his supervision. All the employees are related facilities at the marketing centers. It includes buying, assembling,
evaluated on the basis of these reports. transportation, storing, grading, financing and risk bearing.
2. Dispersing functions: It focuses on sending the goods after sale along with the
related services to the customer. It includes selling, transportation, storing,
grading, financing, etc.
Unit-3: Functional Management 3.14 Unit-3: Functional Management 3.15
Functions of Marketing: 1. Introduction: This stage follows just after the launch of the product. The sales are
The marketing functions direct and facilitate the flow of goods and services from the likely to be very slow. Most of the buyers do not come forward as the product is new
producer to the end user. The marketing process starts and ends with these functions. It and untested.
comprises of buying, selling, transportation, storage, standardization, grading, financing, risk 2. Early Growth: This is the critical stage. When the usage of product starts flowing
taking and market research. The marketing functions can be broadly categorized into three into the market and the results are encouraging more and more buyers come forward
categories as: Exchange functions, Physical distribution functions, Facilitating functions. to buy and the unit cost relatively be high, with increased expenses, etc.
A. Exchange functions: 3. Rapid Growth: A new product enters the stage of rapid growth when it satisfies the
1. Buying: Ensuring that product offerings are available in sufficient quantities to meet need of the customers. The sales will increase with repeat purchases and also by
customer demands. mouth publicity and promotion by manufacturer.
2. Selling: Using advertising, personal selling and sales promotion to match goods and 4. Maturity: When the sales growth slows down, it is called maturity stage. At this
services to customer needs. stage, the firms tend to attract the customers away from their competitors through
B. Physical distribution functions: cheaper prices and larger promotional efforts and outlay.
1. Transporting: Moving products from their points of production to locations 5. Saturation: When the sales slows down to zero. The size of market does not increase
convenient for purchasers. beyond this stage i.e. a new customer is replaced by the old customer who has stopped
2. Storing: Warehousing products until needed for sale. buying the product.
C. Facilitating functions: 6. Decline: When the sales of the product tend to fall. When they do not satisfy the
1. Standardizing and grading: Ensuring that product offerings meet established quality customer, it is no more preferred. As a result its competing products offering superior
and quantity control standards of size, weight and so on. benefits take over the market.
2. Financing: Providing credit for channel members or consumers.
3. Risk taking: Dealing with uncertainty about consumer purchases resulting from CHANNELS OF DISTRIBUTION
creation and marketing of goods and services that consumers may purchase in the
future. Channels of distribution refer to the ways and means of reaching the customer
4. Securing marketing information: Collecting information about consumers, through the intermediaries such as wholesalers, retailers and other agencies, if any.
competitors and channel members for use in marketing decision making. The channel intermediaries involve the transfer of goods from seller at a given place
to the buyer in a different place. Thus, they provide place utility to the marketing process.
They bring the goods to the consumer in a convenient shape, unit, size, style and package
PRODUCT LIFE CYCLE when he wants them. The wholesaler buys the goods from the manufacturer, stores them, if
A product is a physical good or service or combination of both. It is capable of necessary, and sells to the retailers for onward sale to the ultimate customer. Thus, they add
satisfying the buyer’s needs. It attempts to recognize distinct stages in sales history of the time utility also.
product. The success or failure of a product life depends on how well it makes adjustments to The factors affecting channels of distribution are:
ever changing, saturation and decline stages. The length of each stage or product life cycle 1. Type, size and nature of consumers demand: If the customer wants small
varies on product nature and environment conditions. quantities, long channels are preferred and vice versa.
2. The nature of company’s business: Choose the channel according to the nature of
Stages in product life cycle: business activity such as agricultural products, industrial products, services, etc.
There are six stages a product passes through from time of its introduction to decline 3. The type of product sold: The goods may be consumer goods, durable goods or
over a period of time: producer or industrial goods or other goods.
4. The price of the unit of sale: If the price of one unit is as high as that of an
aeroplane, the producer can contact the consumer directly.
5. The profit margins and mark-ups: These, together with the extent of the seller’s
product line play a role in attracting distributors to handle the goods.
6. Degree of competition: If the completion is intense, the manufacture has to arrange
for even door-to-door selling or retail outlets.
Sales Types of Channels of Distribution:
1. Manufacturer to Consumer.
2. Manufacturer – Wholesaler – Consumer.
3. Manufacturer – Retailer – Consumer.
Introduction Early growth Rapid growth Maturity Saturation Decline
4. Manufacturer – Wholesaler – Retailer - Consumer.
Time
Unit-3: Functional Management 3.16 Unit-4: Project Management 4.1
DIFFERENCE BETWEEN PERT AND CPM 5. Range, Standard Deviation and Variance: In beta distribution, the range is equal to
the difference between pessimistic time estimate (tp) and optimistic time estimate (to).
Programme Evaluation and Review Technique (PERT): Range = tp - to
It is a tool to evaluate a given programme and review the progress made in it from
time to time. A programme is also called a project. A project is defined as a set of activities Standard Deviation (σ) is equal to one-sixth of range.
with a specific goal occupying a specific period of time. PERT is concerned with estimating σ = (tp- to) / 6
the time for different stages in a project and find out what the critical path is, i.e. which Variance (σ2) = [(tp- to) / 6]2
consumes the maximum resources.
Critical Path Method (CPM): CRITICAL PATH:
This assumes that the time required to complete an activity can be predicted It is the path which consumes the maximum amount of time or resources. It is that
accurately, and thus the costs can be quantified once the critical path is identified. It involves path which has zero slack. Slack means the time taken to delay a particular event without
determining an optimum duration of the project, i.e. minimum duration which involves affecting the project completion time. If the path has zero slack, it means it is the critical path.
lowest costs. Slack is the difference between latest allowable occurrence time (TL) and the earliest
expected time (TE).
Examples of PERT and CPM: 1. Earliest Expected Time (TE): (Forward pass time): It refers to the time when an
1. Construction of projects like buildings, highways, bridges, etc. event can be expected to be completed at the earliest. It is computed by adding te’s of
2. Preparation of bids and proposals like multipurpose projects. the activity path leading to that event. It is started with the start event and worked out
3. Maintenance and planning of oil refineries, ship repairs, etc. for all events. Where there is more than one path leading to a particular event,
4. Manufacture and assembly of large items like aeroplanes, ships etc. consider the maximum value of the TE’s.
5. Development of new products or services. TE (Successor Event) = maximum value of [TE (preceedor event) + te (activity)]
Difference between PERT and CPM: 2. Latest Allowance Occurrence Time (TL): (Backward pass time): It is the latest
PERT CPM time by which an event must occur to keep the project on schedule. If not the project
1. It is event oriented. It is activity oriented is delayed. Where TE for the end event becomes TL for the end event. We start with
2. It is based on 3 estimates: optimistic, most It is deterministic. the end event and work out latest allowable occurrence time to all other events. Where
likely and pessimistic. there is more than one path, consider the minimum value of TL.
3. It is a technique for evaluating the Here time estimates are based on past data. TL (Preceedor Event) = minimum value of [TL (successor event) + te (activity)]
probability of completing the project.
4. It is not related to costs. Here time is related to costs. 3. Critical Path: Critical path is that path which consumes the maximum amount of
5. It includes network diagram, event, slack, It involves arrow diagram, nodes and float. time or resources. It is that path which has zero slack value.
etc. (TL – TE)
6. It assumes all resources (money, men, It is more realistic. It provides information 4. Slack: Slack means the time taken to delay a particular event without affecting the
materials and machines) are available as about the implications of crashing the project completion time. If a path has zero slack that means it is the critical path.
and when required duration of network and additional costs. Slack = LFT – EFT
Unit-4: Project Management 4.4 Unit-4: Project Management 4.5
5. Earliest Start Time (EST): It is the earliest possible time at which an activity can PROBLEMS
start, and is calculated by moving from first to last event in the network diagram. 1. A small engineering project consists of 6 activities namely ABCDE & F with duration of
4, 6, 5, 4, 3 and 3 days respectively. Draw the network diagram and calculate EST, LST,
6. Earliest Finish Time (EFT): It is the earliest possible time at which an activity can EFT, LFT and floats. Mark the critical path and find total project duration.
finish. EFT = EST + Duration of activity Activity A B C D E F
7. Latest Start Time (LST): It is the latest possible time by which an activity can start Preceding
without delaying the date of completion of the project. - A B A D C,E
activity
LST = LFT – Duration of the activity
Duration 4 6 5 4 3 3
8. Latest Finish Time (LFT): It is the latest time by which the activity must be
completed. So that the scheduled date for the completion of the project may not be
delayed. It is calculated by moving backwards. Solution:
Network Diagram
FLOAT:
Floats in the network analysis represent the difference between the maximum
time available to finish the activity and the time required to complete it. The basic difference
between slack and float times is a slack is used with reference to event, float is use with
reference to activity.
Floats are three types:
1. Total float: It is the additional time which a non critical activity can consume
without increasing the project duration. However total float may affect the floats in
previous and subsequent activities.
Total float = LST – EST or LFT – EFT
2. Free float: Free float refers to the time by which an activity can expand
without affecting succeeding activities. Critical path = A-B-C-F
Free float = EST of Head Event – EST of Trail Event – Activity duration
Project duration = 18 days
3. Independent float: This the time by which activity may be delayed or extended
without affecting the preceding or succeeding activities in any away.
Independent float = EST of Head event – LFT of Trail event – Activity duration Total Free Independent
Activity Duration EST LST EFT LFT
float float float
PROBABILITY A 4 0 0 4 4 0 0 0
To compute the probability of completing the project within a given time, we use the 6 4 4 10 10 0 0 0
concepts of range, standard deviation and variance. The following steps are involved in
determining probability: B 5 10 10 15 15 0 0 0
1. Find out the range of pessimistic and optimistic time estimates of those activities C 4 4 8 8 12 4 0 0
covered by critical path (tp – to).
2. Determine standard deviation (σ) for each activity. D 3 8 12 11 15 4 4 0
3. Determine the variance (σ2). E 3 15 15 18 18 0 0 0
4. Find the sum of variances of projects Σ σ2 = σ21, σ22 + … + σnn
5. Determine square root2of sum of variances
σ = √ σ , σ2 + … + σn Note: LST = LFT – activity duration
1 2 n
6. Divide the slack (i.e. difference between the scheduled completion time and the latest LFT = EST + activity duration
allowable occurrence time) by SD of entire network. Total float = LST – EST or LFT – EFT
Normal deviate = Z = [TL – TE / σ]
This should be within a range of +-3 σ limits. Free float = EST of Head Event – EST of Trail Event – Activity duration
7. To arrive at % of probability of completing the project within a given time, the value Independent float = EST of Head event – LFT of Trail event – Activity duration
of the normal deviate has to be converted into the value of probability by use normal
distribution function table. The probability of not completing the project with time is
(100 + % of probability of completing the project).
Unit-4: Project Management 4.6 Unit-4: Project Management 4.7
2. A small engineering project consists of six activities. The three time estimates in number
days for each activity are given below. Activity EST LFT LST EFT Slack
Activity to tm tp
1-2 0 5 0 5 0
1-2 2 5 8
2-3 1 1 1 2-3 5 6 5 6 0
3-5 0 6 18
3-5 6 13 6 13 0
5-6 7 7 7
1-4 3 3 3 5-6 13 20 13 20 0
4-5 2 8 14
1-4 0 5 2 3 2
Find out:
1. Calculate the values of expected time (te), SD, variance of each activity 4-5 3 13 5 11 2
2. Draw the network diagram and mark te on each activity
Probability for completing project in 25 days:
3. Calculate EST and LFT and mark them on the net work diagram
4. Calculate total slack for each activity
5. Identify the critical path and mark on the net work diagram
6. Probability of completing project in 25 days.
Solution:
PROJECT CRASHING
In project crashing, the starting point is the critical path. Once the critical path in a
network is identified, it is necessary to identify the crash activities by calculating cost slope.
The network diagram should be reconstructed at every stage of crashing incorporating the
effect of crashing in the selected sequence.
For reducing the duration, extra expenditure is required to be incurred, but to save
resources; organizations keep this extra expenditure at a minimum. As such, the decision to
crash or expedite should be taken for only those activities which would involve minimum
extra cost.
Y
Total Cost (A + B)
0
From the above graph, it can be observed that direct cost (A) decrease with an
increase in time. As the project duration increases, the indirect cost (B) increases. The total
cost (A+B) curve is flat U-shaped, which implies that only up to a particular point (0) the
crashing is economical.
The time duration which involves the least total cost is the optimum duration at
optimum cost. Crashing the duration of a project may not be possible and may not be possible
beyond a particular point.
The costs associated with any project can be classified as:
1. Direct costs: The costs which are directly proportional to the number of activities
involved in the project. The more the number of activities, the more is the direct cost. Critical path is 1-2-5-6
Ex: payment of salaries, etc. Project Duration is 28 days
2. Indirect costs: The cost those are determined per day. These are directly proportional Total cost is = Direct cost + Indirect cost
to the number of days of the duration of the project. Ex: Rent, interest on borrowings, = (10+4+6+8+8+6+10) + 0 = Rs.52/-
advertisement, bonus to staff, etc.
3. Normal costs: The costs that is incurred if the project allowed taking its normal 1-2 activity crashing by 4 days:
duration of time, considering the most efficient utilization of the resources.
4. Crash costs: The cost incurred to reduce activity duration to its minimum. Ex: extra
wages, over time, etc.
PROBLEMS
1. Given the following data, work out the minimum duration of the project and
corresponding cost.
Solution:
3. The following table gives the information relating to a project. By using the given data
calculate the optimum duration of the project. Where indirect cost is estimated Rs.2,000 per
day.
Here project crashed by 2 days and total cost incurred by the firm is 23,800/- but IMPORTANT QUESTIONS:
duration is reduced by only one day. So it is suggested to crash the network by only one day, 1. Bring out the difference between PERT & CPM.
it can help to reduce the cost. So that 2-5 activity crashing by only 1 day. 2. From the following information draw the network and identify the critical path and
project duration.
2-5(b) activity crashing by 1 day only:
Duration is 7 days
Total cost = Direct cost + Indirect cost
= (6800 + (1x1500)) + (2000x7) = 8300 + 14000 = Rs.22,300/- 3. From the following data crash the network and identity the optimum time of the
project where the indirect cost is estimated Rs.2000 per day.
All activities comes under the critical activities, the priority are changed according to
the cost slope 4-5 activity having minimum cost slope. So that it is possible to crash out 4-5
activity by one day only and 2-5 by one day simultaneously.
6. A project consists of the following activities and different time estimates (in days). Draw
a network and find the critical path. What is the probability that the project will be 10. The following table gives the schedule of welding activities in an assembly
completed by 27 days? shop:
Activity Optimistic time Most likely time Pessimistic time (a)Find the critical path
1-2 3 6 15 (b)Determine the slack times for each activity.
1-3 2 5 14 Activity No. Duration (days) Activity No. Duration (days)
1-4 6 12 30 0-1 2 0-6 1
2-5 2 5 8 1-2 4 3-7 8
2-3 2 6-7 3
2-6 5 11 17
3-4 5 5-8 3
3-6 3 6 15 2-5 1 7-8 5
4-7 3 9 27 4-5 1
5-7 1 4 7
6-7 2 5 8 11. A project is composed of seven activities whose time estimates are listed in
the following table. Activities are identified by their beginning ‘i’ and ending ‘j’
mode numbers:
7. Given the following details of a project, determine the optimum duration and cost of the
project. Indirect cost is 1300 per week Activity Estimated duration (weeks)
Activity Time (weeks) Cost (rs.) i j optimistic Most likely pessimistic
1 2 1 1 7
Normal Crash Normal Crash
1 3 1 4 7
1-2 6 4 5000 6200 1 4 2 2 8
1-3 4 2 3000 3900 2 5 1 1 1
2-3 7 6 6500 6800 3 5 2 5 14
2-4 3 2 4000 4500 4 6 2 5 0
3-4 5 3 8500 10000 5 6 3 5 15
8. From the following information draw the network and identify the critical path and
project duration. (i)Draw the project network and identify all paths for its completion
(ii)Find the expected duration and variance of the project
(iii)Calculate the early and late occurrence time for each mode. Calculate
expected project length
(iv)Calculate the slack of each activity
9. From the following data crash the network and identity the optimum time of the project
where the indirect cost is estimated Rs.2000 per day.
Unit-4: Project Management 4.16 Unit-5: Strategic Management 5.1
UNIT - V
STRATEGIC MANAGEMENT
VISION
Vision is the starting point for articulating organisations hierarchy of goals and
objectives. A vision statement is a vivid idealized description of a desired outcome that
inspires, energizes and helps a firm to create a mental picture of its target.
It seeks to answer the basic question, “What do we want to become?” Developing and
implementing a vision is one of the leader’s central roles. Top management need to have not
only a vision statement but also a plan to implement it.
Definition:
According to Robinson, “A company vision is sinuous with the company’s mission”.
This means that the alternative name for the company’s mission is vision.
Examples:
1. The Canon – Beat Xerox
2. Motorola – Total customer satisfaction.
3. Disney land – To be the happiest place on the earth.
4. Toyota – To become the most successful and respected car company in each market
around the world.
5. P&G – Be recognized as, the best customer products and service company in the
world.
The vision statement may also contain slogan, a diagram or a picture – whatever grabs
attention. In process of creating vision, top management may have brainstorming session with
staff and board. Vision takes form at the end of group of discussion.
It consists of two major components:
1. Core Ideology: It means the long lasting character of a firm as it passes through the
changing circumstances like competition, technology or management style. Generally
core ideology rests on core values and core purposes. It generally contains treatment
of employees and customer, ethics, innovativeness, emphasis on quality service and
social responsibility.
2. Envisioned Future: It is consistent long term goal and description of what it would
be like to achieve the goal.
Characteristics of Vision:
The characteristics of effective vision statement are:
1. Focused: It is specific enough to provide managers with guidance in decision making
and allocating resources.
2. Directional: It says something about the company’s journey or destination and
signals the kind of business and strategic changes that will be forthcoming.
3. Flexible: Vision about a company’s future path may need to change as events unfold
and circumstances change.
4. Desirable: Appeals to the long-term interests of stake holders particularly
shareholders, employees and customers.
5. Easy to communicate: It is explainable in less than 10 minutes and ideally can be
reduced to a simple slogan.
6. Graphic: Pants a picture of the kind of company that the management is trying to
create and market position of the company is striving to carve itself.
Unit-5: Strategic Management 5.2 Unit-5: Strategic Management 5.3
MISSION 8. It provides a shared vision: A successful organization is one that involves its
This is also called ‘overall objective’ or ‘overall goal’. For long term survival, the executives in developing a mission statement of a company i.e. they involve a shared
corporate have to gain acceptability in the society and this is achieved through mission. The vision.
mission statement defines the basic reason for the existence of organization and provides the 9. It is a facilitator: The statement guides employees, particularly when they are
basic philosophy of what the company is all about. dispersed over different geographical locations, to work independently or collectively
A mission statement defines why the organization exists. It describes the customer towards the organizational goals.
needs, both present and future. It outlines the corporate philosophy about the overall design,
orientation to quality and work culture. GOALS
Definition: Goals are the overall objectives of a department. The goal of a manager is to create
According to Wheelan and Hunger “A mission is the purpose or reason for the surplus for the company. The manager is concerned with the achievement of the goals set by
organization’s existence”. the top management. At times, a manager may be handling multiple goals of satisfying
customers, maximizing profits and reducing costs.
The elements of a mission are: Goal is defined as what an organization wants to achieve during or by the end of a
PURPOSE given period. Based on the time frame, goals may be classified as long term or short term
What Business Exists? goals. Short term goals are those which are to be achieved in less than a year where as the
time frame for long term goals is more than a year. The goals are always set within the scope
of mission.
STRATEGY & VALUE SCOPE Here are some common definitions of Objectives;
What business and how? What management Objectives are performance targets which organisations wants as result or outcomes in
believes in? the specified periods.
TANDARDS & BEHAVIOR Objectives achievements are used as benchmark of organisation performance and
success.
Objectives are formed from visions and mission statement of organisations.
Characteristics of Objectives/Goals:
Characteristics: Objectives characterise business long-term prospective, such as:
The characteristics of a mission statement are: 1. Facilitate to achieve mission and goals
1. It must be clear enough to trigger action: A clear statement of mission facilitates 2. Set the basis for strategic decision making
clear understanding among the employees. The mission of a university could be to 3. Clear the relationship of organisation with environment
provide teaching, research, public service through training and consultancy, 4. Should be understandable by each member of organisation
promoting team spirit through sports. 5. Should be measurable and controllable
2. It focuses on customer needs and utilities, not products: A mission statement 6. Should be related to time frame
should define the broad scope of activities within which the company will operate 7. Should be challenging
competitively. It may specify the details of the range of industries, products and their 8. Should be concrete and specific
markets. 9. Should be formed within the constraints
3. It should be capable of being measured in terms of specific targets: Organisations 10. Should motivate people
must establish specific targets so that the performance can be exactly measured. Significance:
4. It should focus on limited number of goals: The mission statement has to prioritise 1. It helps to define the organization in its environment: By stating the goals, the
its preferences and put forward what it wants to achieve in the year to come. company can attract people who identify with these goals to work for them. All those
5. It outlines the major policies and values the company wants to honor: A mission individuals who volunteer to work in this direction join this organization.
statement spells out the major policies and values the top management is committed 2. It helps in coordinating decisions: Goals help the managers to coordinate resources
to i.e. set the direction of quality and work culture. and the efforts of the employees under their command effectively.
6. It also identifies the core principles to guide decision making: These principles 3. Goals are more tangible targets: Goals are capable of being measured. Output goals
serves as mechanism for self control to guide managers at all levels of the can be in terms of quality, variety and type of potential and targeted customers or
organization. clients. The clearer the goal is, the better can be managerial effectiveness.
7. It should be flexible: No mission statement can ever be rigid and hard. It should be 4. It facilitates performance appraisal: The performance of both the organization and
flexible. If the company finds that the mission is achieved or it does not hold the individuals in it can be evaluated by considering whether the goals have been
relevance any more, it is free to modify the mission statement. achieved or not.
Unit-5: Strategic Management 5.4 Unit-5: Strategic Management 5.5
4. Develop and evaluate alternative strategies: The alternatives like: adding new Environmental Analysis:
products to the existing product line, finding new markets, apart from present It refers to the process of analyzing the environment, formulation of objectives,
markets, manufacturing within the organisation. generation of alternative strategies and other related issues.
5. Select the best strategy: For the firm to be more successful, it is necessary to focus Environmental Diagnosis:
its strategies around its strengths and opportunities. It comprises the managerial decisions based on the perceived opportunities and threats
6. Establish strategic business units: It is more strategic to define a business unit in of the firm.
terms of customer groups, needs, or technology and set up the business unit
accordingly. External Environment Analysis:
7. Fix targets and allot resources to each SBU’s: The purpose of identifying the
It has profound impact on the business operations irrespective of the nature of
company’s strategic business units is to develop separate strategies and assign
business. The business has to monitor the key forces both in the micro and macro
appropriate funding.
environment. The factors affect the business operations both in long and short run are
8. Developing operating plans: The operating or tactical plans explain how the long-
grouped under 3 parts:
term goals of the organisation can be met.
1. General Environment: It is related to macro economic factors. The major causes of
9. Monitor performance: The results of the operating plans should be well monitored
growth, decline and other large scale changes in the firms are the factors in the
from time to time.
external environment.
10. Revise the operating plans, where necessary: It is necessary to revise the
a. Socio-Economic factors: It encompasses all the factors affecting the
operational plans particularly when the form does not perform as well as expected.
economy, society and the business climate.
b. Technological Sector: It affects the flow and development of alternative raw
ENVIRONMENTAL SCANNING materials the life cycles of products and services.
c. Government Sector: It has multiple roles to play in matters like collection of
It is a vital part of the corporate planning process. Effective planners try to anticipate
taxes, R&D, regulating the markets and industries, etc.
what is likely to happen or attempt to influence the environment in favorable directions.
The management must determine the crucial factors in the environment. If it is
2. Industry Environment: It refers to the group of firms carrying on similar activity. It
ignored by corporate planners, this process remains incomplete and hence cannot be
has 3 sections:
effective. Environmental scanning is the process by which strategists monitor both:
a) Customers: The strategists must identify and analyse the customers for the
1. External environment – to determine opportunities & threats.
organization locate the potential customers and the emerging changes in the
2. Internal environment – to determine strength & weaknesses.
buying patterns.
Corporate Planning b) Suppliers: Strategists must determine the availability and costs of supply
conditions including raw materials, energy, technology, money and labour.
c) Competition: The strategists mould his strategy in the light of the
Environmental Scanning competitor’s strategy.
Feedback
Unit-6: Management Ethics 6.1 Unit-6: Management Ethics 6.2
8. Smooth Functioning: If the business follows all the business ethics, then the ETHICS IN MARKETING
employees, shareholders, consumers, dealers and suppliers will all be happy. So they
will give full cooperation to the business. This will result in smooth functioning of the Ethics in marketing means applying standards of fairness, moral rights and wrongs, to
business. It will have more sales and more profits. marketing decision making, behaviour and practices in the organization. Peter Drucker has
9. Consumer Movement: Business ethics are gaining importance because of the growth stated that the purpose of a business is to create a customer. It is the customer who is the
of the consumer movement. Today, the consumers are aware of their rights. Now they foundation of a business and keeps it in existence. If the purpose of business is to create and
are more organized and hence cannot be cheated easily. Therefore, the only way to keep a customer, it is imperative that he must be the focal point of all business activities. The
survive in business is to be honest and fair. central theme of the marketing concept is to identify, anticipate and satisfy customer needs
10. Consumer Satisfaction: Today, the consumer is the king of the market. Any business and desires. When an organization produces the products and markets these in an ethical
simply cannot survive without the consumers. Therefore, the main aim or objective of manner, customers develop a positive attitude towards the firm, its products and services.
business is consumer satisfaction. If the consumer is not satisfied, then there will be The common marketing malpractices include:
no sales and thus no profits too. a) Adulteration
11. Importance of Labour: Labour, i.e. employees or workers play a very crucial role in b) Black marketing
the success of a business. Therefore, business must use business ethics while dealing c) Hoarding
with the employees. The business must give them proper wages and salaries and d) Profiteering
provide them with better working conditions. e) Short weighting
12. Healthy Competition: The business must use business ethics while dealing with the f) Unethical advertising
competitors. They must have healthy competition with the competitors. They must not g) Sale of substandard and spurious products
do cut-throat competition. Similarly, they must give equal opportunities to small-scale Ethical Norms for Marketers:
business. 1. Do no harm: This means consciously avoiding harmful actions or omissions by
embodying high ethical standards.
MANAGEMENT ETHICS 2. Foster trust in the marketing system: This means striving for good faith and fair
dealing so as to contribute toward the efficiency of the exchange process.
Management ethics are the ethical treatment of employees, stockholders, owners and 3. Embrace ethical values: This means building relationships and enhancing consumer
the public by the company. When engaging in business management and activities, “Ethics is confidence in the integrity of marketing.
placed as top priority. All standard of business on “Ethical standards” are transparent, fair,
logical operations. Ethical management is what the higher authorities i.e. CEO’s and Ethical values for Marketers:
executives implement when engaging in business activities. 1. Honesty: It means to be forthright in dealings with customers and stakeholders.
Importance of Ethics in Management: 2. Responsibility: It means to accept the consequences of our marketing decisions and
1. Factors affecting society: In the recent past ruthless exploitation of children and strategies.
workers, trust control over the market, termination of employees and other factors had 3. Fairness: It means to balance justly the needs of the buyer with the interests of the
affected society and a demand role to place a higher value on ethics, fairness and seller.
equal rights resulting in framing of anti-trust laws, establishment of governmental 4. Respect: It means to acknowledge the basic human dignity of all stakeholders.
agencies and recognition of labour unions. 5. Transparency: It means to create a spirit of openness in marketing operations.
2. Easier change management: Attention to business ethics is also critical during times 6. Citizenship: It means to fulfill the economic, legal and societal responsibilities that
of fundamental change. In such situations, often there is no clear moral compass to serve stakeholders.
guide leaders about what is wrong and right. Fair Marketing Practices:
3. Strong team work and greater productivity: Ongoing attention and dialogues Promotion of highest ethical practices by business and professionals is extremely
regarding ethical values in the workplace builds openness, integrity and a sense of important in order to ensure complete satisfaction to consumers and other stakeholders. The
community which leads to, among the employees, a strong alignment between their Council for Fair Business Practices (formerly Fair Trade Practices Association) has identified
values, strong motivation and better performance. mine parameters of fair marketing practices. Every member of the CFBP has to self-impose
4. Enhanced employee growth: Attention to ethics in the workplace helps employees to nine fundamental obligations, viz.,
face the reality, both good and bad in the organization and gain the confidence of 1. To charge only fair and reasonable prices and take every possible step to ensure that
dealing with complex work situations. the prices to be charged to customers are brought to his notice.
5. Detect ethical issues and violations: Ethical programmes help to detect ethical issues 2. To take every possible steps to ensure that the agents or dealers appointed by him do
and violations early, so that criminal acts “of omission” may be avoided. not charge prices higher than fixed.
3. In times of scarcity, not to withhold or suppress stocks of goods with a view to
hoarding and/ or profiteering.
4. Not to produce or trade in spurious goods or goods of standards lower than specified.
Unit-6: Management Ethics 6.5 Unit-6: Management Ethics 6.6
5. Not to adulterate goods supplied. One group of thought leaders believe that markets claim profits in the name of
6. Not to publish misleading advertisements. stakeholders and unless we have protocols, standards and procedures the same will
7. To invoice goods exported or imported at their correct prices. develop into a demon monopolizing markets and crushing human capital; HR ethics
8. To maintain accuracy in weights and measures of goods offered for sale. are become mandatory.
9. Not to deal knowingly in smuggled goods. There is another group of ethicists inspired by neo-liberalism who believe that there
are no business ethics apart from realization of higher profits through utilization of
Ethics in Advertising: human resources. They argue that by utilizing human resources optimally, there is
Business ethics is mainly concerned with the relationship of business goals and more value creation for the shareholders, organization and the society and since
techniques to specifically human ends. As such ethics in advertising relate to the impact of employees are part of the society or organization, they are indirectly benefited.
advertising activities on the good of the individual, the firm, the business community, and the The important ethical issues related to HR are as follows:
society as a whole. Indeed, advertising communication is a mix of art and facts based on 1. Cash and Compensation Plans: There are ethical issues pertaining to the salaries,
ethical principles. executive perquisites and the annual incentive plans etc. The HR manager is often
Advertising ethics require that: under pressure to raise the band of base salaries. There is increased pressure upon the
1. advertising is truthful, HR function to pay out more incentives to the top management and the justification
2. agencies and advertisers provide substantiation of claims made, for the same is put as the need to retain the latter. While deciding upon the payout
3. advertising is in good taste, and the generally accepted standards of public decency there is pressure on favoring the interests of the top management in comparison to that
are followed, of other employees and stakeholders.
4. advertisers refrain from attacking competitors unfairly, 2. Discriminating Issues: In many organisations till recently the employees were
5. guarantees and warranties are explicit, differentiated on the basis of their race, gender, origin and their disability. Not
6. advertisements are not false or misleading, anymore ever since the evolution of laws and a regulatory framework that has
7. claims are not exaggerated, and that standardised employee behaviours towards each other. In good organisations the only
8. testimonials are genuine. differentiating factor is performance.
It is extremely difficult to determine whether an advertisement is ethical or not. 3. Employment Issues: Human resource practitioners face bigger dilemmas in
Undoubtedly, the line of demarcation between ethical and unethical advertising is very thin. employee hiring. One dilemma stems from the pressure of hiring someone who has
It depends upon the values, opinions, perceptions and judgment of the viewer. An been recommended by a friend, someone from your family or a top executive. Yet
advertisement may be ethical for one, unethical for another. another dilemma arises when you have already hired someone and he/she is later
found to have presented fake documents. Two cases may arise and both are critical. In
ETHICS IN HUMAN RESOURCE MANAGEMENT the first case the person has been trained and the position is critical. In the second case
the person has been highly appreciated for his work during his short stint or he/she
Human resource management ethics is the affirmative moral obligation of the has a unique blend of skills with the right kind of attitude. Both the situations are
employer towards the employees to maintain equality and equal justice. HRM deals with
sufficiently dilemmatic to leave even a seasoned HR campaigner in a fix.
manpower planning and development related activities in an organization. Arguably it is that 4. Privacy Issues: Any person working with any organisation is an individual and has a
branch of management where ethics really matter, since it concerns human issues specially
personal side to his existence which he demands should be respected and not intruded.
those of compensation, development, industrial relations and health and safety issues. Values The employee wants the organisation to protect his/her personal life. This personal
and ethics in simple words mean principle or code of conduct that govern transactions; in this
life may encompass things like his religious, political and social beliefs etc. However
case business transaction. These ethics are meant to analyze problems that come up in day to certain situations may arise that mandate snooping behaviours on the part of the
day course of business operations. Apart from this it also applies to individuals who work in
employer. For example, mail scanning is one of the activities used to track the
organizations, their conduct and to the organizations as a whole. activities of an employee who is believed to be engaged in activities that are not in the
Definition: larger benefit of the organisation.
Ethics in HRM can be defined as functioning and performing HRM policies and 5. Suppression of democratization in work place: Corruption often suppresses the
practices with some standard norms, managing human resources so that mutual benefits can democratic rights and representation of employees in bodies that would promote the
be achieved. latter’s collective interest. Tempting and bribing the union leader, breaking the strike
by unethical means, etc.
Ethical Issues in HRM: 6. Safety and Health: HRM executives have the responsibility to provide a safe and
The ethics of HRM revolves around those ethical issues arising out of employer – conductive environment at the work place. Accident injuries and illness are very
employee relationships, such as the rights and duties owed between them. In most of the common in the very nature of some jobs. In many cases serious attention is not paid
countries strict law are imposed on those employees who act against set of principles and by the HR person, which is unethical.
behave an unethical way. There are different schools of thought that differ in their viewpoint 7. Performance Appraisals: It is another area which generates unethical practices from
on role of ethics or ethics in human resource management. executives. The objective of performance review is not only to offer the top
Unit-6: Management Ethics 6.7 Unit-6: Management Ethics 6.8
management an honest and ethical assessment of employee, but also to help the 2. Principle of Objectivity: This principle requires the finance professionals to stick to
employee improve their efficiency for developing the organization. their decisions and they should communicate information fairly and objectively to the
8. Other Issues: Similarly there are ethical issues in HR that pertain to restructuring and end user in complete and transparent manner.
layoffs and employee responsibilities. There is still a debate going on whether such 3. Principle of Confidentiality: This principle requires practitioners of accounting and
activities are ethically permitted or not. Layoffs, for example, are no more considered financial management to refrain from disclosing confidential information related to
as unethical as they were thought of in the past. their work.
4. Principle of Professional Competence: Finance professionals have a need to update
Ethical Management Programmes: their skills from time to time for the competitive environment.
Ethics Management Programs are designed by an organisation or an employer as an 5. Principle of Professional Behaviour: This principle required the finance
attempt to have formalised structures for ensuring the organisation is perceived as fair, professionals to comply with relevant laws and regulations and avoid such actions
honest, responsible and just. Ethical programs globally are designed keeping four things in which may result into discrediting the profession.
mind:
1. Considering oneself and the organisation as part of the larger social framework. Financial Markets:
2. Considering the development and welfare of others (internal and external customers) Financial Markets are those markets where activities related with finance are traded
to the extent possible. like currencies, commodities and financial instruments such as stock, bonds, future, option,
3. Respecting the traditions / rituals (organisational diversity) of others. swap and derivatives etc. Financial markets are in the form of organized market such as:
4. Evaluating a situation objectively and the consequences thereof. Stock Exchanges; Bond Market; Currency and Commodity Market; Future and Option
Many of you may ask why we need ethics management programs when you already market, etc.
have policies and procedures in place that define behavioural standards. Ethics programs are Financial Markets are required to be more transparent as they deal in large with
designed to ensure that there is no deviation from the standards laid down and also to ensure money of public. Transaction in these markets is generally done face to face between buyer
that employees are fair and honest in their conduct to the organisation. and seller, through middleman or broker. Fairness is to be the most essential feature of these
markets. These markets run on certain moral rules, ethical procedures and expectation of
moral behaviour. The main element of fairness is prohibition of fraud and manipulative
ETHICS IN FINANCE
activities. These fair rules and procedures are framed in such a manner to support fairness in
Involvement of finance requires ethical conduct. Wherever there is involvement of dealings which is generally expressed as Level Playing Field. This level playing field is often
money it requires accountability and transparency. Maintaining fairyism in the business is molded by certain dominant and reinforcing factors like:
maintaining ethics in finance. Nowadays, when financial markets are growing, chances of Unfair trade practices like manipulation and fraud,
occurrence of fraud is also increasing. Growth and misuse often goes parallel. Today’s world Unequal information or asymmetrical information,
is very competitive and consumers are much aware about the market information. However, Bargaining powers,
not all the investors are fully aware of all information. This inequality creates space for Resources,
brokers, stock analyst and other financial expert or advisor to rule according to their own. Unfair conditions or unlevel playing field.
This situation proves fruitful for brokers and agents.
The ethics of financial and accounting practices as prevalent at present need Ethics in Financial Markets:
significant attention. People invest their savings in different sources to get returns. They trust Some regulatory framework authorities are provided with law for financial markets.
the sources and think that their money will be safe with them. As finance deals directly with The Securities Act 1933 and The Securities Exchange Act 1934 with their amended rules
money, practicing of ethics have become very important aspect. proved to be the main regulatory framework for markets in securities. Ethics in financial
Professional in the financial sector must bear in mind that most unethical actions are markets can be judged through the following points:
at the individual level and are of individual choice. The codes of ethics in finance are: 1. Equity and Efficiency: Essential feature of market is efficiency. Efficiency can be best
a) Protecting the financial interest of clients. judged when there is maximum output from minimum input. Efficiency creates
b) Performing transaction with high transparency. confidence and builds trust of participants. Efficiency and fairness in capital markets
c) Maintaining confidentiality about the information available. ensures maximum participation of people.
d) Not recommending the products which are not suitable. 2. Fairness in Markets: Fairness is not merely a practice of preventing losses. Playing in
e) Use only that information which is regulated by state and central bodies. markets means sometimes losses and sometimes gains. Sometimes gain of others is a loss
f) Industry should be high regularized to reduce frauds. of another. Fairness is promoted to avoid malpractices but not to avoid losses. Proper
regulation of financial markets through regulatory authorities protect not only individual
Principles of Ethics in Finance: investor but also general public in large. Unfairness can be in many ways:
1. Principle of Integrity: The principle calls upon all the finance professional to adhere a) Fraud: Generally, fraud occurs during buying and selling of securities through
to honesty and straight forwardness while discharging their respective professional making false statement of material fact, omitting a fact that can lead decision in
duties. other way or employing any practice which will lead to fraud or malpractice. In
simple words fraud can be defined as willful misrepresentation of material facts.
Unit-6: Management Ethics 6.9 Unit-6: Management Ethics 6.10
Structure / Format of Report writing: d. Recommendations: Recommendations are clearly derived from the conclusions.
1. Front matter: They act as the reasoning for decision-making.
a. Cover: The cover gives the first impression and therefore it should not be very
crowded with information. A cover is usually made of white or some soft, neutral- 3. Back matter:
colored card. It gives the report a neat appearance. a. Appendices: An appendix contains material which is needed to support the main
b. Frontispiece: Frontispiece means the logo of the company on the cover page of the body of the report. It provides a convenient means of relieving the text and the
report. reader of any other detailed information.
c. Title page: The inner title page may have the following parts: b. List of references: It is essential to give credit to the works which they have used
Sub-title. or quoted in report. This is done by citing such works in the text and listing them at
Name of the author. the end of the report.
Name of the authority for whom the report was written. c. Bibliography: It is a serially numbered list of published and unpublished works
Contract, project number. which are consulted for preparing a report. In the bibliography the entries are
Approvals. recorded in alphabetical order whereas the references may be in the sequence in
Distribution list. which they have been cited in the text.
d. Copyright notice: If a report is published, copyright notice is given on the inside of d. Glossary: A glossary explains the list of technical words used in the report.
the title page as, no matter in full or part may be reproduced, except for review or e. Index: It is used to serve as a quick guide to the material in the report. It enables
criticism) without the written permission of the author. the reader to locate easily any topic, sub-topic or important points of contents.
e. Forwarding letter: Forwarding letter is two types:
Covering letter: The covering letter shows a record of transmission of the Advantages / Significance of Report writing:
report. 1. Conveyor of information: Reports serve as conveyors of information throughout the
Introductory letter: The introductory letter performs the function like organization. It is by means of reports that the management is able to establish
preface or introduction. It tells about the scope, contents and purpose of channels of communication through which ideas, opinions, suggestions, orders and
the report briefly. commands flow in various directions.
f. Preface: It contains almost all information which is given in the introductory type 2. Help management of review and evaluate office operations: Reports help
of letter. management to review and evaluate all office operations continuously. They help in
g. Acknowledgments: In this section we acknowledge any help whatsoever we planning for future operations in a purposive way. Reports help in coordinating the
received from a variety of sources including books, articles in magazines, journals activities of different departments.
and also help given by firms and persons. 3. Tool for measuring performance: Reports are useful tools for measuring
h. Table of contents: The table of contents provides the outline of the headings and departmental performance. The operational data from various departments are
subheadings of the report. It helps the reader to find quickly any section or part of presented in a meaningful form. This helps management to assess the performance of
the report that specially interests him or her. each and every department.
i. List of illustrations: If there are a large number of tables and figures then a 4. Reports help in making desirable changes: Changes in business environment pose a
separate list of illustrations is given immediately after the table of contents. Its threat and challenge to business firms. Reports are prepared to analyze the factors
layout is the same as that of the table of contents and it tells us about the number, responsible for the changes. This helps in bringing desirable changes in business
title, page reference of each illustration. policies.
j. Abstract and summary: Reports contain a synopsis which is called as abstract or a 5. Reports help in measuring the effectiveness of the organization: Reports are
summary. An abstract tells in summary presents the report in a nutshell. prepared to measure the effectiveness of departmental operations, employee and the
management. This is also helpful in measuring the overall effectiveness of the
2. Main body: organisation.
a. Introduction: This is a good starting point for one who is not familiar with the
subject. It tells us about the subject and purpose of the project, gives t h e CROSS-CULTURE COMMUNICATION
background and points out the limitations or qualifications of the projects.
b. Discussion: The function of this element is to discuss or describe the main business Cross-culture communication is also frequently referred to as intercultural
of the report. It contains almost all the illustrations. The main function of this part communication, is a field of study that looks at how people from differing cultural
is to present data in an organized form, discuss their significance and analysis and backgrounds communicate, in similar and different ways among themselves, and how they
the results that flow there from. endeavour to communicate across cultures.
c. Conclusion: To give a sense of finality and completion to the process of discussion Cross-culture communication occurs when people from different cultures share
the investigator makes certain remarks at the end of discussion. To describe messages verbally, non-verbally or in writing. Because the individuals do not belong to the
remarks at the end of a piece of writing is termed as conclusion. same culture, they often do not share the same language. Their values, beliefs, customs or
Unit-7: Business Communication 7.4 Unit-7: Business Communication 7.5
assumptions about what is and is not proper may also differ. Those differences add
challenges to the process of communications. Communication problem will arise because of alien language and unfamiliar body
gestures. In international perspective, two issues namely, language and co-ordination are
Ways to improve intercultural communication: relevant.
Following are some of the ways which make an effective cross-cultural communication: a) Language: Some words are understood differently in different countries.
1. Develop a sense of cultural awareness: The one of the important part is the self- Ex: General Motors produced a car called the Nova, which did not sell well in Italy
awareness for an effective intercultural communication. For this requirement, the where “nova” means “does not go”. In China, Coco-cola means “bite the head of a
learner should convey to the people with whom of the speaker are desired to dead tadpole”.
communicate. Colours and body language convey quite a different message in one culture
2. Learn to adapt: The communicator should ready to adjust the behaviour and act as a that in another. Thus, managers should be forewarned that they cannot take
flexible. It should be perform in such a way that the appropriate culture can be everything for granted while dealing with people from another culture. They must
targeted. acquire familiarity with verbal and non-verbal languages of that culture.
3. Be more tolerant: Different people do different things due to difference in culture, b) Co-ordination: Communication across countries has another dimension namely,
the people should know the difference in norms. There should be known the different the need for co-ordination. Ex: when an Indian executive talks to his/her
norms with the different cultures. counterpart in Germany, he must not only contend with differences in language,
4. Use international language: The languages which are going to use should be but also with a time difference of several hours.
international i.e., it can be understand by all people, neither the some of the listeners.
5. Avoid ambiguity: Ambiguous words should be avoid such as words which convey
some denotative meaning, idiomatic expressions etc. PRSEENTATION SKILLS
6. Recognize differences: Everything should be done differently, some people may act Presentation is a form of face-to-face communication which helps to share the
differ from other people. So, it does not mean as a negative or insufficient in nature. information and guiding the actions within the organizations. A presentation stands out as a
7. Be a learner: When you are solving the problem with different culture people, speech made with the help of atleast one teammate on the basis of sufficient
consider as a learner and act as a good opportunity to identify. materials/information gathered and processes for a significant business occasion and
8. Listen carefully and empathize: Just imagine the position of the speaker, and delivered with the help of audio visual aids in order to make a positive impact on the
understand what they are conveying the information and make it understand as audience.
possible. This lead the listener to understand more by communicating effectively by
Definition:
each other.
A presentation is defined as, “A formal or set piece occasion with two usual
9. Experience different cultures regularly: Moving and traveling to other place lead a
hallmarks, one, the team work and the second the use of audio visual aids”.
best part as an opportunity to learn the new and emphasize culture. Such as visiting
restraints, districts in the different areas, entertain as a great cultural learner.
Structure of Presentation:
There are six distinctly demarcated parts of the presentation:
PROBLEMS AND CHALLENGES 1. Introduction and the statement of the objectives: There are three main aims:
The problems and challenges of cross-cultural communication are: a) Telling the audience about the speaker introduction;
1. Culture difference: The behaviour of an employee may differ from the other areas, due b) Making a clear statement of the objective of the presentation;
to difference in culture. People/employees may behave differently due to impact on cross- c) Creating a rapport with the audience.
culture. 2. Introduction of the main themes: Here briefly but clearly mention the main themes
2. Culture shock: Culture shock involves anxiety and doubt caused by an overload of of presentation. This part will provide a well defined plan which will save the time
unfamiliar expectations and social cues. Because of difference in culture, an employee and the audience will get attuned to what is to follow.
posted outside his/her home country will experience confusion disorientation and emotion 3. Development of the main themes: This is the main part of the presentation. Here the
upheaval. themes already introduced by the speaker, is developed with the help of examples,
3. Managerial response: Managerial responses vary across culture. Specific behaviour graphics, visuals, arguments, etc.
depends upon attitudes managers hold about employees. Managerial responses are 4. Integration of the themes: Here all the themes that have been developed earlier are
shaped by the culture of land. to be pulled together and woven into one composite whole.
4. Decision making across culture: Even people were to follow the same basic steps when 5. Summary or conclusion: The main points are highlighted in order to create an
making decision, there exists widespread difference in the way people from various enduring impression.
cultures may go about doing so. 6. Question answer session: Questions, doubts, objections, ought to be anticipated and
i. There exists culture difference with respect to who is expected to make the speaker should ought to be ready with complete and clear response.
decision.
ii. Decision making has to do with the amount of time taken to make a decision.
Unit-7: Business Communication 7.6 Unit-7: Business Communication 7.7
6. Customer satisfaction and retention: It helps the business to satisfy the clients and UNIT - VIII
customers requirements. This is done by fast solving problems and improves the CONTEMPORARY MANAGEMENT PRACTICES
relationship with the client.
MANAGEMENT INFORMATION SYSTEMS (MIS)
IMPORTANT QUESTIONS MIS refers broadly to a computer based system that provides managers with the tools
for organizing, evaluating and efficiently running their departments. It is the responsibility of
1. What is Report writing? Explain its significance and steps involved in writing a
MIS department to develop and assign the reporting formats of various functional
report?
departments such as production, finance, marketing, HR, etc.
2. Explain its significance of report writing and explain the structure in report writing?
Need for MIS:
3. What is cross cultural communication? Explain the ways of effective cross cultural
1. It is a means of communication where data are collected, processed, stored and
communication?
retrieved later for decision making.
4. What are the problems and challenges that are faced by cross cultural communication
2. It is used to transform data into useful information.
in organization?
3. It helps in finding out the requirement of manpower, wages, salaries, training,
5. Explain about presentation skills and its importance in the organization?
promotion, etc.
6. Briefly explain the concept of Interview?
4. It provides information relating to the product, price, promotion, sales, etc., of each
7. What is video conferencing? Explain its advantages?
department.
5. It provides sound information relating to financial health of organization.
Functions of MIS:
MIS is used to collect data, store and process data and present information to the
managers as follows:
Collect Data
Management
Goal Setting
Environment
MIS
Unit-8: Contemporary Management Practices 8.2 Unit-8: Contemporary Management Practices 8.3
The objective of MIS is to provide the information for decision support in the process Pre-requisite inputs for MRP:
of the management. The typical MIS is based on four components: 1. Master Production schedule: It expresses the overall production plans. It is a
(a) Data gathering schedule which shows the number and timing of all items to be produced over a
(b) Data entry planning horizon.
(c) Data transformation 2. Bill of Material: It is a document which process for a given time, the list of materials
(d) Information utilization. required and unit consumption and location code. It contains listing of all raw
materials, parts, sub-assemblies.
MATERIALS REQUIREMENT PLANNING (MRP): 3. Inventory status file: It contains material on hand or on order, planned orders, lot
MRP is software based production planning and inventory control system used to sizes, safety stock levels and suppliers. It provides a computerized list of records of
manage manufacturing possesses. MRP is defined as a scientific method of planning for each material, physically held in the system.
requirement of raw materials, components, parts for meeting demand for finished goods. Advantages of MRP System:
Objectives of MRP System: 1. Customer service is improved
1. To ensure the availability of materials and products for production and delivery to 2. Increase in productivity
customers. 3. Reduction in lead time
2. To maintain the lowest possible level of inventory. 4. Reduction in work-in-process
3. To plan manufacturing activities, delivery schedules and purchasing activities. 5. Reduction in finished goods inventory
Disadvantages of MRP System:
Structure of MRP System: 1. Incorrectness in suppliers lead time
2. Incorrectness in inventory data
Sales 3. Inaccuracy in manufacturing lead time
Forecast 4. In accuracy in Bill of material structure
Customer Service parts
Order Requirements
MRP Output
JUST – IN – TIME (JIT):
Just-in-time production is “Philosophy that focuses attention on eliminating waste by
purchasing or manufacturing just enough of the right items just in time”. JIT is a Japanese
Master Production
production management philosophy of manufacturing based on planned elimination of all
Schedule
waste and continuous improvement of productivity.
Engineering Inventory When the components arrive as and when required in a manufacturing operation, it is
changes Status File called just in time. JIT is a new system of production based on elimination of waste. JIT
begins initially known as “Toyota production system”.
Goals of JIT:
Bill of
Computer
1. Increasing the organization’s ability to compete with rival firms and remain
Program
MRP
MRP
2. Financial system: The financial module is the basic for all ERP modules Definition:
implemented by an organisation. It collects the information from different According to Armstrong, “Performance management is a means of getting better
departments and generate ledger, train balance, balance sheet and other financial results from the organization, teams and individuals by understanding and managing
reports. performance within an agreed framework of planned goals, standards and competence
3. Human resources planning: Human resource module maintains all the details of requirements”.
employees such as attendance, salary, performance, promotion, and contract Performance management is about enabling managers to perform better in order to
information. succeed. It focuses on the performance of an organization, a department, employee, or even
4. Marketing system: It allows the organizations to utilize marketing resource the processes to build a product or service, as well as other areas.
efficiently. The marketers can use this information to analyse, plan, execute and Purpose of Performance Management:
measure all the activities of the marketing. 1. Informational purpose:
5. Customer relationship management: CRM is a term applied to processes a) To let an employee know his performance compared with job standards.
implemented by a company to handle its contact with its customers. It includes sales b) To identify employees needing performance improvement.
and marketing, service, commissions, customer contact and call center support. c) To assist in identifying special talents and abilities.
6. Project management: It includes costing, billing, time and expense, activity 2. Motivational purpose:
management. a) To provide financial rewards or recognition for well done job.
7. Data warehouse and self service: It includes the interfaces for customers, suppliers b) To work out plans to solve performance problems.
and employees. c) To encourage initiative, creativity among the employees.
3. Developmental purpose:
Managers a) To identify individual employee training needs.
b) To identify individuals for potential development.
c) To help the employee strengthen current performance.
4. Managerial purpose:
a) To translate organizational goals into individual objectives.
Performance Finance b) To communicate management’s expectations regarding employee
Reports performance.
c) To provide feedback to the employees about job performance.
Operations
Functions of Performance Management:
1. Managing the organization: It is about managing the organization. It is a natural
Customer Sales Central process of management, not a system or technique.
Suppliers
Database 2. Meaning within the context of business: It is also about managing within the
context of the business i.e. its internal and external environment.
3. Concerns Everyone: It concerns everyone in the business not just managers. It
Inventory believes that the responsibility is shared between the managers and team members.
Service parts 4. Involves customers: Managers should regard the people who report to them as
Planning
& Repairs customers for the managerial contribution and services they can provide.
HRM 5. Involves managers and their teams: Managers and their teams joints are
accountable for results and are jointly involved in agreeing what they need to do and
they do it, in monitoring performance .
Types of BPO:
BPO is classified on two basis: BUSINESS PROCESS RE-ENGINEERING (BPR)
1. Work point: Business process re-engineering is also known as Business Process Redesign (BPR).
a. Back office outsourcing: It involves internal business functions such as BPR is a management approach aiming at improvements by means of elevating efficiency
billing or purchasing. and effectiveness of the processes that exist within and across organizations.
b. Front office outsourcing: It includes customer related services such as Definition:
marketing or technical support or call centers. According to Hammer and Champy,” The fundamental rethinking and radical
2. Destination point: redesign of business processes to achieve dramatic improvements in critical contemporary
a. Offshore outsourcing: The outsourcing is done with a contract made from measures of performance such as cost, quality, service and speed”.
foreign companies. BPR derives its existence from different disciplines and four major areas are
b. Near-shore outsourcing: The outsourcing is done with a contract made from identified to change in BPR i.e. organization, technology, strategy and people.
neighbouring country.
c. On-shore outsourcing: The outsourcing is done with a contract made with Process of BPR:
the companies own country. Hammer and champy suggested the following steps:
Functions of BPO: 1. Develop business vision and process objectives: The BPR method is driven by a
1. Data processing: BPO transforms the data into readable and understandable form. business vision which implies specific objectives such as cost reduction, time
Data is easily transformed from one company to another company. reduction and output quality management.
2. Basic data entry: BPO makes only basic data entry. As data is processed, only the 2. Identify the business processes to be re-designed: This involves identifying critical
relevant data is entered and irrelevant things are not entered. or bottleneck processes and envisioning the steps to avert shortcomings in them.
3. Provides technical support: BPO provides technical supports to the companies at 3. Understand and measure the existing processes: This involves identifying current
low cost. Outsourcing provides services like accounting, production operations, sales, problems and setting a base line for future improvements.
security, etc at cheaper rates. 4. Identify information technology levels: This involves bringing those involved in the
4. Provides E-mail support to its customers: Outsourcing is a flexible process for its process to a brainstorming session to identify new approaches.
customer. The customers can give feedback to the company about their product or 5. Design and build a prototype of the new process: This includes implementing
service by sending an e-mail to the company. organizational and technical aspects.
5. Setting up of a bank account: A bank account is set-up by an outsourcing company Advantages of BPR:
so that there can be no delay in transferring the funds from one company to another 1. Satisfaction: The advantage of reengineering is that the work becomes more
company. satisfying because the workers get a greater sense of completion, closure and
The functions covered under BPO: accomplishment from their jobs.
1. Customer Service: Field service, Dispatch, Tele-support, Customer Info system. 2. Increase Effectiveness: All processes are completely monitored under the strict
2. Information Technology: Maintenance, Training, Application Development, control of the management. It helps to improve the efficiency.
Consulting, Reengineering. 3. Reduces Cost: With proper management of processes, improved efficiency and quick
3. Finance and Accounts: Payroll processing, Purchasing, Transaction processing, delivery of products to the buyers, the overall product costs are reduced resulting in
General Accounting. cost saving in long run.
4. Human Resource: Relocation, Worker’s compensation, Recruitments, HR Info 4. Growth of Business: Implementation of BPR results in the growth of the present
system. business thus enabling the emergence of new businesses within the same organization.
5. Sales and Marketing: Direct mail, Advertising, Telemarketing, Field sales.
6. Administration: Printing, Reprographics, consulting, Mail room. BENCHMARKING
Advantages of BPO: Benchmarking means measuring one’s own performance against that of competitors’
1. Saves cost: Many companies enter into outsourcing process or it reduces cost on performance. Benchmarking is the continuous process of measuring products, services and
resource, labour, management, etc. practices against the toughest competitors or those companies recognized as industry leaders.
2. Provides quality service: Outsourcing is a specialized process and provides better Definition:
quality of service to the customers. According to Pepper, Webster and Jenkins, “Benchmarking is a way of comparing a
3. Feasibility for customers: If the customer is not satisfied by the seller, outsourcing product or process against other, with reference to specified standards”.
helps the customer to change their seller if required. Process of Benchmarking:
4. Primary emphasis on core competencies: As primary emphasis is given to the core The following are the steps are involved in the benchmarking process:
competencies better service and products can be bought in the market. 1. Identify the problem: The first step is to identify the functions or practice areas.
5. Time saving: Outsourcing provides both on-shore and off-shore outsourcing which Because benchmarking can be applied to any business process or function, a range of
results in time saving. research techniques may be required.
Unit-8: Contemporary Management Practices 8.12 Unit-8: Contemporary Management Practices 8.13
2. Identify the targets: In this stage it is important to know which companies can be Framework of Balanced Scorecard:
taken as reference. To look for the very best industry in any industry or country. The balanced scorecard is a combination of financial and non-financial measures
3. Identify measures and best practices in the target company: As the target which are directly connected with the organization’s mission, vision and strategies of the
companies are identified, the next is to identify the reason about which company is organization. It consists of four perspectives:
performing best in the selection regional process, how the process is done, how it is 1. Financial perspective: It encourages the identification of a few relevant high-level
measures, how it is used in the process, etc. financial measures. In particular, designers were encouraged to choose measures that
4. Implementation new and improved practices: This is the final step for the helped inform the answer to the question “How do the firm look to shareholders?”
implementation of the best practices process. After identification, the next is to plan. 2. Customer perspective: It encourages the identification of measures that answer the
The plan is based on how to implement the same in the company and how the question “How do customers see the firm?”
implementation needs to start. 3. Internal Business process perspective: It encourages the identification of measures
that answer the question “How well does the firm manage its operational process?”
Types of Benchmarking: 4. Learning and Growth perspective: It encourages the identification of measures that
The Benchmarking is classified into four categories: answer the question “Can the firm continue to improve and create value?” This
1. Internal Benchmarking: It is performed within one organization by comparing the perspective also examines how an organization learns and grows.
practices and performance of similar business units or business process located at
same or different places.
2. Competitive Benchmarking: It involves the investigation of competitor’s services,
processes, practices, styles and products.
3. Functional Benchmarking: It is the application of process benchmarking that
compares a particular business function in two or more organizations.
4. Best Practice or Generic Benchmarking: This approach initiates great opportunities
for companies to collaborate and exchange information as it can only be advantageous
to both parties.
Advantages or Importance of Benchmarking:
1. Information useful for training of the employees: The information gathered from
benchmarking process is used for training the individual employees of the
organization.
2. Known about competitors: Through benchmarking, the organizations can become
aware about their competitors who are performing more effectively than their own
performance.
3. Understand the strength and weakness of companies: It helps the companies to
know and understand their own strengths and weakness in its processes.
4. Helps in taking corrective measures: Benchmarking not only helps the companies
in identifying performance gaps but also helps them to take up corrective measures.
5. Helps in redesigning: With the help of benchmarking the companies can redesign
their existing products and services and can match or even go beyond the expectations
and desires of their customers. Advantages of Balanced scorecard:
1. Includes short and long run objectives: Balanced scorecard emphasizes on short-
BALANCED SCORECARD run as well as long-run objectives while implementing strategies.
Balanced scorecard is a new approach to strategic management developed in 1990 by 2. As per financial and non-financial perspectives: Balanced scorecard takes into
Robert Kaplan and David Norton. The balanced scorecard is a management technique use to account both financial and non-financial perspectives to measure or evaluate
identify and improve various internal functions and their resulting external outcomes. organizational performance.
Definition: 3. Concentrate on factors to achieve goals: Organizations using balanced scorecard
According to Horngren, Sundem and Stratton,”The balanced scorecard is a framework will concentrate more on the factors like critical success factors which
performance measurement system which creates a balance between financial and operating helps in achieving the goals.
measures, connects performance to rewards and gives explicit recognition to the delivery of 4. Helps in setting individual or organizational goals: Balanced scorecard helps the
stakeholder’s interest”. organization in setting individual and departmental goals that are associated with the
strategy.
5. Implementing organization vision and strategy: Balanced scorecard is a powerful
mechanism used to implement the organization’s vision and strategy into action plans.
Unit-8: Contemporary Management Practices 8.14
IMPORTANT QUESTIONS
1. What is a supply chain? Explain decision phases of MIS?
2. Explain the purpose of balanced score card?
3. Explain the five levels of CMM?
4. Explain the two methodologies of Six Sigma (DMAIC and DMADV)?
5. Write a short note on the following:
a. Materials Requirement Planning
b. Six Sigma
c. Capability Maturity Model (CMM) Levels
d. Business Process Outsourcing (BPO)
6. Write a short note on the following:
a. Just-in-time system
b. Enterprise resource planning
c. Total quality management
d.