management techniques
TRANSCRIPT
Recent Management Tools and Techniques : An Overview
Prof. B. Ramesh BabuDepartment of Library and Information Science
University of MadrasChennai 600 005
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INTRODUCTION In this modern world, the art of Management has
become a part and parcel of everyday life, be it at home, in the office or factory and in Government
Management is a systematic way of carrying out activities in any field of human effort.
Lack of management causes disorder, confusion, wastage, delay, destruction and even depression.
MANAGE MEN Tactfully = MANAGEMENT Managing men, money and materials in the best
possible way, according to circumstances and environment, is the most important and essential factor for a successful management
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Management guidelines from Bhagavad Gita There is an important distinction between
effectiveness and efficiency in managing. Effectiveness is doing the right things. Efficiency is doing things right. The general principles of effective management can
be applied in every field, the differences being more in application than in principle.
Management is a process of aligning people and getting them committed to work for a common goal to the maximum social benefit -in search of excellence.
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MANAGER'S FUNCTIONS
Forming a vision Planning the strategy to realize the vision. Cultivating the art of leadership. Establishing institutional excellence. Building an innovative organization. Developing human resources. Building teams and teamwork. Delegation, motivation, and communication. Reviewing performance and taking corrective
steps when called for.
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TOOLS AND TECHNIQUES OF MANAGEMENT Quality School of
Management TQM Six Forces Model SWOT analysis VRIO framework PEST analysis Porter’s four corners model Performance Appraisal 360-degree feedback Behaviorally Anchored
Rating Scales (BARS)
Know the Big Five Personality Factors for Career Success
Adopt Reverse Mentoring to Enhance Skill Levels
‘PEOPLE FIRST’ Attitude Gets You into Leadership Position
Participative Management Change Management Knowledge Management Scenario Management
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Quality School of Management
The Quality School of Management is a comprehensive concept for leading and operating an organization, aimed at continually improving performance by focusing on customers while addressing the needs of all stakeholders
Organization makeup Quality of goods and services Continuous improvement in goods and services Employees working in teams Developing openness and trust
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Quality management involves employees in decision making as a way to prevent quality problems.
Two approaches of QM are:
Kaizen (pronounced ky-zen) approach Reengineering approach
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Kaizen (pronounced ky-zen) approach
Kaizen is the commitment to work toward steady, continual improvement.
Uses incremental, continuous improvement for people, products, and processes
The best support for continuous improvement is an organization of people who give a high priority to learning.
In this process, everyone in the organization participates by identifying opportunities for improvement, testing new approaches, recording the results, and recommending changes
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Reengineering approach The reengineering approach to management
focuses on creating change — big change — and fast.
It centers on sensing the need to change, seeing change coming, and reacting effectively to change when it comes.
Focuses on sensing the need to change, seeing change coming, and reacting effectively to it when it comes.
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Total Quality Management (TQM) T = Everyone has a role to play
Q = Doing right thing first time, every time, all time M = Art of making it happen
TQM is a management philosophy & company practices that aim to harness human & material resources in the most effective way to achieve the objectives of the organisation.
It involves total commitment, dedication, teamwork, and long- term commitment to training & development for all staff.
It is really a management philosophy that is driven by customer needs and expectations.
Implementing TQM does not an addition of work, it is simply improvement in the ways of work on continuous basis.
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TQM is based on:
One objective: continuous improvement.Three principles: Customer focus, Process improvement, and Total involvement.
Six Supporting Elements: Leadership, Education & training, A supportive structure, Communication, Reward & Recognition, and Measurement.
TQM is a new management concept wherein quality is the diving force of the entire activity cycle from beginning to end.
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13 steps in TQM
1. Understanding Quality2. Commitment to Quality3. Policy on Quality4. Organisation for
Quality5. Measurement of the
costs of Quality6. Planning for Quality7. Design for Quality8. System for Quality9. Capability for Quality10. Control of Quality11. Teamwork for Quality12. Training for Quality13. Implementation of TQM
9 Key features of TQM
1. Total Ownership2. Quality improvement as a
way of life3. Partnership with suppliers
& users4. Recognition of internal
customers5. Identification of key
performance indicators6. Employee participation7. Teamwork given priority8. Removal of internal barriers9. Simplification &
Standardisation of Processes
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TQM is a management concept to achieve excellence.
In a library with TQM, the employees have to do their job in a new environment and the ways of doing the job may be different.
The introduction of TQM makes great demands on the staff.
TQM involves a process of change and therefore requires of staff that they be ready to play a constructive role in that process.
TQM requires a basic reorientation from the media stock towards customers and markets. For TQM a result-oriented approach, not the input of resources, is of vital importance.
A strongly hierarchical organisation with fragmented responsibilities is not well suited to the introduction of TQM since all staff needs to feel a responsibility for influencing quality.
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Six Forces Model The Six Forces Model is a market opportunities analysis
model, and is more robust than a standard SWOT analysis.
The following 6 forces are identified:
Competition New entrants End users/Buyers Suppliers Substitutes Complementary products/ The government/ The public
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SWOT analysis SWOT analysis is a strategic planning method used to evaluate the
Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.
It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective.
It provides information that is helpful in matching the firm's resources
and capabilities to the competitive environment in which it operates. A tool that identifies the strengths, weaknesses, opportunities and
threats of an organization
It is instrumental in strategy formulation and selection.
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Strengths: attributes of the person or company that are helpful to achieving the objectives.
Weaknesses: attributes of the person or company that are harmful to achieving the objectives.
Opportunities: external conditions that are helpful to achieving the objectives.
Threats: external conditions which could do damage to the objectives.
It is based on the assumption, that if managers can carefully review such strengths, weaknesses, opportunities, and threats, a useful strategy for ensuring organizational success will become evident to them.
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SWOT Analysis Framework
Environmental Scan
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Internal Analysis External Analysis
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Strengths Weaknesses Opportunities Threats
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SWOT Matrix
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SWOT / TOWS Matrix
Strengths Weaknesses
Opportunities S-O strategies W-O strategies
Threats S-T strategies W-T strategies
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S-O strategies pursue opportunities that are a good fit to the company's strengths.
W-O strategies overcome weaknesses to pursue opportunities.
S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.
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VRIO framework
The VRIO framework, is an internal tool of analysis in the context of business management.
VRIO is an acronym for the four question framework you ask about a resource or capability to determine its competitive potential:
the question of Value, the question of Rarity, the question of Imitability (Ease/Difficulty to Imitate), and the question of Organization (ability to exploit the resource or capability).
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The Question of Value: "Is the firm able to exploit an opportunity or neutralize an external threat with the resource/capability?"
The Question of Rarity: "Is control of the resource/capability in the hands of a relative few?"
The Question of Imitability: "Is it difficult to imitate, and will there be significant cost disadvantage to a firm trying to obtain, develop, or duplicate the resource/capability?"
The Question of Organization: "Is the firm organized, ready, and able to exploit the resource/capability?"
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PEST analysis PEST analysis stands for "Political, Economic, Social, and
Technological analysis“ Framework of macro-environmental factors used in the
environmental scanning component of strategic management. Some analysts added Legal and rearranged the mnemonic to
SLEPT, inserting Environmental factors expanded it to PESTEL or PESTLE, which is popular in the UK.
The model has recently been further extended to STEEPLE and STEEPLED, adding education and demographic factors.
It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro environmental factors that the company has to take into consideration.
It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations.
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Porter’s FOUR corners model
Porter’s four corners model is a predictive tool designed by Michael Porter that helps in determining a competitor’s course of action.
Unlike other predictive models which predominantly rely on a firm’s current strategy and capabilities to determine future strategy, Porter’s model additionally calls for an understanding of what motivates the competitor.
This added dimension of understanding a competitors internal culture, value system, mindset and assumptions help in determining a much more accurate and realistic reading of a competitor’s possible reactions in a given situation.
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PERFORMANCE APPRAISAL Performance appraisal, Employee appraisal, Performance review, or
(career) Development discussion, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor.
A performance appraisal is a part of guiding and managing career development.
It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training.
It is also the judgment of an employee's performance in a job based on considerations other than productivity alone.
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Objectives of Performance appraisal To review the performance of the employees over a given period of
time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between
superior – subordinates and management – employees. To diagnose the strengths and weaknesses of the individuals so as to
identify the training and development needs of the future. To provide feedback to the employees regarding their past
performance. Provide information to assist in the other personal decisions in the
organization. Provide clarity of the expectations and responsibilities of the functions
to be performed by the employees. To judge the effectiveness of the other human resource functions of
the organization such as recruitment, selection, training and development.
To reduce the grievances of the employees.
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Methods of Performance Appraisal A common approach to assessing performance is to use a
numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes.
In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment.
This is also known as a 360-degree appraisal and forms good communication patterns.
The most popular methods used in the performance appraisal process include the following:
Management by objectives (MBO) 360-degree appraisal Behavioral observation scale Behaviorally Anchored Rating Scales(BARS)
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Management By Objectives (MBO) MBO is a process of agreeing upon objectives within
an organization so that management and employees agree to the objectives and understand what they are in the organization.
The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management”
The essence of MBO is participative goal setting, choosing course of actions and decision making.
It is the measurement and the comparison of the employee’s actual performance with the standards set.
Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
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MBO PROCESS
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Unique features and advantages of the MBO
The principle behind Management by Objectives (MBO) is basically for employees to have clarity of the roles and responsibilities expected of them.
Motivation
Better communication and Coordination
Clarity of goals
Subordinates have a higher commitment to objectives that they set themselves than those imposed on them by their managers.
Managers can ensure that objectives of the subordinates are linked to the organisation 's objectives.
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360-DEGREE FEEDBACK In human resources or industrial/organizational psychology,
360-degree feedback, also known as multi-rater feedback, multisource feedback, or multisource assessment.
Feedback that comes from all around an employee.
"360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle.
Feedback is provided by subordinates, peers, and supervisors.
It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders.
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It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the feedback to plan training and development.
Results are also used by some organizations in making administrative decisions, such as pay or promotion.
When this is the case, the 360 assessment is for evaluation
purposes, and is sometimes called a "360-degree review.“
There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value.
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Behaviorally Anchored Rating Scales (BARS)
Behaviorally Anchored Rating Scales (BARS) are scales used to report performance.
BARS are normally presented vertically with scale points ranging from five to nine.
It is an appraisal method that aims to combine the benefits of narratives, critical incident incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good or poor performance.
A method that combines elements of the traditional rating scales and critical incidents methods.
This is by far the best method used for a performance appraisal
method
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KNOW THE BIG FIVE PERSONALITY FACTORS FOR CAREER SUCCESS
The ‘Big Five’ personality traits are five broad dimensions that thought to influence individual personality and behaviour.
They refer to personality factors such as neuroticism, extraversion, openness, agreeableness and conscientiousness.
These traits appear to play an important role in a person’s ability to perform and succeed in a work environment.
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Extraversion refers to a positive outlook and energetic approach to the world around and consists of traits such as sociability, activity, assertiveness, and expressiveness.
Agreeableness describes the tendency to conform and concur with others, even at the cost of one’s own interests and priorities.
Conscientiousness is the ability of an individual to practice self – discipline, act dutifully, and facilitate task and goal – directed behaviour, such as thinking before acting, delaying gratification, following rules, planning, organizing and prioritizing.
Neuroticism is the display of negative emotions, such as feeling anxious, angry, nervous, sad, and tense.
Openness to experience as against close – mindedness describes the depth, originality, and complexity of a person’s thinking and a willingness to experiment and adapt to change.
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REVERSE MENTORING Reverse Mentoring is generally implemented when organizations are
carrying out a major technological makeover or when the age gap between the senior employees and junior employees is considerable.
The concept was conceived by Jack Welch, then – CEO of General Electric, when he and his management team decided to learn about the Internet from their young mentors.
In reverse mentoring, a junior employee tutors a senior employee.
However, it is not limited to sharing the latest technology.
It extends to cover developments in the industry, subject matter advances, new perspectives and approaches.
It is a kind of relationship where everyone connected has something to gain.
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REVERSE MENTORING
By endorsing reverse mentoring the management brings employees from different age groups, academic backgrounds and streams of experience together, and facilitates bonding and collaboration between them.
It is a way of implementing diversity in its true spirit.
Reverse mentoring comes with its share of potential problems.
The senior executive may not feel comfortable with the idea of learning from his junior.
There could be an ego clash.
Adopt Reverse mentoring to enhance skill level
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Guidelines for the success of Reverse Mentoring
There should be a clear set of goals that would be achieved with the given time.
They should discuss mutual expectations to ensure that the results are completely achieved.
The executive and the employee should understand and agree on these goals.
If the participants themselves set the targets, they should inform the HR or others in – charge of training.
Both the parties should be aware about why the specific mentoring exercise is required and what each of them would gain in return.
Reverse mentoring is a good option if an organization wants its employees from different generations understand and appreciate each other’s strengths and perspectives. When implemented according action plan, it promotes learning and collaboration.
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PARTICIPATIVE MANAGEMENT
The concept of participative management has gained wide acclaim and acceptance at least at the intellectual level during recent years.
It is a “method of management which needs careful handling and the development of a supportive culture, if it is to be successful and satisfying for both manager and participants”.
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Four Levels of Participation
1. Informative and Associative Participation
2. Consultative Participation
3. Administrative Participation
4. Decisive of Decision-Making Participation
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How Participative Management?
Group Meetings
Committees
Delegation of authority and responsibility
Communication both upward and downward etc.
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When Participative Management? Participative Management can be introduced as a
normal practice to handle various problems in the library or it can be used to handle some special problems of the library.
For its introduction, there should be congenial atmosphere wherein superiors should have favourable attitude towards participative management and subordinates should be psychologically involved and must be capable of providing effective contribution.
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Where Participative Management? Participative Management should be implemented at
all levels of the organisation, i.e. at Top Management, Senior Management, Junior Management, Supervisor and work place.
The role of participation may vary from one level to another and from one situation to another in the organisation.
The real success of the Participative Management in the libraries depends of psychological preparedness and the emotional commitment of librarian and staff as equal partners in decision-making process.
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CHANGE MANAGEMENT
Change management is nothing but worthy techniques or changes implement in the existing management system.
Its implementation is based on the effect occurred in the inside organization structure or out side force.
The concept is elasticity against the internal and external changes occurred in the organization.
In the information retrieval systems, it will enhance the status of the library.
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Key Steps in Change ManagementLucy Jeynes has presented the key steps in change management as
follows:
Recognising the need for change (“do not change to correct problems from the past, but to prepare for the challenges of the future”);
Building the vision (“be bold”, “be audacious”);
Mobilizing commitment (“change is about people”);
Diagnosing reality (the SWOT [Strengths Weaknesses Opportunities and Threats] analysis);
Getting there (change models like business process re-engineering, organizational development, etc);
Knowing the change cycle.
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Successful change programs have:
Top management commitment
Constant, consistent communication
Employee involvement at all levels
A shared vision of the future
Understanding of the need to change
Management of the political network
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Principles of Change Management Formulation of standard staff structure with proper
designations
Fixed norms for the pay structure for each designation
Prescription of definite qualification for each designation
Selection of the staff for higher level based on strict norms and regulations based on performance
Setting up clear goals for each individual which should relate to the achievement of overall mission
Formulating feedback process and review procedures
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Principles of Change Management contd.,
Arranging proper training based on hands on experience
Providing latest information about the current technology to be used in libraries and train them to handle it with ease and confidence
Providing training for developing effective communication and professional skills
Setting up an effective communication process
Effective counseling for developing cooperation among the staff
Introducing incentives for achievements and putting forth innovative ideas for improving the services
5S Technique
Methodology o f creation and maintaining well organised, clean, high effective and high quality workplace.
It is Housekeeping Methodology Five S refers to:
Structurise Systemetise Sanitize Standardise Self-discipline
Five Rules in 5S When a problem first occurs, go to physical location Check uncomfortable product and services Take a temporary measure on the spot Find the main cause Standardise to prevent reoccurrence
- (Titu, Operan and Grecu, 2010)
Time management Time management refers to a range of skills, tools, and techniques
used to manage time when accomplishing specific tasks, projects and goals.
This set encompasses a wide scope of activities, and these include planning, allocating, setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing.
Initially time management referred to just business or work activities, but eventually the term broadened to include personal activities as well.
A time management system is a designed combination of processes, tools and techniques.
Time management literature paraphrased: "Get Organized" - paperwork and task triage "Protect Your Time" - insulate, isolate, delegate "Set gravitational goals" - that attract actions automatically "Achieve through Goal management Goal Focus" - motivational
emphasis "Work in Priority Order" - set goals and prioritize "Use Magical Tools to Get More Out of Your Time" - depends
on when written "Master the Skills of Time Management" "Go with the Flow" - natural rhythms, Eastern philosophy "Recover from Bad Time Habits" - recovery from underlying
psychological problems,
Stress Management Employers should provide a stress-free work environment,
recognise where stress is becoming a problem for staff, and take action to reduce stress.
Stress in the workplace reduces productivity, increases management pressures, and makes people ill in many ways, evidence of which is still increasing.
Workplace stress affects the performance of the brain, including functions of work performance; memory, concentration, and learning.
Stress at work also provides a serious risk of litigation for all employers and organisations, carrying significant liabilities for damages, bad publicity and loss of reputation.
stress reduction techniques
Humour is one of the greatest and quickest devices for reducing stress.
Brisk walk and self-talk Rehydrate- Go get a big cup or a bottle of water. Take a quick nap. It is nature's way of recharging and re-energising. Any tea will do, but a flavoured cup of tea is even better.
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MANAGEMENT IN THE FUTURE Modern management approaches respect the classical, human resource, and quantitative approaches to management.
However, successful managers recognize that although each theoretical school has limitations in its applications, each approach also offers valuable insights that can broaden a manager's options in solving problems and achieving organizational goals.
Successful managers work to extend these approaches to meet the demands of a dynamic environment.
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Modern management approaches recognize that people are complex and variable.
Employee needs change over time; people possess a range of talents and capabilities that can be developed.
Organizations and managers, therefore, should respond to individuals with a wide variety of managerial strategies and job opportunities.
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Key themes to be considered The commitment to meet customer needs 100 percent of the time
guides organizations toward quality management and continuous improvement of operations.
Today's global economy is a dramatic influence on organizations, and opportunities abound to learn new ways of managing from practices in other countries.
Organizations must reinvest in their most important asset, their people.
If organizations cannot make the commitment to lifelong employment, they must commit to using attrition to reduce head count.
They will not receive cooperation unless they make it clear that their people will not be working themselves out of a job.
Managers must excel in their leadership responsibilities to perform numerous different roles.
Strategies of Management To be adopted Formulate alliances and partnerships with related
organisations Concerted intellectual commitment on the part of
librarians Should adopt different roles at different times.
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CONCLUSION Technological changes have contributed a change in
management.
A change in management becomes part of daily work.
These activities must be integrated with evolving socio-technical and environment needs and processes.
New communities of practice must be nurtured, including people and organizations experienced and knowledgeable in changing management and collaboration practice.