mp03 3mb
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 22
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 33
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 44
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 55
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 66
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 77
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 88
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 99
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 1010
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 1111
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 1313
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 1414
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 1515
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 1616
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 1717
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 1818
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 1919
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 2020
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 2121
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 2222
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 2323
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 2424
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 2525
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 2626
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 2727
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 2828
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 2929
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 3030
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 3131
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 3232
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 3333
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 3434
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 3535
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 3636
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 3737
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 3838
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 3939
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 4040
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 4141
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 4242
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 4343
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 4444
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 4545
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 4646
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 4747
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 4848
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 4949
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 5151
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 5252
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 5353
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 5454
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 5555
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 5656
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 5757
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 5858
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 5959
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 6060
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 6262
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 6363
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 6464
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 6565
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 6666
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 6767
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 6868
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 6969
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 7070
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 7171
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 7272
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 7373
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 7474
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 7575
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 7676
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 7777
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 7878
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 7979
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 8080
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 8181
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 8282
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 8383
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 8484
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 8585
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 8686
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 8787
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 8888
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 8989
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 9090
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 9191
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 9292
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 9393
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 9494
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 9595
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 9696
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 9797
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 9898
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 100100
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 101101
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 111111
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 115115
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 120120
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 121121
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 130130
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 131131
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 133133
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 147147
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 149149
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 150150
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 151151
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 152152
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 153153
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 154154
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 155155
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 156156
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 157157
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 158158
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 160160
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 161161
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 162162
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 163163
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 164164
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 165165
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 166166
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 167167
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 168168
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 169169
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 170170
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 171171
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 172172
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 173173
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 174174
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 175175
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 176176
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 177177
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 178178
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 179179
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 180180
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 181181
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 182182
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 183183
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 184184
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 185185
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 186186
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 187187
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 188188
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 189189
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 190190
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 191191
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 192192
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 193193
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 194194
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 195195
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 196196
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 198198
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 199199
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 200200
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 201201
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 202202
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 203203
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 204204
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 205205
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 206206
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 207207
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 209209
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 210210
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 211211
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 212212
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 213213
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 214214
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 215215
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 216216
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 217217
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 218218
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 219219
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 220220
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 221221
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 222222
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 223223
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 224224
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 225225
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 226226
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 227227
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 228228
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 229229
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 230230
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 231231
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 232232
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 233233
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 234234
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 235235
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 236236
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 237237
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 238238
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 239239
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 240240
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 241241
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 242242
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 243243
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 244244
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 245245
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 247247
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 248248
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 249249
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 250250
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 251251
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 252252
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 253253
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 254254
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 255255
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 256256
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 258258
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 259259
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 260260
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 261261
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 262262
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 263263
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 264264
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 265265
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 266266
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 267267
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 268268
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 269269
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 270270
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 271271
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 272272
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 273273
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 274274
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 275275
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 276276
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 277277
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 278278
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 279279
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 280280
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 281281
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 282282
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 283283
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 284284
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 285285
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 286286
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 287287
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 288288
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 289289
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 290290
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 291291
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 292292
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 293293
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 294294
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 296296
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 297297
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 298298
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 299299
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 300300
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 301301
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 302302
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 303303
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 304304
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 305305
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 307307
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 308308
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 309309
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 310310
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 311311
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 312312
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 313313
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 314314
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 315315
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 316316
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 317317
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 318318
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 319319
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 320320
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 321321
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 322322
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 323323
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 324324
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 325325
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 326326
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 327327
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 328328
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 329329
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 330330
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 331331
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 332332
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 333333
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 334334
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 335335
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 336336
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 337337
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 338338
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 339339
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 340340
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 341341
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 342342
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 343343
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 345345
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 346346
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 347347
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 348348
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 349349
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 350350
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 351351
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 352352
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 353353
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 354354
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 356356
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 357357
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 358358
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 359359
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 360360
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 361361
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 362362
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 363363
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 364364
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 365365
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 366366
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 367367
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 368368
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 369369
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 370370
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 371371
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 372372
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 373373
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 374374
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 375375
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 376376
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 377377
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 378378
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 379379
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 380380
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 381381
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 382382
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 383383
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 384384
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 385385
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 386386
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 387387
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 388388
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 389389
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 390390
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 391391
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 392392
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 394394
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 395395
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 396396
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 397397
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 398398
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 399399
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 400400
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 401401
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 402402
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 403403
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 405405
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 406406
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 407407
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 408408
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 409409
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 410410
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 411411
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 412412
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 413413
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 414414
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 415415
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 416416
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 417417
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 418418
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 419419
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 420420
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 421421
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 422422
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 423423
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 424424
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 425425
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 426426
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 427427
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 428428
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 429429
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 430430
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 431431
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 432432
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 433433
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 434434
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 435435
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 436436
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 437437
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 438438
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 439439
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 440440
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 441441
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 443443
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 444444
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 445445
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 446446
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 447447
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 448448
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 449449
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 450450
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 451451
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 452452
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 454454
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 455455
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 456456
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 457457
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 458458
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 459459
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 460460
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 461461
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 462462
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 463463
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 464464
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 465465
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 466466
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 467467
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 468468
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 469469
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 470470
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 471471
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 472472
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 473473
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 474474
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 475475
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 476476
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 477477
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 478478
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 479479
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 480480
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 481481
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 482482
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 483483
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 484484
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 485485
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 486486
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 487487
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 488488
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 489489
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 490490
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 492492
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 493493
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 494494
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 495495
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 496496
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 497497
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 498498
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 499499
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 500500
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 501501
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 503503
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 504504
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 505505
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 506506
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 507507
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 508508
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 509509
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 510510
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 511511
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 512512
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 513513
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 514514
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 515515
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 516516
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 517517
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 518518
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 519519
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 520520
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 521521
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 522522
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 523523
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 524524
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 525525
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 526526
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 527527
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 528528
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 529529
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 530530
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 531531
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 532532
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 533533
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 534534
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 535535
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 536536
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 537537
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 538538
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 539539
Thank YouThank You
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WELCOMEWELCOME
Prof. S. RIASUDEENProf. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. M.B.A., M.Phil., B.L., Ph.D.
DEPARTMENT OF MANAGEMENT STUDIESDEPARTMENT OF MANAGEMENT STUDIES
MOHAMED SATHAK COLLEGEMOHAMED SATHAK COLLEGE
CHENNAI – 119.CHENNAI – 119.
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04/10/2304/10/23 pptppt 541541
STRATEGIC PLANNINGSTRATEGIC PLANNINGINPUTS
PEOPLE
CAPITAL
MANAGERIAL SKILLS
TECHNICAL SKILLS
TOP MANAGEMENT ORIENTATION
EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
PURPOSE AND OBJECTIVES
FORECAST OF FUTURE ENVIRONMENT
RESOURCE AUDIT
Feed Back
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04/10/2304/10/23 pptppt 542542
ETOP
DEVELOPMENTOF
ALTERNATIVESTRATEGIES
SWOT
EVALUATION &STRATEGIC CHOICE
MEDIUM RANGE PLANNING
SHORT TERM PLANNING
IMPLEMENTATION
CONTROL
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04/10/2304/10/23 pptppt 543543
SWOT ANALYSISSWOT ANALYSIS
ASIAN PAINTSASIAN PAINTS OpportunitiesOpportunitiesIncreasing scope for specialised & high qlty paintsIncreasing scope for specialised & high qlty paints
No entry of superior companyNo entry of superior company
ThreatsThreatsIndustry attracts very high taxIndustry attracts very high tax
Critical raw materials are to be importedCritical raw materials are to be imported
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04/10/2304/10/23 pptppt 544544
SWOTSWOT
StrengthsStrengthsHigh image for its product rangeHigh image for its product range
Efficient distribution net workEfficient distribution net work
WeaknessWeaknessInadequate production capacity utilisationInadequate production capacity utilisation
Higher transportation costHigher transportation cost
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04/10/2304/10/23 pptppt 545545
PORTFOLIO ANALYSISPORTFOLIO ANALYSIS BCG growth matrixBCG growth matrix
StarsStars QuestionQuestion
marksmarks
Cash Cash CowsCows
DogsDogs
HIGH
LOW
HIGH LOW
GROWTH RATE
MARKET SHARE
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04/10/2304/10/23 pptppt 546546
MAJOR KINDS OF STRATEGIESMAJOR KINDS OF STRATEGIES
GrowthGrowth FinanceFinance OrganizationOrganization PersonnelPersonnel Public relationPublic relation Product or servicesProduct or services MarketingMarketing
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04/10/2304/10/23 pptppt 547547
COMPETITIVE STRATEGIES BY COMPETITIVE STRATEGIES BY PORTERPORTER
Overall cost leadership strategyOverall cost leadership strategyDifferentiation strategyDifferentiation strategyFocused strategyFocused strategy
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04/10/2304/10/23 pptppt 548548
EFFECTIVE IMPLEMENTATION OF EFFECTIVE IMPLEMENTATION OF STRATEGIESSTRATEGIES
Successful implementation of strategiesSuccessful implementation of strategies• Communicating strategies to all key decision making Communicating strategies to all key decision making
managersmanagers• Developing and communicating planning premisesDeveloping and communicating planning premises• Ensuring that action plans contribute major objectives and Ensuring that action plans contribute major objectives and
strategiesstrategies• Reviewing strategies regularly Reviewing strategies regularly • Developing contingency strategies and programsDeveloping contingency strategies and programs• Making the organization structure fit planning needsMaking the organization structure fit planning needs• Continuing to emphasize planning and implementing Continuing to emphasize planning and implementing
strategystrategy• Creating company climate that forces planningCreating company climate that forces planning
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04/10/2304/10/23 pptppt 549549
DECISION MAKINGDECISION MAKING
Is defined as selection of a course of action Is defined as selection of a course of action from among alternatives; It is at the core of from among alternatives; It is at the core of planningplanning
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04/10/2304/10/23 pptppt 550550
PROCESSPROCESSPremising
Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
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DEFINITION OF STAFFINGDEFINITION OF STAFFING
Staffing is defined as filling, and keeping Staffing is defined as filling, and keeping filled, positions in the organization structure. filled, positions in the organization structure. Includes identifying work-force requirements, Includes identifying work-force requirements, inventorying the people available, and inventorying the people available, and recruiting, selecting, placing promoting, recruiting, selecting, placing promoting, appraising, planning the careers of, appraising, planning the careers of, compensating, and training or otherwise compensating, and training or otherwise developing both candidates and current developing both candidates and current jobholders to accomplish their tasks jobholders to accomplish their tasks effectively and efficiently.effectively and efficiently.
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04/10/2304/10/23 pptppt 552552
Enterprise Plans
Organization Plans
Number & Kinds of Managers required
Manager Inventory
Analysis of present and future needs for managers
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04/10/2304/10/23 pptppt 553553
External Source
Internal Source
Recruitment Selection Placement Promotion Separation
Appraisal Career Strategy
Training and Development
Leading & Controlling
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04/10/2304/10/23 pptppt 554554
Factors Affecting the number and Factors Affecting the number and kinds of Managers Requiredkinds of Managers Required
Its sizeIts size Complexity of the organization structureComplexity of the organization structure Plans for expansion, Plans for expansion, Rate of turnover of managerial personnel.Rate of turnover of managerial personnel.
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04/10/2304/10/23 pptppt 555555
ANALYSIS OF THE NEED OF ANALYSIS OF THE NEED OF MANAGERMANAGER
Supply of ManagerSupply of Manager
Selection Placement Promotion
Change in CompanyPlansOutplacementLayoffsDemotionsEarly retirement
INTERNAL Training and Development Compensation
EXTERNALRequirement
Training and Development
If change in demand is Expected in the future
High Low
High
Low
Demand
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04/10/2304/10/23 pptppt 556556
SITUATIONAL FACTORS SITUATIONAL FACTORS AFFECTING STAFFINGAFFECTING STAFFING
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT– EducationalEducational– Sociocultural,Sociocultural,– Legal-Political andLegal-Political and– Economic constraints or OpportunitiesEconomic constraints or Opportunities– LegislationLegislation
EQUAL EMPLOYMENT OPPORTUNITYEQUAL EMPLOYMENT OPPORTUNITY
WOMEN IN MANAGEMENTWOMEN IN MANAGEMENT
STAFFING IN THE INTERNATIONAL ENVIRONMENTSTAFFING IN THE INTERNATIONAL ENVIRONMENT
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04/10/2304/10/23 pptppt 557557
THE INTERNAL ENVIRONMENTTHE INTERNAL ENVIRONMENT
PROMOTION FROM WITHIN PROMOTION FROM WITHIN
THE POLICY OF OPEN THE POLICY OF OPEN COMPETITIONCOMPETITION
RESPONSIBILITY FOR STAFFINGRESPONSIBILITY FOR STAFFING
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04/10/2304/10/23 pptppt 558558
SELECTIONSELECTION
Selection is the process of choosing Selection is the process of choosing from among candidates, from within from among candidates, from within the organization or from the outside, the organization or from the outside, the most suitable person for the the most suitable person for the current position for future positionscurrent position for future positions
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04/10/2304/10/23 pptppt 559559
POSITION REQUIREMENT AND POSITION REQUIREMENT AND JOB DESIGNJOB DESIGN
Selecting a manager effectively Selecting a manager effectively requires a clear understanding of the requires a clear understanding of the nature and purpose of the position nature and purpose of the position which is to be filled.which is to be filled.
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04/10/2304/10/23 pptppt 560560
Identifying Job requirementsIdentifying Job requirements
What has to be done in this job?What has to be done in this job? How is it done?How is it done? What background knowledge, attitudes, and What background knowledge, attitudes, and
skills are required?skills are required? What are the new requirements?What are the new requirements?
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04/10/2304/10/23 pptppt 561561
GuidelinesGuidelines
Appropriate scope of the jobAppropriate scope of the job
Full-time challenge of the jobFull-time challenge of the job
Managerial skills required by job designManagerial skills required by job design
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04/10/2304/10/23 pptppt 562562
Job designJob design
Appropriate job structure in terms Appropriate job structure in terms of content, function and of content, function and relationshipsrelationships
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04/10/2304/10/23 pptppt 563563
SKILLS & PERSONAL SKILLS & PERSONAL CHARACTERITICS NEEDEDCHARACTERITICS NEEDED
Analytical and Problem-solving Analytical and Problem-solving abilitiesabilities
Personal Characteristics Needed by Personal Characteristics Needed by managersmanagersDesire to manageDesire to manageCommunication skills and empathyCommunication skills and empathyIntegrity and honestyIntegrity and honesty
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04/10/2304/10/23 pptppt 564564
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
First, selection criteria are established, First, selection criteria are established, Education, knowledge, skills and Education, knowledge, skills and experienceexperience
Second, complete an application formSecond, complete an application form
Third, a screening interviewThird, a screening interview
Fourth, testing the candidate’s qualificationsFourth, testing the candidate’s qualifications
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04/10/2304/10/23 pptppt 565565
SELECTION PROCESS, SELECTION PROCESS, TECHNIQUES AND TECHNIQUES AND
INSTRUMENTSINSTRUMENTS
Fifth, formal interviewsFifth, formal interviews Sixth, the information candidates is checked Sixth, the information candidates is checked
and verifiedand verified Seventh, a physical examination may be Seventh, a physical examination may be
requiredrequired Eighth, is either offered the job or informed Eighth, is either offered the job or informed
that he or she has not selected for position.that he or she has not selected for position.
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04/10/2304/10/23 pptppt 566566
INTERVIEWSINTERVIEWS Is the process of identifying promising Is the process of identifying promising
candidatecandidateIMPROVING INTEVIEWING PROCESSIMPROVING INTEVIEWING PROCESS
Interviewer should be well trainedInterviewer should be well trained Interviewer should be prepared to ask right Interviewer should be prepared to ask right
questionquestionConducting multiple interviewsConducting multiple interviews Interview should supplement other process Interview should supplement other process
of selectionof selection
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04/10/2304/10/23 pptppt 567567
TESTSThe primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
COMMENLY USED TESTSIntelligence testsProficiency and aptitude testsVocational testsPersonality tests
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04/10/2304/10/23 pptppt 568568
ASSESSMENT CENTERSASSESSMENT CENTERSIt is a technique for selecting and promoting It is a technique for selecting and promoting
managersmanagers
The typical assessment center will have the The typical assessment center will have the candidates do the following:candidates do the following:
Take various psychological testsTake various psychological tests Engage in management games in small groupsEngage in management games in small groups Engage in In-Basket exercisesEngage in In-Basket exercises Oral presentation on a particular topic or themeOral presentation on a particular topic or theme Engage in various other exercises, such as Engage in various other exercises, such as
preparing written report preparing written report
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04/10/2304/10/23 pptppt 569569
EVALUATING OF ALTERNATIVESEVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Quantitative and Qualitative factors
Marginal AnalysisMarginal Analysis
Cost effectiveness analysisCost effectiveness analysis
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04/10/2304/10/23 pptppt 570570
SELECTING AN ALTERNATIVESELECTING AN ALTERNATIVE
ExperienceExperience
ExperimentationExperimentation
Research and AnalysisResearch and Analysis
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04/10/2304/10/23 pptppt 571571
PROGRAMMED AND PROGRAMMED AND NON PROGRAMMED DECISIONSNON PROGRAMMED DECISIONS
Programmed DecisionsProgrammed Decisions
Is concerned or applied to structured or Is concerned or applied to structured or runtime problemsruntime problems
Non Programmed DecisionsNon Programmed Decisions
Are concerned or applied for unstructured Are concerned or applied for unstructured Novel and Il defined situation of a non Novel and Il defined situation of a non recurring naturerecurring nature
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04/10/2304/10/23 pptppt 572572
MODERN APPROACHES TO MODERN APPROACHES TO DECISION MAKING UNDER DECISION MAKING UNDER
UNCERTAINITYUNCERTAINITY
Risk AnalysisRisk Analysis
Decision TreesDecision Trees
Preference TheoryPreference Theory
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04/10/2304/10/23 pptppt 573573
ORGANISINGORGANISING
It meansIt meansThe identification and classification of required The identification and classification of required
activitiesactivitiesThe grouping of activities necessary to attain The grouping of activities necessary to attain
objectivesobjectivesThe assignment of each grouping to the manager The assignment of each grouping to the manager
with the authority necessary to supervise itwith the authority necessary to supervise itThe provision for coordination horizontally and The provision for coordination horizontally and
vertically in the organization structure.vertically in the organization structure.
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04/10/2304/10/23 pptppt 574574
FORMAL AND INFORMAL FORMAL AND INFORMAL ORGANIZATIONORGANIZATION
Formal OrganizationFormal OrganizationFormal organization means the intentional Formal organization means the intentional structure of roles in a formally organized structure of roles in a formally organized enterpriseenterprise
Informal OrganizationInformal OrganizationA network of personal and social relations not A network of personal and social relations not established or required by the formal organization established or required by the formal organization but arising spontaneously as people associate but arising spontaneously as people associate with one another.with one another.
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04/10/2304/10/23 pptppt 575575
SPAN OF MANAGEMENTSPAN OF MANAGEMENT
It states that, there is a limit to the number of It states that, there is a limit to the number of subordinates a manager can effectively subordinates a manager can effectively supervise but the exact number will depend supervise but the exact number will depend on the impact of under lying factors.on the impact of under lying factors.
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04/10/2304/10/23 pptppt 576576
FACTORS DETERMINING AN EFFECTIVE SPAN
Subordinate Training Clarity of Delegation of Authority Clarity of plans Use of Objective standards Rate of change Communication Techniques Amount of personal contact needed Variation by organization level Positive attitudes of subordinate toward
assumption of responsibility.
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04/10/2304/10/23 pptppt 577577
ORGANISING PROCESSORGANISING PROCESS
1.1. Establishing enterprise objectivesEstablishing enterprise objectives2.2. Formulating supporting objects, policies Formulating supporting objects, policies
and plansand plans3.3. Identifying and classifying the activities Identifying and classifying the activities
necessary to accomplish thesenecessary to accomplish these4.4. Grouping these activitiesGrouping these activities5.5. Delegation of authorityDelegation of authority6.6. Establishing authority relationshipEstablishing authority relationship
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04/10/2304/10/23 pptppt 578578
DEPARTMENTATIONDEPARTMENTATION
Departmentising is achieved by tolling off Departmentising is achieved by tolling off persons who are to perform same duties persons who are to perform same duties and putting them under the supervision of and putting them under the supervision of managermanager
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04/10/2304/10/23 pptppt 579579
FORMS OF DEPARTMENTATIONFORMS OF DEPARTMENTATION
By TimeBy Time By enterprise functionBy enterprise function By Territory of GeographyBy Territory of Geography Customer DepartmentationCustomer Departmentation Process or equipment departmentationProcess or equipment departmentation By productBy product
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04/10/2304/10/23 pptppt 580580
MATRIX ORGANISATIONMATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION
AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups.
BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
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04/10/2304/10/23 pptppt 581581
AUTHORITYAUTHORITY
Is the right in a position to exercise Is the right in a position to exercise discretion in making decision affecting discretion in making decision affecting others.others.
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04/10/2304/10/23 pptppt 582582
LINE AND STAFF CONCEPTSLINE AND STAFF CONCEPTS
Line FunctionsLine Functions are those that have direct impact on are those that have direct impact on accomplishment of the objectives of the enterpriseaccomplishment of the objectives of the enterprise
Staff Functions Staff Functions are those that help the line persons work are those that help the line persons work most effectively in accomplishing objectivesmost effectively in accomplishing objectives
Line Authority Line Authority is that relationship in which a superior is that relationship in which a superior exercises direct supervision over a subordinate exercises direct supervision over a subordinate
Staff Authority Staff Authority is advisory function is to investigate, is advisory function is to investigate, research and give advise to line managersresearch and give advise to line managers
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04/10/2304/10/23 pptppt 583583
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
Is the right which is delegated to an Is the right which is delegated to an individual or department to control specified individual or department to control specified processes, practices, policies or other processes, practices, policies or other matters relating to activities under taken by matters relating to activities under taken by persons in other departmentspersons in other departments
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04/10/2304/10/23 pptppt 584584
DECENTRALIZATION OF AUTHORITYDECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making Is the tendency to disperse decision making authority in an organized structureauthority in an organized structure
DELAGATION OF AUTHORITYDELAGATION OF AUTHORITY
Authority is delegated when a superior gives Authority is delegated when a superior gives a subordinate discretion to make decisionsa subordinate discretion to make decisions
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04/10/2304/10/23 pptppt 585585
PROCESS OF DELEGATIONPROCESS OF DELEGATION
Determining the result expected from a Determining the result expected from a positionposition
Assigning task to a positionAssigning task to a position Delegation of authority for accomplishing Delegation of authority for accomplishing
these tasksthese tasks Holding the persons in that position Holding the persons in that position
responsible or accomplishment of the responsible or accomplishment of the tasks.tasks.
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04/10/2304/10/23 pptppt 586586
EFFECTIVE DELEGATIONEFFECTIVE DELEGATION
It depends uponIt depends upon ReceptivenessReceptiveness Willingness to let goWillingness to let go Willingness to let others make mistakesWillingness to let others make mistakes Willingness to trust sub ordinatesWillingness to trust sub ordinates Willingness to establish and use broader Willingness to establish and use broader
controlscontrols
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04/10/2304/10/23 pptppt 587587
GUIDE LINES FOR OVERCOMING GUIDE LINES FOR OVERCOMING WEAK DELEGATIONWEAK DELEGATION
Define assignments and delegate authorityDefine assignments and delegate authoritySelection of Right personSelection of Right personMaintain open lines of communication Maintain open lines of communication Establish proper controlsEstablish proper controlsReward effective delegation and successful Reward effective delegation and successful
assumption of authorityassumption of authority
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04/10/2304/10/23 pptppt 588588
Thank YouThank You