Extra Readings
Micromanagement and Macromanagement
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Micromanagement and Macromanagement
• Micromanagement
– A management style where a manager closely
observes or controls the work of their employees.
• Macromanagement
– A management style where a manager Leaves
their employees with a lack of decision making,
especially when the details of the job change and
they need immediate assistance
Micromanagement and Macromanagement Solution
Efficient
Management
•Meaningfulness or significance of their job
•Responsibility for outcomes
•Feedback on the work performed
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Staffing
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Staffing Definition
• It involves effective recruitment, selection,
placement and development of people to
occupy the roles in the organization structure
• Staffing Needs:
– Objectives
– Job Designing
– Grouping of Jobs
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Recruitment and Selection
1. Job description – title, responsibilities, working
condition
2. Application form
3. Employment test – physical appearance, innate
abilities
4. Interview – personality, best candidate
5. Physical examination – to meet job requirement
6. Orientation – rules, sense of belonging
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Human Recourse Development (HRD)
• Is a process by which the employees of an
organization are helped in continuous and
planned way to:
– Acquire capabilities required to perform various
functions
– Develop their capabilities and their inner
potentials
– Develop an organizational culture
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Human Recourse Development (HRD)
• Goal – Improve capabilities of employees and collaboration among
different units.
• Process – Every superior has the responsibility to insure the development
of his subordinates
• Performance coaching – Knowledge of one’s strength helps one to
become effective
• Philosophy – Career planning
• Training – In house training programs + periodic assessments
• Organizational Development (OD)
– Periodic employees surveys
– Research to ascertain the psychological health of the
organization
– Solve problems and conflicts
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Conflicts Definition
• Conflict is a state of discord caused by the
actual or perceived opposition of needs,
values and interests
• A conflict can be internal
within oneself or external
between two or more individuals
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Types of Conflicts
1. Individual conflict
•
2 or more motives block each other
2. Role Conflict
•
Individual performs a number of roles not consistent with
expectations of self
3. Interpersonal conflict
•
•
Vertical – superior and subordination relationship
Horizontal – among persons at the hierarchical levels
4. Interagroup conflict
•
when people come form different social and economics background
5. Intergroup conflict
•
interaction among various group
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Resolution Actions for Conflict
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1. Problem – solving
•
Find a common interest
2. Avoidance
•
Withdraw or Conceal
incompatibility
3. Smoothing
•
Playing down different
while emphasizing
common interest
4. Compromise
5. Confrontation
Area of Conflict
•
•
•
•
Regarding wage structure
Regarding working conditions
Regarding supervision
Regarding attitude of management
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Directing
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Directing
• Leadership is the activity of influencing
people to strive for group objectives.
Close Supervisor
• Supervision
New worker•
Reduces the worker •
effectiveness
General Supervisor
Gives the chance to develop •
their talents
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Difference between
Authority
Power
• Right of directing
workers to do
something
• Tells the
subordinates what
to do
• Ability to achieve
expected outcomes
• Gets the
subordinates to do
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Leadership Traits
•
•
•
•
•
•
•
Self confident
Warm
Intelligent
Sensitive
Sympathetic
Identify with goals
Good Listener
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Paul Thornton's 3-c leadership model
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Managerial Grid Model
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• It is a tool to assess the
leadership style developed
by Blake and Mouton.
Job
Employee
Style (1,1)
Low
Low
Style (1,9)
Low
High
Style (9,1)
High
Low
Style (9,9)
High
High
Style (5,5)
Middle
Middle
Tri-Dimensional Grid
• Reddin added to Blake and Mouton and integrated the concept of
leadership style with three dimensional.
Tri-Dimensional Grid
Task Orientation
(To)
Extent to which a manager to
directs his subordinate to
attain the goal
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Relationship
Orientation
(Ro)
Extent to which a manager
has personal relationship
Effectiveness
Extent to which the manager
is successful in his position
Communication
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• Communication is a
human transaction
• Understanding is the the
target in communicating
• Successful communication
is the result of competent
management.
• Types of Communications:
– Formal, Informal
– Oral
– Downward, Upward
• Purpose:
– Gain commitment
– Provide data for
decision
– Clarify tasks and
responsibilities
Communication Process
Who says what
In which channel
To whom
With what effect
General model of Communication Process
Feedback
Though
t
Encodin
g
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Transmission
of Message
Noise
Receptio
n
Decoding
Understanding
Motivation
Definition •
Drive inner force – Objectives –
Approach •
Carrot .A
Money – Reward •
Stick .B
Punishment •
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Maslow's Need Hierarchy
Need for SelfActualization
Esteem
needs
Affiliation or
acceptance needs
Security or Safety needs
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Physiological needs
Herzberg’s Motivation – Hygiene Theory
Hygiene
Factors
Motivation
Factors
Dissatisfaction
Satisfiers
• Money
• Personal Life
• Working Conditions
• Working Relationships
• Challenging Work
• Added Responsibility
• Advancement
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Model and Theory in Motivation
• McClelland's Three Needs Model
• Achievement
• Power
• Affiliation
• Vroom’s Valence-Expectancy Theory
• Action
Specific Outcomes
• Motivation = Valence + Expectancy + Instrumentality
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Controlling
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Controlling
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• To determine what
is being
accomplished
• To evaluate
performance
• To apply corrective
measures
Differences
Planning
Controlling
• To Identify
• Commitment
• To action
• Ensure that
• Commitments are
• Carried out
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Control Process
Measuring
Performance
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Comparing
Performance
with Standard
Correcting
Deviation
Types of Control
Preliminary
Control
• Unify the understanding
of policies and procedures
Concurrent
Control
• Right quantity of right
product at right time
Feedback
Control
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• Data gathered for better
results and corrections
Management Audit
External
• Investigate other
firms for merger
and competition
Internal
• Periodic assessment
past, present and
future
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Areas For Overall Controlling
•
•
•
•
•
•
•
•
Market standing of the enterprise
Innovation
Profitability
Materials acquisition and use
Employ performance
Capital and financial resources
Productivity
Physical resource
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Control Reports
Balance Sheet
An important accountant document showing the financial picture of the company at a given moment
Assets
Liabilities
• Items owned by
the company
• Amounts owed
to various
creditors
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Shareholder’s
Equity
• Amounts
accruing to
corporation’s
owners
Control Reports Con’t
• Controlling is applied by loss and profit
– Income Statement - A financial statement that measures a
company's financial performance over a specific accounting period
• The higher the quality of managers and
subordinates, the less will be the need for
control
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