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    Mp03 3mb Mp03 3mb Presentation Transcript

    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You
    • WELCOME Prof. S. RIASUDEEN M.B.A., M.Phil., B.L., Ph.D. DEPARTMENT OF MANAGEMENT STUDIES MOHAMED SATHAK COLLEGE CHENNAI – 119.
    • STRATEGIC PLANNING INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT ENTERPRISE PROFILE PURPOSE AND OBJECTIVES FORECAST OF FUTURE ENVIRONMENT RESOURCE AUDIT Feed Back
    • ETOP DEVELOPMENT OF ALTERNATIVE STRATEGIES SWOT EVALUATION & STRATEGIC CHOICE MEDIUM RANGE PLANNING SHORT TERM PLANNING IMPLEMENTATION CONTROL
    • SWOT ANALYSIS
      • ASIAN PAINTS
      • Opportunities
      • Increasing scope for specialised & high qlty paints
      • No entry of superior company
      • Threats
      • Industry attracts very high tax
      • Critical raw materials are to be imported
    • SWOT
      • Strengths
      • High image for its product range
      • Efficient distribution net work
      • Weakness
      • Inadequate production capacity utilisation
      • Higher transportation cost
    • PORTFOLIO ANALYSIS
      • BCG growth matrix
      HIGH LOW HIGH LOW GROWTH RATE MARKET SHARE Dogs Cash Cows Question marks Stars
    • MAJOR KINDS OF STRATEGIES
      • Growth
      • Finance
      • Organization
      • Personnel
      • Public relation
      • Product or services
      • Marketing
    • COMPETITIVE STRATEGIES BY PORTER
      • Overall cost leadership strategy
      • Differentiation strategy
      • Focused strategy
    • EFFECTIVE IMPLEMENTATION OF STRATEGIES
      • Successful implementation of strategies
      • Communicating strategies to all key decision making managers
      • Developing and communicating planning premises
      • Ensuring that action plans contribute major objectives and strategies
      • Reviewing strategies regularly
      • Developing contingency strategies and programs
      • Making the organization structure fit planning needs
      • Continuing to emphasize planning and implementing strategy
      • Creating company climate that forces planning
    • DECISION MAKING
      • Is defined as selection of a course of action from among alternatives; It is at the core of planning
    • PROCESS Premising Identifying Alternatives Evaluating of Alternatives Choosing an alternative Implementing Decision
    • DEFINITION OF STAFFING Staffing is defined as filling, and keeping filled, positions in the organization structure. Includes identifying work-force requirements, inventorying the people available, and recruiting, selecting, placing promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.
    • Enterprise Plans Organization Plans Number & Kinds of Managers required Manager Inventory Analysis of present and future needs for managers
    • External Source Internal Source Recruitment Selection Placement Promotion Separation Appraisal Career Strategy Training and Development Leading & Controlling
    • Factors Affecting the number and kinds of Managers Required
      • Its size
      • Complexity of the organization structure
      • Plans for expansion,
      • Rate of turnover of managerial personnel.
    • ANALYSIS OF THE NEED OF MANAGER
      • Supply of Manager
      Demand Selection Placement Promotion Change in Company Plans Outplacement Layoffs Demotions Early retirement INTERNAL Training and Development Compensation EXTERNAL Requirement Training and Development If change in demand is Expected in the future High Low High Low
    • SITUATIONAL FACTORS AFFECTING STAFFING
      • EXTERNAL ENVIRONMENT
        • Educational
        • Sociocultural,
        • Legal-Political and
        • Economic constraints or Opportunities
        • Legislation
      • EQUAL EMPLOYMENT OPPORTUNITY
      • WOMEN IN MANAGEMENT
      • STAFFING IN THE INTERNATIONAL ENVIRONMENT
      • THE INTERNAL ENVIRONMENT
      • PROMOTION FROM WITHIN
      • THE POLICY OF OPEN COMPETITION
      • RESPONSIBILITY FOR STAFFING
    • SELECTION
      • Selection is the process of choosing from among candidates, from within the organization or from the outside, the most suitable person for the current position for future positions
    • POSITION REQUIREMENT AND JOB DESIGN
      • Selecting a manager effectively requires a clear understanding of the nature and purpose of the position which is to be filled.
    • Identifying Job requirements
      • What has to be done in this job?
      • How is it done?
      • What background knowledge, attitudes, and skills are required?
      • What are the new requirements?
    • Guidelines
      • Appropriate scope of the job
      • Full-time challenge of the job
      • Managerial skills required by job design
    • Job design
      • Appropriate job structure in terms of content, function and relationships
      • SKILLS & PERSONAL CHARACTERITICS NEEDED
      • Analytical and Problem-solving abilities
      • Personal Characteristics Needed by managers
        • Desire to manage
        • Communication skills and empathy
        • Integrity and honesty
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • First, selection criteria are established, Education, knowledge, skills and experience
      • Second, complete an application form
      • Third, a screening interview
      • Fourth, testing the candidate’s qualifications
    • SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
      • Fifth, formal interviews
      • Sixth, the information candidates is checked and verified
      • Seventh, a physical examination may be required
      • Eighth, is either offered the job or informed that he or she has not selected for position.
      • INTERVIEWS
      • Is the process of identifying promising candidate
      • IMPROVING INTEVIEWING PROCESS
      • Interviewer should be well trained
      • Interviewer should be prepared to ask right question
      • Conducting multiple interviews
      • Interview should supplement other process of selection
      • TESTS
      • The primary aim of testing is to obtain data about the applicants that helps predict their probable success as managers
      • COMMENLY USED TESTS
      • Intelligence tests
      • Proficiency and aptitude tests
      • Vocational tests
      • Personality tests
    • ASSESSMENT CENTERS
      • It is a technique for selecting and promoting managers
      • The typical assessment center will have the candidates do the following:
      • Take various psychological tests
      • Engage in management games in small groups
      • Engage in In-Basket exercises
      • Oral presentation on a particular topic or theme
      • Engage in various other exercises, such as preparing written report
    • EVALUATING OF ALTERNATIVES
      • Quantitative and Qualitative factors
      • Marginal Analysis
      • Cost effectiveness analysis
    • SELECTING AN ALTERNATIVE
      • Experience
      • Experimentation
      • Research and Analysis
    • PROGRAMMED AND NON PROGRAMMED DECISIONS
      • Programmed Decisions
      • Is concerned or applied to structured or runtime problems
      • Non Programmed Decisions
      • Are concerned or applied for unstructured Novel and Il defined situation of a non recurring nature
    • MODERN APPROACHES TO DECISION MAKING UNDER UNCERTAINITY
      • Risk Analysis
      • Decision Trees
      • Preference Theory
    • ORGANISING
      • It means
      • The identification and classification of required activities
      • The grouping of activities necessary to attain objectives
      • The assignment of each grouping to the manager with the authority necessary to supervise it
      • The provision for coordination horizontally and vertically in the organization structure.
    • FORMAL AND INFORMAL ORGANIZATION
      • Formal Organization
      • Formal organization means the intentional structure of roles in a formally organized enterprise
      • Informal Organization
      • A network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
    • SPAN OF MANAGEMENT
      • It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
    • 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.
    • ORGANISING PROCESS
      • Establishing enterprise objectives
      • Formulating supporting objects, policies and plans
      • Identifying and classifying the activities necessary to accomplish these
      • Grouping these activities
      • Delegation of authority
      • Establishing authority relationship
    • DEPARTMENTATION
      • Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
    • FORMS OF DEPARTMENTATION
      • By Time
      • By enterprise function
      • By Territory of Geography
      • Customer Departmentation
      • Process or equipment departmentation
      • By product
    • MATRIX 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
      • AUTHORITY
      • Is the right in a position to exercise discretion in making decision affecting others.
    • LINE AND STAFF CONCEPTS
      • Line Functions are those that have direct impact on accomplishment of the objectives of the enterprise
      • Staff Functions are those that help the line persons work most effectively in accomplishing objectives
      • Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
      • Staff Authority is advisory function is to investigate, research and give advise to line managers
    • FUNCTIONAL AUTHORITY
      • Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
    • DECENTRALIZATION OF AUTHORITY
      • Is the tendency to disperse decision making authority in an organized structure
      DELAGATION OF AUTHORITY Authority is delegated when a superior gives a subordinate discretion to make decisions
    • PROCESS OF DELEGATION
      • Determining the result expected from a position
      • Assigning task to a position
      • Delegation of authority for accomplishing these tasks
      • Holding the persons in that position responsible or accomplishment of the tasks.
    • EFFECTIVE DELEGATION
      • It depends upon
      • Receptiveness
      • Willingness to let go
      • Willingness to let others make mistakes
      • Willingness to trust sub ordinates
      • Willingness to establish and use broader controls
    • GUIDE LINES FOR OVERCOMING WEAK DELEGATION
      • Define assignments and delegate authority
      • Selection of Right person
      • Maintain open lines of communication
      • Establish proper controls
      • Reward effective delegation and successful assumption of authority
    • Thank You