2021 6th SEM EOM Online Class Introduction.pdf

1. Essentials of Management
7th Semester
CSE AB
11/08/2020

2. What you need to know about EOM……
Keep in mind these things:
Attendance
Assignments
Tests
Evaluation
Study Material (Text Book, Slides, Notes, Cases………)
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3. Did You Know?
• EOMEE (48 Hours)….. 6th and 7th sem
• EOM (36 Hours)……6th and 7th sem
• EEFM (36 Hours)….. 6th and 7th sem
• 16 Branches….. 8 EOM/ 8 EEFM
• This time 5th and 7th same time…..transition
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4. Functions of Management
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Planning as a Function of Management
Organizing as a Function of Management
Staffing as a Function of Management
Controlling as a Function of Management
Learning Objectives
What is Management?
Directing as a Function of Management
What is Management?
Summary

5. What is Management?
Learning Objectives
Define Management
Nature of Management
Management Science or Art
Management as a Profession
Functions of Management
GK
8/11/2020 5

6. Management is the art of getting things done through others.
Defining Management
What is Management?
"Art of knowing what you want to do and then seeing
that it is done the best and cheapest way".
F.W.Taylor
" To manage is to forecast, to plan, to organize, to
command, to co-ordinate and to control. “
Henry Fayol
Management is the art of getting things done
through others.
GK
8/11/2020 6
Management is a multipurpose organ that manages
a business, manages managers and manages worker
and work- Peter Drucker

7. Management is the art of getting things done through others.
What is Management?
Nature of Management
Universal
Process
Purposeful
Group
Phenomenon
Creative
Multidisciplinary
Social Process
Continuous
Process
Intangible
GK
8/11/2020 7

8. Management is the art of getting things done through others.
What is Management?
Is Management a Science / Art
Text
Management as an Art
• Practical know how
• Technical skills
• Concrete results
• Creativity
• Personalized nature
Management as Science
• Empirically derived
• Critically tested
• General principles
• Cause & effect relationship
• Universal applicability
Management as a science provides principles
and as an art helps in tackling situations
GK
8/11/2020 8

9. Course Outcomes (Cos)
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At the end of this course the student must be able to:

10. Introduction
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At the end of this course the student must be able to:

11. Introduction
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At the end of this course the student must be able to:

12. Introduction
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At the end of this course the student must be able to:

13. Introduction
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At the end of this course the student must be able to:

14. Middle Level
Management
Top Level Management
Low Level
Management
EOM
Functions of managers
Types of managers
Roles of managers
Firm Industry
Product Services
Efficiency
Productivity
Effectiveness
Evolution of
management
Commodity

15. 8/11/2020 GK 15
Effectiveness: Doing the right things
Efficiency: Doing things right

16. Objective Setting
The acronym ‘SMART’ stands for:

17. Management Gurus
F.W. Taylor Peter Drucker Henry Fayol Elton Mayo Michael Porter
Introduction

18. • The term ‘Levels of
Management’ refers to a line of
demarcation between various
managerial positions in an
organization.
• The number of levels in
management increases when the
size of the business and work
force increases and vice versa.
• The level of management
determines a chain of command,
the amount of authority and
status enjoyed by any managerial
position.

28. Planning
Staffing
Organizing
Controlling
Directing
Functions of
Management

29. <
1
Planning
• It bridges the
gap between
where we are
and where we
want to be
• It helps facing
future with
confidence
2
Organizing
• It involves grouping
of task
• It involves
specialisation,
delegation, span of
control, and
departmentalization
3
Staffing
• Hiring Right
people for right job
• It is devoted to
acquiring, training,
appraising, and
compensating
employees
4
Directing
• It involves
supervision,
motivation,
leadership, and
communication
• It is a very people
oriented function
of management
5
Controlling
• It involves setting
standards,
measuring
performance as per
standards, finding
deviations, and
taking necessary
corrective action
FIVE FUNCTIONS OF MANAGEMENT
Summary
GK
8/11/2020 29

30. Open Area
Unknown Area
Blind Area
Hidden Area

31. • Have you ever seen the lion that leads his pride?
Introduction
• The leader is strong and dependable. All the other lions in the
pride feel protected by him and trust him.
• So, why is the quality of ‘trust’ important in a leader?
• The leader is strong and dependable.
• All the other lions in the pride feel protected by him and trust him.

32. Introduction
It is very important
that the members of
the team or the
subordinates trust
their leader.
When a subordinate
trusts his superior, he
feels motivated to work
under his leadership.
He feels safe under his
trusted leader’s
guidance and feels like
following in the leader’s
footsteps.
Trusting the leader also
helps the member to
believe in the integrity
of the leader. He
believes that his leader
will lead with truth and
righteousness.

33. Introduction
It is very important
that the members of
the team or the
subordinates trust
their leader.
When a subordinate
trusts his superior, he
feels motivated to work
under his leadership. He
feels safe under his
trusted leader’s
guidance and feels like
following in the leader’s
footsteps.
Trusting the leader also
helps the member to
believe in the integrity
of the leader. He
believes that his leader
will lead with truth and
righteousness.
So, how can we build trust among
the members of our team?
There is a model known as the
‘Johari Window’ which stresses on
the importance of feedback and
disclosure to build trust.

34. Introduction
It is very important
that the members of
the team or the
subordinates trust
their leader.
When a subordinate
trusts his superior, he
feels motivated to work
under his leadership. He
feels safe under his
trusted leader’s
guidance and feels like
following in the leader’s
footsteps.
Trusting the leader also
helps the member to
believe in the integrity
of the leader. He
believes that his leader
will lead with truth and
righteousness.
‘Johari Window’ is an effective
technique which when used appropriately
provides valuable information regarding
one’s own self and others, which is an
important characteristic which every
leader needs to possess to succeed.
Let’s learn about ‘Johari Window’ in
detail.

35. History of Johari Window
• •
In 1955, Joseph Luft and
Harry Ingham, two
American psychologists
developed a model
called the ‘Johari
Window’.
‘Johari Window’ is a
model for self-
awareness, personal
development, group
development and
understanding
relationship.
They called the
model ‘Johari
Window’ after
combining their first
names, ‘Joe’ and
‘Harry’.
•

36. What is the Johari Window?

37. What is the Johari Window?

38. How to Conduct a Johari Window Analysis?
• Conducting a ‘Johari Window’ Analysis is a very
simple process, where the participant of the
exercise is given a list of 56 adjectives and he/she
is asked to choose 5-6 of them which best
describes their personality.
• On the other hand, peers of the participant are
given the same list and each of them are asked to
choose 5-6 adjectives which best describe the
participant, all of these chosen adjectives are then
mapped onto a 4 x 4 grid.
• Let us now look at what does the standard 4 x 4
grid of the ‘Johari Window’ model look like.

39. The Johari Window
The ‘Johari Window’ is
based on a four-square
grid.
The ‘Johari Window’ is
made up of a window with
four 'panes’.
1
4
2
3
The window is a square
pane with a cross in the
middle of it.
This cross divides the
window into four panes.
1
4
2
3

40. The Johari Window
Initially, you should draw
the ‘Johari Window’ and
show each quadrant of the
same size.
The size of each pane/area
can be changed to reflect
the relevant proportions of
each type of 'knowledge'
of/about a particular
person in a given team
situation.

41. 'Regions' /
'Areas' /
'Quadrants'
The Johari Window
Each pane represents two
things – stuff known to you
and stuff known to others.
Self
Known Unknown
Others
Unknown
Known
The four panes of the
‘Johari Window’ are called
'regions' or 'areas' or
'quadrants'.
'Regions' /
'Areas' /
'Quadrants'
'Regions' /
'Areas' /
'Quadrants'
'Regions' /
'Areas' /
'Quadrants'
Each contains and
represents the information
- feelings, motivation, etc.,
in terms of whether the
information is known or
unknown by the person,
and whether the
information is known or
unknown by others in the
team.

42. Unknown
Area
or
Unknown Self
Hidden Area
or
Façade
Blind Area
or
Blind Spot
Open / Free
Area or
Public Arena
The Johari Window
Each pane represents a
different area, such as
follows:
The top left is the
Open/Free Area or Public
Arena.
The top right is the Blind
Area or Blind Spot.
The bottom left pane
represents the Hidden
Area or Façade.
The bottom right pane is
the Unknown Area or
Unknown Self.
Let us look at each
pane/area of the ‘Johari
Window’ in detail.

43. Known to Self
Open Area or Public Arena
The ‘Quadrant 1’ or the
‘Open/Free’ area or ‘Public
Arena’ is known to your
own self as well as known
to the others, hence the
name ‘open or free’ area. Open / Free
Area or
Public Arena
This area is also known as
the 'area of free activity’.
Known
to
Others
It includes information
about the person -
behavior, attitude, feelings,
emotion, knowledge,
experience, skills, views,
etc – known by the person
('the self') and known by
the team ('others').

44. Open Area or Public Arena
The aim in any team is to develop the 'open area' for every person. This is
because when we work in this area with others we are at our most effective
and productive, and the team is at its most productive too.
This area is the space where good communications and cooperation occur,
free from distractions, mistrust, confusion, conflict and misunderstanding.
The open free space for any team member in new teams is small
because shared awareness is relatively small.
However, as the team member becomes better established and
known, so the size of the team member's open free area quadrant
increases.
The information in the area would be something like your
educational qualification or your work experience or something
which is known by self as well as others such as your profile
information on a social networking site.

45. Known
to
Others
Unknown to Self
Blind Area
or
Blind Spot
Blind Area or Blind Spot
The Blind Area is the
region which contains
things known to others but
unknown to you.
This area is also referred to
as ‘Blind Self' or 'Blind
Area' or 'Blind Spot’.
This area includes
information that the
person is himself ignorant
about or issues in which
one is deluded.

46. This area includes information such as feelings of inadequacy, incompetence,
unworthiness, rejection, which are difficult for individuals to face directly and
yet can be seen by others.
This is not an effective or productive space for individuals or groups.
This area includes issues that others are deliberately withholding from
a person.
The aim is to reduce this area by seeking or soliciting feedback from
others and thereby to increase the open area, i.e., to increase self-
awareness.
The responsibility for reducing the blind area lies on team
members and managers. They should give sensitive feedback and
encourage which in turn would help in increasing the open area.
Blind Area or Blind Spot

47. Hidden Area
or
Façade
Hidden Area or Façade
The Hidden Area consists
of things that you know
but are hidden from others
and therefore unknown, to
others.
This area is also referred to
as ‘Hidden Self' or 'Hidden
Area' or 'Avoided
Self/Area' or 'Facade'.
This area includes
something others don’t
know about you such as
your feeling of jealously or
hatred towards one of your
team members.
Known
to
Self
Unknown
to
Others

48. It also includes sensitivities, fears, hidden agendas, manipulative intentions,
secrets - anything that a person knows but does not reveal to others.
It is important for developing good interpersonal relationships that such
relevant hidden information and feelings, etc. should be moved into the
open area.
This can be done through the process of 'self-disclosure' and 'exposure
process'.
You should bear in mind that organizational culture and working
atmosphere have a major influence on team members'
preparedness to disclose their hidden selves.
Also, the level to which an individual wants to disclose personal
feelings and information and to whom must always be at the
individual's own discretion.
Hidden Area or Façade

49. Unknown
Area
or
Unknown Self
Unknown Area or Unknown Self
The Unknown Area
represents things not
known to you as well as
others.
This area is also referred to
as ‘Unknown Self‘, 'Area of
Unknown Activity‘,
'Unknown Area'.
This could be something
such as a new talent or
skill, hidden phobia or
habit; you have never
experienced and are not
aware of.
Unknown
to
Self
Unknown
to
Others

50. The Johari Window can also be applied to
assess the interpersonal relations between
one group and another group. So, when the
Johari Window model is used to assess and
develop groups in relation to other groups,
the 'self' would be the group, and 'others'
would be other groups.
Did You Know?

51. Identification of Individual Types
There are certain typical shapes of the ‘Johari Window’ based on which we can
identify different categories of people.
The different extreme personalities that have been identified using the ‘Johari
Window’ are:
The Turtle The
Interviewer
The Bull in the
China Shop
The Open
Reflective
Let us look at each in detail.

52. Identification of Individual Types
The Turtle:
• Such a person has a large unknown area, showing a lack of self
knowledge and understanding.
• This is the kind of person you can’t figure out.
• The turtle’s behaviour tends to be unpredictable and security
oriented.
• When such a person is placed in a management role, he tends to make
his subordinates feel insecure and confused about expectations.

53. Identification of Individual Types
The Interviewer:
• The ‘Interviewer’ has a large hidden area, reflecting someone who
keeps information to him/herself.
• This is a person who is always asking for information and giving little
in return - the game player.
• If the interviewer is placed in a management role, his subordinates
tend to feel defensive towards and resentful of this individual.

54. Identification of Individual Types
The Bull in the China Shop:
• Such a person has a large blind area, reflecting someone who talks a
lot but does not listen too well.
• This is the person who is preoccupied with him/herself, and doesn’t
know when to keep quiet.
• If such a person is placed in a management role, his subordinates
tend to get annoyed with this person and will eventually learn to
either actively or passively shut him/her up.

55. Identification of Individual Types
The Open Reflective:
• Such a person has a large public area, reflecting someone who is
open about him/herself and receptive to feedback from others.
• This is the kind of person who has a clear self-image.
• If such a person is placed in a management role, his subordinates
tend to feel respected and encouraged to grow.

56. Let us now look at an
example to understand
johari window.
Real Life Example

57. Ideal Shape of Johari Window
We need to
understand, that the
ideal shape of the
window is one which
has a large open area.
This is the kind of person whom you
can trust. As the people get to see
and know you, exactly as you are and
can trust you. Such a window has a
small blind area so that you know
what others think about you.
So, how can we
achieve the ideal
shape of the ‘Johari
Window’?

58. It is very important to keep in mind that just simply
only conducting a Johari Window Analysis is a
useless exercise. The only useful application of
Johari Window can be achieved when the results
of the analysis are linked to concrete activities and
plans to reinforce positive behavior or to improve
interpersonal relations or correct negative
attitudes and behavior.
Tip!

59. Summary
Johari Window
Quadrants/Areas
Identification of
Individual Types
Uses
Achieving Ideal Shape
Let’s look at each in detail.

60. Summary
Johari Window
Quadrants/Areas
Open/Free Area or
Public Arena
Blind Area or Blind
Spot
Unknown Area or
Unknown Self
Hidden Area or
Façade

61. Summary
Identification of
Individual Types
The Turtle
The Bull in the China Shop
The Interviewer
The Open Reflective
Johari Window

62. Summary
Achieving Ideal Shape
Johari Window
Feedback
Self-disclosure
Discovery

63. Summary
Uses
Johari Window
Self-awareness
Group Dynamics
Personal
Development
Improving
Communications
Team Development
Intergroup
Relationships
Interpersonal
Relationships