The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
businessmanagementppt-190515120318.pdf
1.
2. COURSE OUTCOME
K1 CO1 To understand the functions in management as
applied in practice.
K2 CO2 To evaluate organizational decision.
K3 CO3 To get the idea about training and development.
K4 CO4 To analyze the key issue related to administering.
3. Unit-1 Introduction to Management:
Management –Definition – Nature – Scope and Functions – Principles of Management -Evolution of
Management – Thoughts – Contribution of F.W. Talyor – Henry Fayol – Elton Mayo – Hawthorne
Experiment – Management by Objective(MBO) – Management by Exception (MBE) – Management by
Participation (WPM)
Unit-2 Functions of Management:
Planning – Importance – Advantages – Steps in Planning – Types of Plans – Decision Making –
Planning – Types of Decision – Process of Decision Making.
Organizing: Nature and Purpose of Organizing – Principle of Sound Organization –Types of
Organization – Factors
Unit-3 Human Resource Management:
Measures - Definition – Need – Evaluation – Importance- HR Planning – Factors Governing Planning.
Unit-4 Performance Appraisal and Sustaining Employee:
Methods of Performance - Staffing – Sources of Recruitment - Selection Process – Training -
Evaluation. Modern Methods of Control - The Control Process – Importance, Techniques – Methods –
Requirement of Effective Control Systems Grievances – Causes – Implications – Redressed Methods –
Collective
Unit-5 Motivation of Employee’s:
Motivation – Types of Motivation – Theories of Motivation – Morale – Measures to Improve Morale –
Job Satisfaction – Determinants of Job Satisfaction - Steps to Improve Job Satisfaction – Stress
Management – Causes – Steps
4.
5.
6.
7. 1. Management is an activity
2. It is an purposeful activity
3. It is concerned with the effort of a group
4. Management is getting things done through
5. It applies economic principles
6. Involves decision making
7. Co-ordinates all activities and resources
8. It is a universal activity
9. It is intangible
10. It is profession
8. 1. Subject matter of management
2. Functional areas of management
3. Management is an interdisciplinary approach
4. Principles of management
5. Scientific management
14. MBO is "a process whereby superior and
subordinate managersof an Organization jointly define
its common goals, define each individual's major areas
of responsibility in terms Of results expected of him
and use these measures as guides for operating the unit
and assessing the contribution of each of its
members."
GeorgeOdiorne
15. All individuals within an organization are assigned a
special set of objectives that they try to reach during a
normal operatingperiod.
Performance reviews are conducted periodically to
determine how close individuals are to attaining their
objectives.
Rewards are given to individuals on the basis of
how closethey cometo reaching theirgoals.
16. • T
ranslate main statement into operational
terms.
• T
o give directions and set standards for the
measurement of performance.
• Tomeasureand judgeperformance
• T
o relate individual performance to
organizational goal
• T
o foster increasing competence and growth
of subordinates
17. • T
o enhance communication between
superiors andsubordinates
• Toserveasabasisfor judgments about salary and
promotion
• Tostimulate subordinatesmotivation
• Toserveasadevice for organizational control and
integration
• Toset long term and short termobjectives
20. Time-consuming
Failure to teach MBOphilosophy
Reward-punishment approach
Increasespaper-work
Createsorganizational problems
Developsconflicting objectives
Problem of co-ordination
Lacksdurability
21.
22.
23. Type of management in which employees at all levels are encouraged
to contribute ideas towards identifying and setting organizational-
goals, problem solving, and other decisions that may directly affect
them. Also called consultative management.
Participatory management is the practice of empowering members
of a group, such as employees of a company or citizens of a
community, to participate in organizational decision making.
24.
25. Meaning of planning
The first and foremost function of management is planning.
Simply, planning is deciding in advance what should be
done.
Definition
Planning is deciding the best alternative among others to
perform different managerial operations in order to achieve
the predetermined goal.
- Henry fayol
26. 1. It focuses on objective
2. It helps to avoid “no work” or “work pressure” situation.
3. It helps to avoid wastage of resources
4. It ensures efficiency as well as effectiveness
5. It reduces risk and uncertainty
6. It provides for co-ordination
7. It facilitates control
8. Planning also provide scope for decentralization
27. 1. Uncertain nature
2. Expensive
3. Rigidity
4. Loss of initiative
5. Ignorance of subordinates interest
6. Complacent attitude
28. 1. Identifying business opportunities
2. Establishment of objectives
3. Determination of planning premises
4. Identifying the alternative course of action
5. Evaluation the alternative course of action
29. Classification of plans according to time
1. Long-term planning-
2. Medium- term planning
3. Short-term planning
30. Meaning
Decision making is the process of selecting one alternative from
among a number of alternatives available.
Definition
decision making is a process of selection from a set of
alternative course of action which is thought to fulfill the
objective of the decision problem more satisfactory than others.
- Haynes and Massie
31. 1. Identifying and understanding the problem
2. Making an analysis of the problem
3. Identifying alternative solution
4. Evaluating the alternative solution
5. Selecting the best solution
6. Implementing the decision
7. Review
32. 1. Organizational decisions
2. Personal decisions
3. Strategic or basic decision
4. Routine or repetitive decisions
5. Policy decisions
6. Operating decisions
7. Programmed or structured decisions
8. Non-programmed or unstructured decisions
9. Individual decisions
10. Group decisions
33. Definition
Organizing is the structural framework of duties and
responsibilities required of personnel in performing
various functions within the company.
- Wheeler
34. 1. Objective
2. Division of work
3. Authority and responsibility
4. Delegation
5. Balance
6. Responsibility is absolute
7. Unity of command
8. Unity of direction
9. Simplicity
10. Flexibility
35. 1. Line organization
2. Line and staff organization
3. Functional organization
4. Committee organization
5. Project organization
6. Matrix organization
36. The line organization, also known as the military
organization, is the oldest form of organization. In such an
organization the superior at the top makes decision and
communicates his decision and assign certain work to his
subordinate. The subordinate in turn makes certain
decisions within the scope of his authority and assign duty
to his subordinate and so on.
37.
38. Advantages of lineorganisation Disadvantages of lineorganisation
1.Simplicity 1. Lackof specification
2. Division of authority andresponsibility 2. Overloading
3. Unity of control 3. Lackof initiative
4. Speedyaction 4. Scopefor favoritism
5. Discipline 5. Dictatorial
6. Economical 6. Limited communication
7. Co-ordination 7. United administration
8. Direct communication 8. Subjective approach
9. Flexibility 9. Instability
10. Lackof co-ordination
39. Meaning
This type of organization is suitable for large scale
establishment. There will be separate departments to
look after different line of activities.
40. Board of directors
Managing director
Production manager marketing manager
Foreman 1 Foreman 2 Sales off-1 sales off-2
Workers Workers
42. The organization structure, in which specialist are
added to the line managers to provide guidance and
support, is called line and staff organization.
43.
44. Advantages of line and stafforganisation Disadvantages of line and stafforganisation
Facilitates to work faster andbetter If powers are not defined then getconfusion
Specialization isattained Lineofficers mayreject advice without any
reason for their action
Enablesto utilize experienceandadvice Staff officers are not responsible iffavorable
results are not obtained.
Officers cantake sound advice Difference between line and staff officerswill
defeat the very purpose ofspecialization
New technology or procedure canbe
introduced without anydislocation
Lineofficers blame staff officers for unfavorable
results and want to get rewardsfor favorable
results
Promotes efficient functioning of lineofficers
Verygood opportunity is made available to
youngperson to gettraining
45. A number of persons may come together to take a
decision, decide a course of action, advise line officers
on some matters, it is a committee form of
organization. It is a method of collective thinking,
corporate judgment and common decision. A
committee may be assigned some managerial functions
or some advisory or exploratory service may be
expected from it.
46. Merits Demerits
Pooling of opinions Time and cost
Improved cooperation Compromise
Motivation Strain on interpersonal
relations
Representation Lack of effectiveness
Dispersion of power Personal prejudice
47. Definition
A project organization is a preferred means
whenever a well defined project must be dealt with or the
task is bigger than anything, the organization is
accustomed to.
-George R. Terry
48.
49. Merits Demerits
Concentrated attention on project
work
Accentuated problems of co-
ordination
Advantages of team specialization Unclearly defined relationship
Ability to cope with environmental
influences
Feeling of insecurity among personnel
Timely completion of the project Duplication of efforts
50. Definition
A matrix organization is a structure in which there
is more than one line of reporting managers. Effectively, it
means that the employees of the organization have more
than one boss!
51.
52. Merits ofMatrix
organization
Demeritsofmatrix
organization
Achievement of objectives
Bestutilization of
resources
Appropriatestructure
Flexibility
Motivation
Personaldevelopment
Complexrelationship
Strugglefor power
Excessive,emphasison group
decision-making
Arising conflictresolution
Heterogeneous
53.
54.
55.
56.
57. • Clerical Function
1920-1940
• Administrative Functions
1941-1960
• Managerial Function
1961-1980
• Strategic Partner
1981-2000
• Strategic partner and
Decision making
From 2000
58. What is human resource planning?
Human resource planning is the process of
determining the manpower requirements and the means
for meeting those requirements in order to carry out the
integrated plan of the organization.
- Coleman
59. 1. It helps the organisation to procure the required
manpower.
2. It further helps to replace employees
3. It helps in expansion programmes
4. It ensure optimum investment in human resource
5. It is indispensable to give effect to reservation
policy
6. It is essential in view of the problem of labour
turnover
7. It helps to tackle the problem of surplus and
shortage of manpower
8. It becomes necessary to meet the needs of changing
technology
62. Performance appraisal is the process of making an
assessment of the performance and progress of the
employees of an organization.
63. Traditional
method
Rating scale
Rating method
Check list
method
Critical incidents
method
Forced choice
Forced
distribution
Essay method
Paired
Modern
method
360 degree feedback
MBO
Assessment centers
Behaviorally Rating Scale
(BARS)
64. What is training?
Training is the act of increasing the knowledge and
skills of an employee for doing a particular job.
- Edwin B. Flippo
What is Executive development?
It is a planned program for developing the conceptual,
decision making and leadership abilities of managers.
67. What is recruitment?
Recruitment is the process of searching for
prospective employees and stimulating them to apply for
jobs in the organization.
-Edwin B Flippo
73. What is Selection?
Selection is the process in which candidate for
employment are divided into two classes, those who
are to be offered employment and those who are not to
be.
- Dale Yoder
78. 1. It ensures attainment of enterprise objective
2. It highlights the quality of plans
3. It ensures successful implementation of plan
4. It ensures that employees work with commitment
5. It provides scope for delegation
6. It facilitates co-ordination
7. It promotes efficiency
80. 1. Budgetary control
2. Cost control
3. Inventory control
4. Break-even point
5. Profit and loss control
6. Statistical analysis
7. External and internal audit
8. Return on investment control
9. Management information system
81.
82.
83.
84.
85.
86.
87.
88.
89. Any combination of psychological and
physiological and environmental circumstances that
cause a person to truthfully say I am satisfied with my
job.
- Hoppock
90.
91. Morale is a mental condition of groups and
individuals which determine their attitude.
- Davis
92. Right man for right job
Satisfactory work
Work environment
physical condition
Work method
Social environment
Incentives
Job rotation
Grievance handling
93. Firms should be guided by human values. They should
treat their employees fairly and with respect.
Employees should be provided for growth in their
career.
There should be opportunities for employees to exhibit
their initiative.
Job should be made interesting and challenging.
Job should be matched with the interest , knowledge
and potential of employees.
Remuneration and incentives should be according to
employee contribution.
94. Working condition should be good and the work
environment should be convenient.
There should be healthy relationship with superior,
subordinates and peers
Employee should be informed of the importance of
their contribution.
Opportunities to improve skills and knowledge
through training and development.
Building a strong company image so that employees
feel proud to work in a firm.
Job rotation, job enrichment and job enlargement to
reduce monotonous and increase the interest.
95. Meaning
stress is an adaptive response to an external
situation that results in physical, psychological and
behavioral deviations for organizational participants.
- Fred Luthans
96. 1. Individual stressors
Life and career change
Personality type
Role characteristics
2. Group stressors
Group norms
Group cohesiveness
Group objectives
Lack of social support
Conflict
97. 3. Organizational stressors
Goals
Policies and procedures
Rules and regulations
Working conditions
Compensation
Job design
Organizational structure
Performance appraisal
98. 4. Extra organizational stressor
Family obligations
Economic conditions
Financial conditions
Cultural conditions
Technological conditions
