Many of the problems in the way companies operate are due to management failures. Many
managers believe that their role is mainly to supervise their staff and to prevent mistakes from
being made in their department. In reality, management is first and foremost the art of motivating
and leading the team in charge. Many are appointed on the basis of their technical skills without
taking into account their ability to manage the human group under their command. When they do
not know how to deal with the "human factor", the result is demotivation of employees, conflicts
between colleagues, quality defects, lack of coordination, salary demands, etc. The principles -
Staff motivation is the source of all success: motivated staff will make efforts to achieve
objectives and take responsibility; unmotivated staff will remain passive and limit themselves to
the minimum imposed. Motivation is an exchange: the subordinate is motivated to work if he/she
finds enough satisfaction in it. Among these, the following generally come to the fore:
attachment to one's boss and to the team, the interest of the work, the friendliness of the team, the
degree of freedom, recognition of efforts, security. Salary usually only becomes important if the
working environment has deteriorated. The psychological and emotional environment is often
more important than the rational aspects. - The manager must know how to make himself liked
and make people like the work while making them obey and respect him. It is a subtle balance to
be found, different with each subordinate because it is often the personal relationship with the
employees that is decisive. - Management is a role-playing game for two: there can be no good
subordinates if the manager is bad, but there can also be no good managers with bad
subordinates. Everyone must respect their obligations and responsibilities. Maintaining a good
work discipline in the company is essential in this respect.
The 10 commandments of the manager
Manage as much as possible by desire, motivation and competence and not by fear of
punishment
To be both loved and respected
Go to the field often, listen, understand
Put each employee in a position to do a good job Delegate and give responsibility
Organise
Consult
Lead the team
Monitor and manage
Manage human resources
Ensure good general internal and external communication Open up "a space to speak"
Rules to be respected by the subordinate...
To be competent (acquire, maintain and improve competence)
Take the necessary initiatives to achieve the objectives
Work as a team with other colleagues, seeking to help them
Be accountable
Be reliable and loyal (be trustworthy, adhere to and defend decisions made)
Pass on information in both directions (select and communicate useful information in real time)
Questions:
Based on all of the above, what is the ideal profile of the manager? What do you think of the
skills and qualities presented?.
Perhaps you’ve heard the words employee engagement
in the past. You may have even had conversations about
engagement. If you are like most, engagement gets pushed out of your mind by other more immediate needs. This is the case for most organizational leaders. Engagement all by itself is not a problem we business leaders are actively trying to solve. Sure, it is important, but we are busy focusing on the more tangible challenges in our businesses.
A new way to think about engagement is to understand employee engagement’s role in the challenges your business is facing today.
While you may not be specifically focused on engagement. You are, however, spending most of your time and energy solving specific problems and improving your organization.
But here’s the thing...employee engagement has a dramatic effect on every business challenge we face.
The document discusses four main concerns in managing people in software environments: staff selection, staff development, staff motivation, and staff well-being. It covers approaches to understanding human behavior like positivism and interpretivism. Additionally, it examines theories around motivation and leadership styles that are important to consider when managing teams in software projects.
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
This document outlines 10 common mistakes that managers make when managing people. These mistakes include failing to get to know employees personally, provide clear direction and expectations, trust employees, listen to and value employees' opinions, communicate effectively, treat all employees equally, and throw employees under the bus to avoid taking responsibility. The document emphasizes that developing relationships with employees, providing direction, trust, communication, and equal treatment are key factors for managers to succeed. Values, beliefs, and attitudes are important for managers to develop in order to effectively interact with and manage people on a daily basis.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity, revenue, and satisfaction. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that small gestures and relationships with managers are often more motivating than material rewards.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
Perhaps you’ve heard the words employee engagement
in the past. You may have even had conversations about
engagement. If you are like most, engagement gets pushed out of your mind by other more immediate needs. This is the case for most organizational leaders. Engagement all by itself is not a problem we business leaders are actively trying to solve. Sure, it is important, but we are busy focusing on the more tangible challenges in our businesses.
A new way to think about engagement is to understand employee engagement’s role in the challenges your business is facing today.
While you may not be specifically focused on engagement. You are, however, spending most of your time and energy solving specific problems and improving your organization.
But here’s the thing...employee engagement has a dramatic effect on every business challenge we face.
The document discusses four main concerns in managing people in software environments: staff selection, staff development, staff motivation, and staff well-being. It covers approaches to understanding human behavior like positivism and interpretivism. Additionally, it examines theories around motivation and leadership styles that are important to consider when managing teams in software projects.
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
This document outlines 10 common mistakes that managers make when managing people. These mistakes include failing to get to know employees personally, provide clear direction and expectations, trust employees, listen to and value employees' opinions, communicate effectively, treat all employees equally, and throw employees under the bus to avoid taking responsibility. The document emphasizes that developing relationships with employees, providing direction, trust, communication, and equal treatment are key factors for managers to succeed. Values, beliefs, and attitudes are important for managers to develop in order to effectively interact with and manage people on a daily basis.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity, revenue, and satisfaction. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that small gestures and relationships with managers are often more motivating than material rewards.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
This document discusses factors that affect employee morale in an organization. It defines morale as the level of voluntary cooperation and desire to attain common goals among individuals or work groups. Key factors that can lower or improve morale are identified as job factors, personal factors, organizational efficiency, goals and objectives of the organization, unfair promotions and selections, lack of recognition, and rewards/incentives. Autonomy, flexibility, financial incentives, recognition, and an understanding attitude from management are discussed as important motivational factors. A survey identified appreciation/recognition, communication, management attitude, job security, good wages, interesting work, career opportunities, loyalty, and working conditions as top motivators for employees.
Perception influences organizational behavior in several ways. Selective perception can harm decision making by limiting viable alternatives. Perception is shaped by individual attributes like attitudes and experiences as well as situational factors. Common perceptual biases in the workplace include fundamental attribution error, self-serving bias, selective perception, projection, stereotyping, and the halo effect, which can negatively impact areas like performance reviews, promotions, and hiring. Managing perception is important for fair treatment of employees and effective decision making.
This document discusses managing problem employees and building high-performing teams. It provides tips for dealing with difficult personalities, such as staying calm and respectful, listening to understand their perspective, and searching for common ground. The document emphasizes focusing on principles over personalities to overcome obstacles and create vision and empowerment. It suggests defining an organization's vision, values, core processes, and behaviors to drive performance. Mini training seminars are proposed on topics like dealing with problem employees, building high-performing teams, and leadership strategies.
Ms. Neerja Verma, presents the 36th session at the NASSCOM Friday's 2.0 at NASSCOM Delhi office.
Sharing 12 elements of great management, Ms. Verma shares her thoughts on what it takes to make a great company.
The document discusses Warren Bennis' quote that managers do things right while leaders do the right thing. It then discusses several key aspects of leadership, including that good leaders are made, not born; the importance of inspiring others and developing leadership skills; and different theories on how people become leaders.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
Employee empowerment involves enabling individuals to think and act autonomously in their work. True empowerment comes from within the individual, not from external bestowing of power from managers. For empowerment to be effective, organizations must remove barriers limiting employees' autonomy and create an environment where employees can impact decisions affecting their jobs. This allows for quicker problem-solving and improvements as issues can be addressed at the source by empowered employees.
Leadership for today. Train yourself easily.Álvaro Buigues
Ever wondered why you aren't confident leading others? We'll try to unveil the secrets and most important skills in leadership and how to work on them.
This presentation wiill be available shortly in spanish. Meanwhile you can check some of our articles on our blog: www.dopsi.es/blog.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It also discusses the pioneers in the field who studied engagement drivers like the Hawthorne Effect and Maslow's hierarchy of needs. Four models of employee engagement are described that focus on dimensions like management support, teamwork and growth opportunities. The document concludes that while organizations, managers and employees all play a role, security will be the primary driver of engagement.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It discusses the pioneers in the field who studied drivers of engagement such as the Hawthorne Effect, Maslow's hierarchy of needs, and McGregor's Theory X and Theory Y. It presents four models of employee engagement and the drivers they identified. It concludes that while organizations, managers and employees all play a role, security is likely the primary driver of engagement.
The document discusses organizational behavior and how it can be applied scientifically to manage workers more efficiently. It defines organizational behavior as the study of how people interact within groups, especially in business organizations. The central idea is that a scientific approach can optimize individual and group output. Organizational behavior theories are used in human resources to maximize productivity from group members.
The document discusses employee empowerment and defines it as enabling or authorizing individuals to think and act autonomously in their work. It notes that empowerment comes from within the individual, not from managers bestowing it, and that organizations should foster environments where employees can feel empowered. Key aspects of empowerment include involving employees in decisions, valuing their ideas, building relationships and teamwork, clearly communicating expectations, and coaching employees rather than strictly managing them.
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Caliber Leadership Systems
Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.
The document discusses employee engagement and its importance for organizational success. It defines engagement as ensuring employees are committed to organizational goals, motivated to contribute, and enhance their own well-being. Traditional command-and-control approaches are contradicted by modern workforces that desire autonomy, mastery, purpose, and flexibility. The future of work requires organizational design focused on empowerment, self-management, and collaboration rather than hierarchy. Leaders must focus on building employee status, certainty, autonomy, relatedness and fairness to drive engagement.
Directing involves leading people in a manner that achieves organizational goals through proper allocation of resources and support. Effective directing requires interpersonal skills like motivation, command, control, collaboration, and communication. A key skill is motivating people by making them feel involved and appreciated for their contributions to the team. Directing styles range from authoritarian to delegative depending on the situation and level of follower experience and autonomy. The most effective approach often involves elements of multiple styles.
The document discusses motivation in the workplace and different theories around what motivates employees. It describes Maslow's hierarchy of needs and Frederick Hertzberg's hygiene factors and motivators. The document also discusses job satisfaction, what can lead to frustration for employees if they are not satisfied, and actions managers can take to motivate their employees such as treating them as individuals, fostering good relationships, providing opportunities for growth, and recognizing accomplishments.
This lecture discusses employee involvement and motivation. It begins by defining employee involvement and how it relates to quality and productivity. It then discusses motivation theories by Maslow and Herzberg to understand employee motivation levels. Some key points made include that employee involvement requires understanding motivators like interesting work and growth opportunities. Effective teams, training, and recognition and reward systems can also increase employee motivation. The lecture advocates for employee participation in decision making to improve commitment, communication, and idea generation within an organization.
Let X1-X2 be i-i-d- N(-1) random variables with unknown parameter R-.pdfsbksan
Let X1,X2 be i.i.d. N(,1) random variables with unknown parameter R. (a) Let W = 2X1 + X2.
Find the Fisher information Iw (). Is W a sufficient statistic for ? (b) Let S = X1 X2. Find the
Fisher information Is (). (c) Find the Fisher information I(W,S)(). (d) Find the conditional Fisher
information I (w|s)()..
In 1933 net private domestic investment was a minus $6-0 billion- This.pdfsbksan
In 1933 net private domestic investment was a minus $6.0 billion. This means that:
a) gross private domestic investment exceeded depreciation by $6.0 billion.
b) the economy was expanding in that year.
c) the production of 1933's GDP used up more capital goods than were produced in that year.
d) the economy produced no capital goods at all in 1933..
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Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
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Leadership for today. Train yourself easily.Álvaro Buigues
Ever wondered why you aren't confident leading others? We'll try to unveil the secrets and most important skills in leadership and how to work on them.
This presentation wiill be available shortly in spanish. Meanwhile you can check some of our articles on our blog: www.dopsi.es/blog.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It also discusses the pioneers in the field who studied engagement drivers like the Hawthorne Effect and Maslow's hierarchy of needs. Four models of employee engagement are described that focus on dimensions like management support, teamwork and growth opportunities. The document concludes that while organizations, managers and employees all play a role, security will be the primary driver of engagement.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It discusses the pioneers in the field who studied drivers of engagement such as the Hawthorne Effect, Maslow's hierarchy of needs, and McGregor's Theory X and Theory Y. It presents four models of employee engagement and the drivers they identified. It concludes that while organizations, managers and employees all play a role, security is likely the primary driver of engagement.
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.
1- Sophie used the following data to create a frequency distribution t.pdfsbksan
1. Sophie used the following data to create a frequency distribution table: 1 , 4 , 5 , 3 , 2 , 5 , 7, 3,
4, 5. a. List the FIVE things did she do wrong in her frequency distribution table? b. Correct her
table. BY HAND: Organize the continuous ratio-level scores below in a frequency distribution
table. Include columns for frequency, proportion, percent, cumulative frequency, and cumulative
nercent..
Which of these is not a goal of contemporary taxonomy-classification-.pdfsbksan
Which of these is not a goal of contemporary taxonomy/classification? To discover what plants
are useful medicinally. To be "natural." To be consistent/stable. To be a memory aid. Which of
the groups is NOT monophyletic? whale viruses human and camel viruses bat viruses human +
camel + bat viruses.
Which of the following is not a characteristic of the F distribution-.pdfsbksan
Which of the following is not a characteristic of the F distribution? The units of the F distribution
are always nonnegative. It has two numbers of degrees of freedomi df for the numerator, and df
for the denominator, and these two numbers may or may not be equal to each other. It is
symmetric. It is continuous..
1- 0enit mateilala caut fer ejuivent inin 4- Cast if entin steted ahd.pdfsbksan
1. 0enit mateilala caut fer ejuivent inin 4. Cast if entin steted ahd compleced during Aigum 3.
Cout of the endine noki in prosest Incrises = vis F cuais vy inet.
Upon learning the concept of cost of capital- your assignment will be.pdfsbksan
Upon learning the concept of cost of capital,
your assignment will be to provide your inputs/thoughts on how Charities and Social Enterprises
compute their cost of capital plus what is the impact they aim for.
You can check this video to learn more about social investment and cost of capital,.
The use of a milestone-tracking process as an enabling tool and proces.pdfsbksan
The use of a milestone-tracking process as an enabling tool and process may assist with: Select
the correct option and click Submit. Regular meetings involving the review of operations or
financial results. Funding of project-related resources at predetermined intervals. Incorporating a
true-risk-based approach into strategic planning. Evaluating the status of strategic goals and
initiatives..
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Many of the problems in the way companies operate are due to managemen.pdf
1. Many of the problems in the way companies operate are due to management failures. Many
managers believe that their role is mainly to supervise their staff and to prevent mistakes from
being made in their department. In reality, management is first and foremost the art of motivating
and leading the team in charge. Many are appointed on the basis of their technical skills without
taking into account their ability to manage the human group under their command. When they do
not know how to deal with the "human factor", the result is demotivation of employees, conflicts
between colleagues, quality defects, lack of coordination, salary demands, etc. The principles -
Staff motivation is the source of all success: motivated staff will make efforts to achieve
objectives and take responsibility; unmotivated staff will remain passive and limit themselves to
the minimum imposed. Motivation is an exchange: the subordinate is motivated to work if he/she
finds enough satisfaction in it. Among these, the following generally come to the fore:
attachment to one's boss and to the team, the interest of the work, the friendliness of the team, the
degree of freedom, recognition of efforts, security. Salary usually only becomes important if the
working environment has deteriorated. The psychological and emotional environment is often
more important than the rational aspects. - The manager must know how to make himself liked
and make people like the work while making them obey and respect him. It is a subtle balance to
be found, different with each subordinate because it is often the personal relationship with the
employees that is decisive. - Management is a role-playing game for two: there can be no good
subordinates if the manager is bad, but there can also be no good managers with bad
subordinates. Everyone must respect their obligations and responsibilities. Maintaining a good
work discipline in the company is essential in this respect.
The 10 commandments of the manager
Manage as much as possible by desire, motivation and competence and not by fear of
punishment
To be both loved and respected
Go to the field often, listen, understand
Put each employee in a position to do a good job Delegate and give responsibility
Organise
Consult
Lead the team
Monitor and manage
Manage human resources
Ensure good general internal and external communication Open up "a space to speak"
Rules to be respected by the subordinate...
To be competent (acquire, maintain and improve competence)
Take the necessary initiatives to achieve the objectives
Work as a team with other colleagues, seeking to help them
Be accountable
Be reliable and loyal (be trustworthy, adhere to and defend decisions made)
Pass on information in both directions (select and communicate useful information in real time)
Questions:
2. Based on all of the above, what is the ideal profile of the manager? What do you think of the
skills and qualities presented?
