Lecture 01 Introduction to Management.pptMdAbdulMukit7
This document provides an introduction to management. It discusses why studying management is important, as good management is needed in all organizations and employees either manage or are managed. It defines management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively. The basic functions of management are planning, organizing, leading and controlling. Managers oversee these functions at different levels in an organization and across various areas such as marketing, finance, operations and human resources. The role of managers is changing with greater emphasis on customers, innovation and managing change. Management involves both science, through systematic problem-solving, and art, which relies on intuition and interpersonal skills.
The document discusses key concepts in management including:
1. Management involves coordinating work activities of others to achieve organizational goals efficiently and effectively.
2. Managers at different levels include first-line managers, middle managers, and top managers.
3. Managers perform functions like planning, organizing, leading, and controlling. They also play roles such as leaders, liaisons, and decision makers.
4. Organizations are deliberate arrangements of people working together to achieve common goals that individuals could not achieve alone.
This document discusses the changing paradigm of management. It begins by defining management and its key functions of planning, organizing, leading, and controlling organizational resources. It then discusses different types of management, including top managers, middle managers, first-line managers, functional managers, general managers, and project managers. The document also examines the roles and skills required of managers, such as conceptual skills, human skills, and technical skills. Finally, it contrasts the traditional vertical organization with the emerging learning organization paradigm, where decision-making is decentralized and employees are empowered to continuously learn and improve.
PRINCIPLES OF MANAGMENT ALL UNITS NOTES PPTpraveen850854
Management involves coordinating and overseeing the work of others to achieve organizational goals efficiently and effectively. There are three levels of managers - first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make high-level organization-wide decisions. Managers perform four core functions - planning, organizing, leading, and controlling. They also take on roles such as leader, liaison, and monitor. To be effective, managers must have technical, human, and conceptual skills. Both the internal environment of an organization and external factors in its task and general environments influence management.
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
Principles of management, a management related subject.SALEELE1
The document discusses principles of management and organization. It covers basic concepts of management including definitions, functions, levels, and skills. It also discusses scientific management and the contributions of Gilbreth and Gantt. Specifically, it defines management, describes the planning, organizing, staffing, directing, controlling and other functions of management. It outlines the top, middle and lower levels of management and their respective roles. Finally, it discusses scientific management pioneered by Frederick Taylor and key concepts such as time motion studies and differential piece rate wages.
Lecture 01 Introduction to Management.pptMdAbdulMukit7
This document provides an introduction to management. It discusses why studying management is important, as good management is needed in all organizations and employees either manage or are managed. It defines management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively. The basic functions of management are planning, organizing, leading and controlling. Managers oversee these functions at different levels in an organization and across various areas such as marketing, finance, operations and human resources. The role of managers is changing with greater emphasis on customers, innovation and managing change. Management involves both science, through systematic problem-solving, and art, which relies on intuition and interpersonal skills.
The document discusses key concepts in management including:
1. Management involves coordinating work activities of others to achieve organizational goals efficiently and effectively.
2. Managers at different levels include first-line managers, middle managers, and top managers.
3. Managers perform functions like planning, organizing, leading, and controlling. They also play roles such as leaders, liaisons, and decision makers.
4. Organizations are deliberate arrangements of people working together to achieve common goals that individuals could not achieve alone.
This document discusses the changing paradigm of management. It begins by defining management and its key functions of planning, organizing, leading, and controlling organizational resources. It then discusses different types of management, including top managers, middle managers, first-line managers, functional managers, general managers, and project managers. The document also examines the roles and skills required of managers, such as conceptual skills, human skills, and technical skills. Finally, it contrasts the traditional vertical organization with the emerging learning organization paradigm, where decision-making is decentralized and employees are empowered to continuously learn and improve.
PRINCIPLES OF MANAGMENT ALL UNITS NOTES PPTpraveen850854
Management involves coordinating and overseeing the work of others to achieve organizational goals efficiently and effectively. There are three levels of managers - first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make high-level organization-wide decisions. Managers perform four core functions - planning, organizing, leading, and controlling. They also take on roles such as leader, liaison, and monitor. To be effective, managers must have technical, human, and conceptual skills. Both the internal environment of an organization and external factors in its task and general environments influence management.
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
Principles of management, a management related subject.SALEELE1
The document discusses principles of management and organization. It covers basic concepts of management including definitions, functions, levels, and skills. It also discusses scientific management and the contributions of Gilbreth and Gantt. Specifically, it defines management, describes the planning, organizing, staffing, directing, controlling and other functions of management. It outlines the top, middle and lower levels of management and their respective roles. Finally, it discusses scientific management pioneered by Frederick Taylor and key concepts such as time motion studies and differential piece rate wages.
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
This document provides an overview of management principles and organizational behavior theories. It defines management and discusses it as both an art and a science. The document outlines the functions of management including planning, organizing, leading, and controlling. It also discusses different management roles, skills needed by managers, and how the manager's job is changing with a focus on customers and innovation. Various approaches to management like scientific, human relations, and contingency approaches are introduced. The document also summarizes organizational behavior theories like Theory X and Theory Y that describe how employees may behave in organizations.
This document discusses key concepts in management including:
- The definition, nature, and functions of management. Management involves planning, organizing, leading, and controlling resources to achieve goals.
- The tasks and roles of managers including interpersonal, informational, and decisional roles like leader, liaison, monitor, and resource allocator.
- Social responsibilities of business towards shareholders, employees, customers, government, and society which includes providing fair compensation and benefits, avoiding pollution, and uplifting weaker sections.
- The relationship between managers and the internal and external environment factors that influence business.
This document provides an overview of key concepts in management. It discusses the nature and definition of management, elements of management like planning and organizing, management theorists like Taylor and Fayol, and management functions. Some main points covered include:
- Management involves achieving organizational objectives through effective resource use.
- Planning, organizing, staffing, directing and controlling are core management functions.
- Taylor's scientific management principles aimed to optimize workflows while Fayol's principles focused on unity, authority and efficiency.
- The Hawthorne studies highlighted the social factors influencing worker productivity.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
The document provides an overview of classical management theory and scientific management. [1] Classical management theory focused on finding the "one best way" to perform tasks and manage in factories during the Industrial Revolution. [2] Scientific management, developed by Frederick Taylor, sought to increase productivity through greater efficiency, defined roles, and use of scientific methods to determine best practices. It separated planning from doing and emphasized standards, training, and incentives.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. Managers fulfill various roles such as leader, problem solver, and decision maker. They work across different levels within an organization's hierarchy. Effective management is important for organizational success as it leads to optimal resource utilization, cost minimization, growth and survival. Key functions of managers include planning, organizing, staffing, directing and controlling. Skills such as technical, human and conceptual are required to help employees become more productive. Management is essential for all types of organizations to accomplish their objectives.
Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
The document discusses the evolving nature of management in today's globalized and technology-driven business environment. It outlines several challenges managers face, including knowledge worker management and collaboration across boundaries. Globalization, technology changes, and the importance of knowledge and ideas are driving forces. Effective management requires skills in technical areas, interpersonal communication, and conceptual/decision-making abilities. The four functions of management - planning, organizing, leading, and controlling - must adapt to different management levels from top to frontline.
This document provides an overview and summary of a lecture on management. It discusses key topics including:
- Defining management and distinguishing the role of a manager from an individual contributor.
- The important interfaces managers must navigate, such as managing performance, directing others, addressing conflicts, and motivating and developing teams.
- Performance management, including setting objectives, providing feedback, and linking performance to compensation. The importance of setting specific, important, and measurable goals is emphasized.
- Challenges with performance reviews, such as rating biases, and best practices including seeking peer feedback and independent reviews.
The document aims to help participants understand the manager's role and how to effectively manage the performance of others
This document summarizes a presentation on lean leadership and management. It discusses:
1) The challenges organizations face in clearly defining their purpose, specifying value-creating processes, and engaging people to improve processes.
2) How lean thinking addresses these challenges by specifying value through end-to-end value streams, analyzing processes to remove waste, placing activities in continuous flow, and engaging people in continuous improvement.
3) The differences between the "Sloan school of management" focused on vertical organization and planning from the top-down, and the "Toyoda school of management" focused on horizontal processes, problem-solving by line managers, and steady continuous improvement.
The document provides an overview of key management concepts including:
1) Definitions of management focus on coordinating activities to achieve objectives and includes management as a factor of production alongside money, materials, and machines.
2) The management process involves planning, organizing, staffing, leading, and controlling resources to achieve organizational goals as defined through strategic, tactical, and operational plans aligned with the organizational mission.
3) Mintzberg's 10 roles of management categorize managerial responsibilities into interpersonal, informational, and decisional roles like figurehead, leader, monitor, spokesperson, entrepreneur, and negotiator.
Management involves leading an organization toward its goals through planning, organizing, and controlling resources. Managers fulfill many roles like leader, problem solver, and planner. Management is the process of achieving organizational goals effectively and efficiently. It involves tasks like planning, organizing, staffing, directing, and controlling organizational resources which include people, money, machines, and materials. Management is important because it allows organizations to accomplish goals, utilize resources optimally, minimize costs, ensure survival and growth, generate employment, and contribute to national development.
Managers are important to organizations because they coordinate work activities to help accomplish organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading, and controlling. Effective managers need technical, human, and conceptual skills. The manager's job is being reshaped by factors like the importance of customers, innovation, and sustainability. Studying management helps understand these universal management principles and roles.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
This document provides an overview of management principles and organizational behavior theories. It defines management and discusses it as both an art and a science. The document outlines the functions of management including planning, organizing, leading, and controlling. It also discusses different management roles, skills needed by managers, and how the manager's job is changing with a focus on customers and innovation. Various approaches to management like scientific, human relations, and contingency approaches are introduced. The document also summarizes organizational behavior theories like Theory X and Theory Y that describe how employees may behave in organizations.
This document discusses key concepts in management including:
- The definition, nature, and functions of management. Management involves planning, organizing, leading, and controlling resources to achieve goals.
- The tasks and roles of managers including interpersonal, informational, and decisional roles like leader, liaison, monitor, and resource allocator.
- Social responsibilities of business towards shareholders, employees, customers, government, and society which includes providing fair compensation and benefits, avoiding pollution, and uplifting weaker sections.
- The relationship between managers and the internal and external environment factors that influence business.
This document provides an overview of key concepts in management. It discusses the nature and definition of management, elements of management like planning and organizing, management theorists like Taylor and Fayol, and management functions. Some main points covered include:
- Management involves achieving organizational objectives through effective resource use.
- Planning, organizing, staffing, directing and controlling are core management functions.
- Taylor's scientific management principles aimed to optimize workflows while Fayol's principles focused on unity, authority and efficiency.
- The Hawthorne studies highlighted the social factors influencing worker productivity.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
The document provides an overview of classical management theory and scientific management. [1] Classical management theory focused on finding the "one best way" to perform tasks and manage in factories during the Industrial Revolution. [2] Scientific management, developed by Frederick Taylor, sought to increase productivity through greater efficiency, defined roles, and use of scientific methods to determine best practices. It separated planning from doing and emphasized standards, training, and incentives.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. Managers fulfill various roles such as leader, problem solver, and decision maker. They work across different levels within an organization's hierarchy. Effective management is important for organizational success as it leads to optimal resource utilization, cost minimization, growth and survival. Key functions of managers include planning, organizing, staffing, directing and controlling. Skills such as technical, human and conceptual are required to help employees become more productive. Management is essential for all types of organizations to accomplish their objectives.
Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
The document discusses the evolving nature of management in today's globalized and technology-driven business environment. It outlines several challenges managers face, including knowledge worker management and collaboration across boundaries. Globalization, technology changes, and the importance of knowledge and ideas are driving forces. Effective management requires skills in technical areas, interpersonal communication, and conceptual/decision-making abilities. The four functions of management - planning, organizing, leading, and controlling - must adapt to different management levels from top to frontline.
This document provides an overview and summary of a lecture on management. It discusses key topics including:
- Defining management and distinguishing the role of a manager from an individual contributor.
- The important interfaces managers must navigate, such as managing performance, directing others, addressing conflicts, and motivating and developing teams.
- Performance management, including setting objectives, providing feedback, and linking performance to compensation. The importance of setting specific, important, and measurable goals is emphasized.
- Challenges with performance reviews, such as rating biases, and best practices including seeking peer feedback and independent reviews.
The document aims to help participants understand the manager's role and how to effectively manage the performance of others
This document summarizes a presentation on lean leadership and management. It discusses:
1) The challenges organizations face in clearly defining their purpose, specifying value-creating processes, and engaging people to improve processes.
2) How lean thinking addresses these challenges by specifying value through end-to-end value streams, analyzing processes to remove waste, placing activities in continuous flow, and engaging people in continuous improvement.
3) The differences between the "Sloan school of management" focused on vertical organization and planning from the top-down, and the "Toyoda school of management" focused on horizontal processes, problem-solving by line managers, and steady continuous improvement.
The document provides an overview of key management concepts including:
1) Definitions of management focus on coordinating activities to achieve objectives and includes management as a factor of production alongside money, materials, and machines.
2) The management process involves planning, organizing, staffing, leading, and controlling resources to achieve organizational goals as defined through strategic, tactical, and operational plans aligned with the organizational mission.
3) Mintzberg's 10 roles of management categorize managerial responsibilities into interpersonal, informational, and decisional roles like figurehead, leader, monitor, spokesperson, entrepreneur, and negotiator.
Management involves leading an organization toward its goals through planning, organizing, and controlling resources. Managers fulfill many roles like leader, problem solver, and planner. Management is the process of achieving organizational goals effectively and efficiently. It involves tasks like planning, organizing, staffing, directing, and controlling organizational resources which include people, money, machines, and materials. Management is important because it allows organizations to accomplish goals, utilize resources optimally, minimize costs, ensure survival and growth, generate employment, and contribute to national development.
Managers are important to organizations because they coordinate work activities to help accomplish organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading, and controlling. Effective managers need technical, human, and conceptual skills. The manager's job is being reshaped by factors like the importance of customers, innovation, and sustainability. Studying management helps understand these universal management principles and roles.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
International Conference on NLP, Artificial Intelligence, Machine Learning an...gerogepatton
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
3. What Is Management?
• Managerial Concerns
Efficiency
“Doing things right”
– Getting the most output
for the least inputs
Effectiveness
“Doing the right things”
– Attaining organizational
goals
–What is management?
–Management involves coordinating and
overseeing the work activities of others so
that their activities are completed efficiently
and effectively.
1–3
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4. Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line
managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
1–4
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9. Staffing
• The selection and training of individuals for
specific job functions, and charging them with
the associated responsibilities.
• The act of keeping positions filled in organization
structure
1–9
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12. What Is An Organization?
• An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
1–12
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14. Principles of Scientific Management
• Replacing Rule of Thumb with science
• Harmony, not discord
• Co-operation, not individualism
•Maximum output, in place of restricted
output
•The development of each man to his
greatest efficiency.
1–14
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15. Comparison :
Management as
As An art
•Based on Practice
and creativity.
•It is a theoretical
body of knowledge.
•Has Personalized
Application.
As a Science
•Based on
Experimentation.
•It is a systematized
body of knowledge.
•Has Universal
Application.
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16. DIVISION OF WORK OR SPECIALIZATION
AUTHORITY AND RESPONSIBILITY
DISCIPLINE
UNITY OF COMMAND
UNITY OF DIRECTION
SUBORDINATION OF INDIVIDUAL TO GENERAL
REMUNERATION
CENTRALIZATION
LINE OF COMMAND/SCALAR CHAIN
ORDER
EQUITY
STABILITY OF TENURE
INITIATIVE
ESPRIT DE CORPS
II. Modern Operational Management Theory
14 Principles of Henri Fayol
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17. BUSINESS
•A business (also called a company,
enterprise or firm) is a legally
recognized organization designed to
provide goods and/or services to
consumers.
1–17
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18. Forms of Business Organization
• sole proprietorship or sole trader
• partnership
• corporation
• share of stock
• board of directors
• dividends
Slide 18
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19. Sole Proprietorship/ sole trader
It is a type of business entity which is
owned and run by one individual
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21. Corporation
a business that has the legal rights of a
person but is independent of its owners
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22. Internal & External Environment classification:
Internal Environment
1.Resources
2.Capabilities
3.Culture
External Environment:
1.specific environment
a. Customers b. Suppliers
c. Competitors d. Pressure Groups
2. General Environment
a. Economic conditions b. Political/Legal Conditions
c. Socio-cultural Conditions d. Demographic Conditions
e. Technological Conditions f. Global conditions
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23. 23
TRENDS AND CHALLENGES OF MANAGEMENT
IN GLOBAL SCENARIO
Workforce diversity
Changing employee expectation
International environment
Building organizational capabilities
Job design & organizational structure
Changing psycho-social system
Technological advance
Management of human relations
Changes in legal environment
Expanding globalisation
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25. 25
What is Planning?
• Deciding in advance what to do, how to do it ,
when to do it and who has to do it.
• Planning is the pre-selection of objectives and
outlines the action before starting any
business.
• Planning is decision making in advance.
• Choosing the alternatives and making the
decision is called planning.
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26. 26
Nature of Planning
•Goal oriented: Every plan must contribute in some
positive way towards the accomplishment of objectives.
•Primary of Management: Planning is the first of the
managerial functions
•Efficiency, Economy and Accuracy
•Co-ordination
•Limiting Factors: money, manpower etc
•Flexibility
•Planning is an intellectual process: The quality of
planning will vary according to the quality of the mind
of the manager.
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27. Importance of Planning
• Provides direction
• Leads to economical utilization of resources
• Reduces the risks
• Facilitates decision making
• Encourages Innovation & Creativity
• Improves morale
• Facilitates control
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28. Being Aware of opportunities
Market, competition, Customers, Strengths Weakness
Establishing objectives
Where we want to be, what to achieve and when
Developing premises
In what environment ( I & E), scenarios
Determining alternative courses
How many and which are most promising
Evaluating alternative courses
In the light of objectives
Selecting a course
Formulating derivative plans
Quantifying plans by budgeting
Steps in planning
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29. 29
Types of Plans
• Long range Vs Short range
• Strategic Vs Operational
• Corporate Vs Functional
• Proactive Vs Reactive
• Standing Vs Single Use
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30. 30
Standing Vs Single Use
• Standing Plans
– Developed for
activities that recur
regularly over a
period of time
• Ex:
– Objectives, Policies,
Procedures, Methods,
Rules
• Single Use plans
– Developed to carry
out a course of
action that is not
likely to be repeated
in future
• Ex:
– Programmes,
Schedules, Projects,
Budgets
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31. Hierarchy of Plans
Mission or purposes
Objectives or goals
Strategies
Policies
Procedures
Rules
Programs
Budgets
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32. Introduction
• Aims, purpose or goals that an organization
wants to achieve over varying periods of time
Characteristics of Objectives:
1. Have a hierarchy
2. Objectives form a network
3. Multiplicity of objectives
4. Have a time span
5. Tangible or intangible
6. Must have a social sanction
1–32
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33. Significance of Objectives
• Unified planning
• Defining an organization
• Direction
• Individual motivation
• Basis for decentralization
• Basis for control
• Coordination
1–33
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34. Areas of Setting Objectives
1. Market standing
2. Innovation
3. Productivity
4. Resources – physical & financial
5. Profitability
6. Manager performance & development
7. Worker performance, attitude & development
8. Public responsibility
1–34
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35. Benefits of Objectives
• Sets specific targets
• A tool for setting standard of performance
• Provides direction for the employee
• Increases motivation
• Allows monitoring of progress, targets & success
• Improves overall communication
• Helps focus on specific task
• Helps prioritize
1–35
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38. Introduction
• Conceptualized by Peter. F. Drucker
• Put to use by Harold Smiddy of GE
• Used worldwide since
• Management system in which each member of
organization effectively participates
• Koontz & Weihrich – ― MBO is a comprehensive
managerial system that integrates many key
managerial activities in a systematic manner &
that is consciously directed towards efficient &
effective achievement of organization &
individual objectives‖
1–38
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39. Management by Objectives (MBO)
4 major activities:
1. Set goals
2. Develop action plans
3. Review progress
4. Appraise overall performance
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40. Step 1: Set Goals
Take Corrective
Action
Review
Progress
Step 3:
Review
Progress
Appraise
Performance
Step 4: Appraise
Overall Performance
Action Plans
Step 2: Develop Action Plans
• Corporate Strategic
Goals
• Departmental Goals
• Individual Goals
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41. Benefits of MBO Problems with MBO
1. Improvement of
management
1. Danger of inflexibility
2. Performance can be
improved at all company
levels.
2. An environment of poor
employer-employee relations
reduces MBO effectiveness.
3. Employees are motivated. 3. Strategic goals may be
displaced by operational goals.
4. Departmental and
individual goals are
aligned with company
goals.
4. Mechanistic organizations and
values that discourage
participation can harm the
MBO process.
5. Too much paperwork saps
MBO energy.
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42. Strategic Management
The set of managerial decisions and
actions that determines the long-run
performance of an organization.
42
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45. 45
Decisions and Decision Making
• Decision = choice made from available
alternatives
• Decision Making = process of identifying
problems and opportunities in each
alternative and choosing the best
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46. Six Steps in Decision Making
Figure 7.4
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47. Decision Making Steps
Step 1. Recognize Need for a Decision
Managers must first realize that a decision must
be made.
Step 2. Generate Alternatives
Managers must develop feasible alternative courses
of action.
If good alternatives are missed, the resulting
decision is poor.
It is hard to develop creative alternatives, so
managers need to look for new ideas.
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48. Step 3. Evaluate Alternatives
What are the advantages and disadvantages of
each alternative?
Managers should specify criteria, then evaluate.
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49. Step 4. Choose Among Alternatives
Rank the various alternatives and make a decision
Step 5. Implement Chosen Alternative
Managers must now carry out the alternative.
Step 6. Learn From Feedback
Managers should consider what went right and wrong
with the decision and learn for the future.
Without feedback, managers do not learn from
experience and will repeat the same mistake over.
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50. Types of Decisions
Programmed decision:
A decision that is fairly structured
or recurs (occur again)with some
frequency (or both).
Non-programmed decision:
A decision that is relatively
unstructured and occurs much
less often than a
PROGRAMMED DECISION.
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51. Decision-Making Conditions
Certainty Risk Uncertainty
Level of ambiguity and chances of making a bad decision
Lower Moderate Higher
The decision
maker faces
conditions of:
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52. Nature & Purpose Policies
• Policies are the general statements of
understandings which guide or channel thinking
in decision – making or subordinates
Nature
• Relationship to organizational objectives
• Clarity
• Guide to thinking in decision making
• Written
• Communication of policies
• Consistency
• Balance of policy
• Planned formulation 1–52
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53. Policy Formulation Process
• Definition of policy area
• Creation of policy alternatives
• Evaluation of policy alternatives
• Choice of policy
• Communication
• Implementation
• Review
• TYPES
• Formulated,Appealed,Imposed,Written,Implied
1–53
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55. 11 - 55
What Is Organizing?
• Deciding how best to
group organizational
activities and resources.
• Organizing: the process
by which managers
establish working
relationships among
employees to achieve
goals.
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56. NATURE OF ORGANIZING:
1. Group of Persons
2. Common Objectives
3. Division of Work
4. Co-ordination
5. Communication
6. Central Authority
7. Rules & Regulations
8. Environment
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57. IMPORTANCE OF
ORGANIZING
1. Facilitates
Administration
2. Encourages
Growth &
Diversification
3. Optimum
Use of
Technology
4. Stimulates
Innovation &
Technology
5. Encourages
Good Human
Relations
6. Ensures
Continuity of
Enterprise
7.
Coordination
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59. Formal and Informal Organization
Formal structure is defined as the relationships
among organizational resources as outlined by
management.
9
Informal structure is defined as the patterns of
relationships that develop because of the
informal activities of organization members.
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61. DEPARTMENTATION
The basis by which jobs are grouped together.
Forms (or) Types
• Departmentation by Function
• Departmentation by Geography
• Departmentation by Customer Group
• Departmentation by Product
• Departmentation by Process
1–61
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62. Functional/Divisional Structures
• A division is a collection of functions working
together to produce a product.
– Product structure: divisions created according to the
type of product or service.
– Geographic structure: divisions based on the area of
a country or world served.
– Market structure: divisions based on the types of
customers served.
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73. Matrix Organization
Project A
Project B
Project C
Functional Control
Project-
based
Control
Engineering Production Logistics Design
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75. Team Organization
Member A
Member B
Member C
Functional Control
Engineering Production Logistics Design
Team Leader
Member D
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78. Advantages & Disadvantages Centralization
ADVANTAGES:
• Provide Power
• Minimal extensive
controlling procedures
and practices
• Minimize duplication
of function
DISADVANTAGES:
• less motivated
• Neglected functions
for mid. Level
1–78
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79. Advantages & Disadvantages Decentralization
ADVANTAGES:
• Quicker Decisions
• Motivation of Local
Managers
• Reduces workload
DISADVANTAGES:
• Loss of Control
• Duplication of
Services
1–79
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80. Delegation of Authority (Distributing Authority)
• Authority:
Power that has been
legitimized by the
organization.
• Delegation:
The process by which
managers assign a
portion of their total
workload to others.
11 - 80
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82. IMPORTANCE OF DELEGATION
Relief to top managers.
Development of managers.
Development of subordinates.
Better decision-making.
Specialization.
Job satisfaction.
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83. BARRIERS TO DELEGATION
Insecurity.
Lack of confidence in subordinates.
Fear of making mistakes.
Lack of initiative.
Absence of access to various resources.
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84. WAYS TO OVERCOME BARRIERS
TO DELEGATION
Develop confidence
Communication.
Motivation.
Choose the right person for the right job.
Freedom to subordinates.
Clarity of task.
Matching the jobs with abilities of
subordinates.
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88. IMPORTANCE OF STAFFING
FILLING ORGANISATIONAL POSITIONS:
Concerned with filling of good systematic staffing.
DEVELOPING COMPETENCIES:
Right job according to right person.
RETAINING PERSONNEL:
Continuing them in the organization.
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89. ELEMENTS OF STAFFING
Manpower planning
Job analysis
Recruitment and selection
Training and Development
Performance appraisal
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91. Job analysis
“Job analysis is the process of studying and
collecting information relating to the
operations and responsibilities of a specific
job. The immediate products of this analysis
are job descriptions and job specifications”.
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92. 92
Job Analysis
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
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94. Difference : Recruitment &
selection
RECRUITMENT SELECTION
To attract maximum number To choose best out of the
of candidates. available candidates.
It creates application pool It is a rejection process
as large as possible. where few are selected.
Techniques are not very Highly specialized techniques
intensive. are required.
Outcome is application Outcome is the candidate who
pool. is offered job.
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95. Recruitment & selection process
RECRUITMENT SELECTION
Advertisement Screening of applications
Employment agencies Selection tests
On campus recruitment Interview
Deputation Checking of
references
Employee recommendations Physical
examination
Labor unions Approval by
authority
Gate hiring Placement
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96. Training & development
TRAINING :
“Training is a short term process utilizing a systematic
and organized procedure by which non managerial personnel
learn technical knowledge and skills for a definite purpose.
DEVELOPMENT:
“Development is a long term educational process utilizing a
systematic and organized procedure by which managerial
personnel learn conceptual and theoretical knowledge for
general purpose”.
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97. Role of training & development
INCREASE IN EFFICIENCY
INCREASE IN MORALE OF EMPLOYEES
BETTER HUMAN RELATIONS
REDUCED SUPERVISION
INCREASED ORGANIZATIONAL VIABILITY &
FLEXIBILITY
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98. Appraisal Methods
Graphic Rating Scale
Critical Incidence method
BARS
Self Appraisal
180 Degree Appraisal
360 Degree Appraisal
Management by Objective
Balance Score Card
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100. Directing
• Involves motivating subordinates, influencing
individuals or teams as they work, selecting
the most effective communication channels
or dealing in any way with employee behavior
issues.
1–100
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101. Creativity - Defined
Creativity is the development of ideas about
products, practices, services, or procedures
that are novel and potentially useful to the
organization
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102. Innovation - Defined
Innovation is the implementation of new
ideas at the individual, group or
organizational level
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103. ELEMENTS OF DIRECTION
Communication
Leading
Motivation
Supervision
Coordination
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105. Communication and Management
• Communication
– The sharing of information between two or
more individuals or groups to reach a
common understanding.
16-105
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106. Communication and Management
• Importance of Good Communication
– Increased efficiency in new technologies
– Improved quality of products and services
– Increased responsiveness to customers
– More innovation through communication
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108. Most Common Way to Communicate
Writing
Visual
images
Body
language
Speaking
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109. Verbal & Nonverbal Communication
• Verbal Communication
– The encoding of messages into words,
either written or spoken
• Nonverbal
– The encoding of messages by means of
facial expressions, body language.
16-109
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110. Communication Media
• Face-to-Face
– Has highest
information
richness.
– Can take
advantage of
verbal and
nonverbal signals.
16-110
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111. Communication Media
• Spoken Communication Electronically
Transmitted
– Has the second highest information
richness.
– Telephone conversations are information
rich with tone of voice, sender’s emphasis,
and quick feedback, but provide no visual
nonverbal cues.
16-111
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112. Communication Media
• Personally Addressed Written
Communication
– Has a lower richness
– Personal addressing helps ensure receiver
actually reads the message—personal
letters and e-mail are common forms.
16-112
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113. Communication Media
• Impersonal Written Communication
– Has the lowest information richness.
– Good for messages to many receivers
where little or feedback is expected (e.g.,
newsletters, reports)
16-113
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115. New Technologies
for Communication
Informational databases
Electronic mail systems
Voice mail systems
Fax machine systems
Cellular phone systems
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116. Barriers to Effective
Communication
– Messages that are unclear, incomplete, difficult
to understand
– Messages with no provision for feedback
– Messages that are misunderstood
– Messages delivered through automated
systems that lack the human element
16-116
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117. Downward Communication
Travels from superior to subordinates.
To give specific task directives about job
instruction
To give information about organization
procedures and practices
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118. Upward Communication
Travels from subordinate to superior.
The most common purpose of this
communication is to provide feedback on
how well things are going.
It provides also the middle level
managers the opportunity to represent
their subordinates to the upper level
managers.
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119. Lateral Communication
Takes place between people in the
same level of the management hierarchy.
The most common reason for this
communication flow is to provide
coordination and teamwork
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120. Diagonal Communication
Occurs between people who are
neither in the same department nor in the
same level of management hierarchy. In this
case, someone communicate either
downward or upward with someone in
another functional area.
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121. OVERCOMING BARRIERS TO
COMMUNICATION
Use feedback to facilitate understanding
and increase the potential for appropriate
action
Repeat message in order to provide
assurance that they are properly
received
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122. Use multiple channels so that the
accuracy of the information may be
enhanced
Use simplified language that are easily
understandable and which eliminates the
possibility of people getting mixed-up
with meanings
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123. MOTIVATION
“Motivation is the work a manager
performs to inspired, encourage,
people to take required action”
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124. Need Theory
People are motivated to obtain outcomes at work
to satisfy their needs.
1)Managers must determine what needs worker wants
satisfied.
2)Ensure that a person receives the outcomes when
performing well.
◦ Several needs theories exist.
Maslow’s Hierarchy of Needs.
Alderfer’s ERG.
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125. Maslow’s Hierarchy of Needs
Self-
Actualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
& recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Need Level Description Examples
Lower level needs must be satisfied before higher needs are
addressed.
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126. Maslow’s Hierarchy of Needs
Physiological
Safety & Security
Love (Social)
Esteem
SA
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127. Motivational Theories X & Y
Physiological
Safety & Security
Love (Social)
Esteem
SA Theory Y - a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower
order needs
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129. Herzberg’s Two-Factor Theory
Hygiene Factor - work condition related to
dissatisfaction caused by discomfort or pain
maintenance factor
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints
Motivation Factor - work condition related to the
satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort
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130. Nature and Characteristics
Motivation
Is an internal feeling
Motivation is related to needs
Motivation lead to goal oriented
behaviour
Motivation can be positive or negative
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131. Importance of Motivation
1.Puts human resources into action
Every concern requires physical,
financial and human resources to
accomplish the goals.
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132. 2. Improves level of efficiency of
employees
The level of a subordinate or an
employee does not only depend upon his
qualifications and abilities.
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133. 3. Leads to achievement of organizational
goals
The goals of an enterprise can be
achieved
4. Builds friendly relationship
Motivation is an important factor
which brings employees satisfaction.
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135. Definition
• The general pattern of behaviour, shared beliefs
and values that organization members have in
common.
1–135
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136. ELEMENTS
six elements are:
Stories: The past events and people
talked about inside and outside the
company.
Rituals and Routines:The daily
behavior and actions of people that signal
acceptable behavior.
1–
136
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137. Symbols: The visual representations of the
company including logos
Organizational Structure: This includes
both the structure defined by the
organization chart, and the unwritten
lines of power.
Control Systems: The ways that the
organization is controlled.
Power Structures: involve one or two
key senior executives, a whole group of
executives, or even a department
1–
137
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138. Leadership Is…
- Process of directing the behaviour of
others toward the accomplishments of
objectives.
- Is one of the important parts of direction.
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139. LEADING INTIMES OF
CRISIS
Stay calm
Be visible
Put people before business
Tell the truth
Know when to get back to business
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140. BehavioralTheories
(LEADERSHIP STYLES)
1.Autocratic Leadership
Under the autocratic leadership style, all
decision-making powers are centralized in
the leader, as with dictators.
The autocratic management has been
successful as it provides strong motivation to the
manager. It permits quick decision-making.
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141. 2.Participative Leadership
consists of the leader sharing the
decision-making abilities with group
members by promoting the interests of
the group members and by practicing social
equality.
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142. 3.Free- rein Leadership
A person may be in a leadership
position without providing leadership,
leaving the group to fend for itself.
Subordinates are given a free hand in
deciding their own policies and
methods.
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143. 4.Toxic leadership
A toxic leader is someone who has
responsibility over a group of people or an
organization.
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144. Importance of Leadership
Initiates action- Leader is a person who
starts the work by communicating the
policies and plans to the subordinates
from where the work actually starts.
Motivation- He motivates the
employees with economic and non-
economic rewards and thereby gets the
work from the subordinates.
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145. Providing guidance- Guidance here
means instructing the subordinates the
way they have to perform their work
effectively and efficiently.
Creating confidence- Confidence is an
important factor which can be achieved
through expressing the work efforts to
the subordinates,
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146. Building morale- Morale denotes
willing co-operation of the employees
towards their work and getting them into
confidence and winning their trust.
Builds work environment- An efficient
work environment helps in sound and
stable growth. He should treat employees
on humanitarian terms.
Co-ordination-This synchronization can
be achieved through proper and effective
co-ordination which should be primary
motive of a leader.
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148. The Purpose of Control
20 - 148
Adapt to
environmental change
Limit the
accumulation of error
Control helps
the organization
Cope with organizational
complexity
Minimize costs
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150. Steps in the Control Process
• Establish standards.
• Measure performance.
• Compare performance against standards.
• Determine need for corrective action.
• The sub-steps:
Maintain status quo.
Correct deviation.
Change standards.
20 - 150
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151. Steps in the Control Process
20 - 151
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153. BUDGETARY CONTROL
The establishment of budgets, relating
the responsibilities of executives to the
requirements of a policy
1–153
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154. Salient features:
a. Objectives: Determining the objectives
b. Activities: Determining the variety of
activities
c. Plans: Drawing up a plan
d. Performance Evaluation: Laying out a
system of comparison of actual
performance
e. Control Action: Ensuring that when the
plans are not achieved, corrective
actions are taken 1–154
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156. • Long Term Budget: prepared for periods longer
than a year ex: R&D Budget
• Short Term Budget: less than year
ex:cash budget
• Basic Budget: remains unaltered
• Current Budget: related to the current conditions
• Fixed Budget: remain unchanged
• Flexible Budget: various budgets for different
levels of activity
• Functional Budget: the individual functions in an
organization
• Master Budget: Profit & Loss Account
1–156
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158. BUDGETARY CONTROL TECHNIQUES
1.Revenue and Expense Budgets:
2.Time, Space, Material, and Product Budgets:
3. Capital Expenditure Budgets
4. Cash Budgets
5. Variable Budget
6. Zero Based Budget
1–158
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159. NON-BUDGETARY CONTROL
TECHNIQUES
i) Statistical data:
ii) Break- even point analysis
iii) Operational audit:
iv) Personal observation
v) PERT(Program (or Project) Evaluation and
Review Technique):
vi) GANTT CHART:
1–159
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160. vi)
• a type of bar chart that illustrates a project
schedule
• Gantt charts illustrate the start and finish dates
of the terminal elements and summary elements
of a project.
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161. PRODUCTIVITY
• Productivity refers to the ratio between the
output from production processes to its input.
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162. Typical Productivity
Calculations
a) Physical Productivity
This is a ratio of the amount of product to the
resources consumed.
b) Functional Productivity
This is a ratio of the amount of the
functionality delivered to the resources consumed
c) Economic Productivity
ratio of the value of the product produced to
the cost of the resources used to produce it.
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163. COST
CONTROL
• Cost control is the measure taken by
management to assure that the cost objectives
set down in the planning stage are attained
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164. Advantages of cost control
• Better utilization of resources
• To prepare for meeting a future competitive
position.
• Reasonable price for the customers
• Improves the image of company for long-term
benefits.
• Improve the rate of return on investment.
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165. PURCHASE CONTROL
• Purchase control is an element of material
control.
• The advantages derived from a good and adequate
system of the purchase control are as follows:
a) Continuous availability of materials
b) Purchasing of right quantity
c) Economy in purchasing
d) Works as information centre
e) Development of business relationship
f) Finding of alternative source of supply
g) Fixing responsibilities
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166. MAINTENANCE CONTROL
• Maintenance department has to excercise effective cost
control, to carry out the maintenance functions in a pre-
specified budget
• First line supervisors must be apprised of the cost
information of the various materials
• A monthly review of the budget provisions and
expenditures actually incurred in respect of each
center/shop
• The total expenditure to be incurred can be uniformly
spread over the year
• The controllable elements of cost such as manpower
cost and material cost can be discussed
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167. QUALITY
CONTROL
• Quality control refers to the technical process
that gathers, examines, analyze & report the
progress of the project & conformance with the
performance requirements
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168. steps involved in quality control process are
1) Determine what parameter is to be controlled.
2) Establish its criticality
3) Establish a specification for the parameter to be
controlled
4) Produce plans for control
5) Organize resources to implement the plans
6) Install a sensor at an appropriate point
7) Collect and transmit data to a place for analysis
8) Verify the results and diagnose the cause of variance.
9) Propose remedies and decide on the action
10) Take the agreed action and check that the variance
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