Directing function of managment
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The document discusses directing, decision making, managing changes, and innovation. It defines directing as supervision, motivation, leadership, and communication. Decision making is described as identifying problems, analyzing alternatives, choosing the best option, and implementing it. Managing changes involves vision, strategy, implementation, and reinforcement. Innovation methods discussed include catchball, where an idea is improved through collaboration, and the four voices framework. The importance of innovation for growth, survival, and energizing is also covered.
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some od intervetions
The document discusses several concepts related to organizational development, including Management by Objectives (MBO), Quality Circles, parallel learning structures, and quality work life. MBO involves employees and supervisors setting common goals and performance standards. Quality Circles are small groups of employees who voluntarily meet to identify work improvements. Parallel learning structures are supplemental organizations that operate outside the formal structure. Quality work life focuses on employee involvement, motivation, and low stress.
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Organizational development
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Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
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This document outlines several techniques of organisational development, including survey feedback, team building, sensitivity training, brainstorming, management by objectives, quality circles, and process consultation. Survey feedback involves collecting data via questionnaires to help managers make decisions. Team building aims to improve employees' ability to work together harmoniously. Sensitivity training encourages interaction to foster understanding between employees. Brainstorming involves managers pitching ideas to solve problems. Management by objectives sets clear goals for managers to deliver results. Quality circles allow employees to discuss work issues and solutions. Process consultation provides experts to give feedback and problem-solving suggestions.
Introduction to Organizational Development Organizational Change and Develop...
The term organizational development was coined by Richard Beckhard in the mid-1950s.
Organizational development is an acronym of two words i.e., organization and development.
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The document discusses several concepts related to organizational development, including Management by Objectives (MBO), Quality Circles, parallel learning structures, and quality work life. MBO involves employees and supervisors setting common goals and performance standards. Quality Circles are small groups of employees who voluntarily meet to identify work improvements. Parallel learning structures are supplemental organizations that operate outside the formal structure. Quality work life focuses on employee involvement, motivation, and low stress.
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Organizational development
OD refers to a collection of planned change efforts based on democratic values that aim at improving employee well being and organizational effectiveness
Team work group - OD interventions - Organizational Change and Development -...
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
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Organization development is the study of successful organizational changes and performance. It aims to improve an organization through a collaborative approach involving step-by-step identification of problems, data collection, diagnosis of the root causes, planning and implementing solutions, and evaluating the results. The key aspects of organization development include bringing about planned strategic change, enhancing performance through humanistic values, and taking a systems-level approach to organizational improvement.
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OD interventions are structured programs aimed at solving organizational problems and helping organizations achieve their goals. They can address various aspects like processes, performance, skills, technology, and retention. Interventions can be designed for individuals, groups, or entire organizations. The OD process involves establishing the need for intervention, diagnosing issues, designing interventions, managing change, and evaluating results. Common interventions include training, coaching, role analysis, and organizational strategies like self-managed work teams or quality circles.
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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.
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Decision Making Strategies Standards as Related to Change_Magbatoc.pptx
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A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
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The document discusses coaching and confrontation as management tools. It defines coaching as proactive and focused on ensuring employees understand expectations and have the skills to meet them. Four management styles are described: encouraging, coaching, structuring, and delegating. Managers should assess which style is most appropriate for each employee. The document provides techniques for effective coaching using available tools like key performance indicators and daily schedules. The assignment is for managers to practice coaching to address specific problems and be prepared to discuss at the next workshop.
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High Performing Leadership
The document discusses key traits of effective leaders and models of leadership. It describes six traits of leaders including drive, integrity, self-confidence, intelligence, job knowledge, and desire to lead. It also outlines the managerial grid model, contingency model, and elements of high performing leadership including being a vision creator, team builder, task allocator, motivator, and people developer.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
12 Points to Consider During Change..pdf
Implementing change successfully involves several key considerations. The first step is to establish a clear vision, where the purpose and objectives of the change are defined. Effective communication is crucial, involving transparently sharing the reasons, benefits, and steps of the change process with all stakeholders through various channels such as meetings, emails, and newsletters.
Leadership support is vital, as leaders must visibly support and actively be involved in the change process. Employee involvement at all levels during planning and implementation fosters a sense of ownership and commitment. Providing adequate training and development resources is essential to equip everyone with the necessary skills and knowledge to adapt to the change.
Recognizing that resistance is natural, it's important to manage it by addressing concerns and providing support such as counseling or additional training. Establishing feedback mechanisms like surveys and suggestion boxes allows for regular input from stakeholders, aiding in gauging the change's effectiveness.
Breaking the change into manageable steps makes the process less overwhelming and allows for adjustments along the way. Continuous monitoring and evaluation ensure the change is on track and achieving desired outcomes. Celebrating successes boosts morale and reinforces the positive aspects of the change. Sustained commitment to the change is crucial for long-term success.
Change management ppt @ bec doms bagalkot mba
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
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Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
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Directing function of managment
- 1. By:Ms.Nikita.Nalavade DIRECTING :DECISION MAKING AND MANAGING CHANGES AND INNOVATION NIKITA NALAVADE
- 2. DIRECTING Supervision Motivation Leadership Communication
- 3. IMPORTANCE OF DIRECTING FUNCTION IN MANAGEMENT Make the organization goal orientation Creates a motivated workforce Ensures conformity and facilitates controlling and co-ordination Initiates action It creates adaptability Ensures employee discipline
- 4. DECISION MAKING Introduction Types of Decisions Decision making Model Steps involved Importance in management DECISION MAKING IT IS A PROCESS OF SELECTING ONE ALTERNATIVE FROM MANY ALTERNATIVES
- 5. Identifying the problem Analyzing the problem Developing alternate solution Weighing alternate solution Choosing Best Alternative Implementing and verifying the decisions DECISION MAKING PROCESS
- 6. MANAGING CHANGES IN ORGANISATION Vision Strategy Implementation Reinforcement
- 7. CATCHBALL Method for managing innovation in teams Originated in Japan. Team creates an idea”ball” and tosses it to collaborator. The person catching it takes the responsibility for understanding the idea and improvising it. He or she tosses it back to group and the above procedure is repeated. It follows cycle of improvement
- 8. INNOVATION Innovation is the use of new technological and market knowledge to offer a new product or service that customers will want.
- 9. WHY INNOVATE Innovate for growth and profit Innovate to Energise Innovation as hurdle jumping Innovation for survival
- 10. HOW TO INNOVATE Think inside box The four voices Voice of the product Voice of the customer Profile your product
- 11. TYPES OF INNOVATION Technical innovation Administrative innovation Product innovation Process innovation