BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
The document discusses various aspects of planning as a management function. It defines planning as deciding in advance what to do, how to do it, when to do it, and who will do it. Planning bridges the gap between the present and desired future. The document outlines the purpose and importance of planning, elements of planning like objectives and strategies. It also discusses different types of plans like strategic, tactical and operational plans. Finally, it covers topics like SWOT analysis, competitive strategies and the strategic management process.
Total quality management (TQM) aims to improve customer satisfaction and organizational performance by motivating employees and improving business processes. TQM involves the entire organization working together towards meeting customer needs and continuously improving quality. Key elements of TQM include being customer-focused, reducing defects, continuously improving processes, measuring performance, and involving top management. However, TQM initiatives can fail if top management is not committed or if the program loses momentum over time.
Human resource management ppt by Ms.R.Kalaiselvi, NGM college pollachiKalaiselvi,NGM college
This document provides an overview of the syllabus for a Human Resource Management class. The syllabus covers 5 units: 1) an introduction to HRM including its meaning, scope, evolution and functions; 2) recruitment processes and sources; 3) performance appraisal objectives and methods; 4) motivation theories and factors; and 5) conflict management including causes and remedies. Key topics within each unit are also summarized such as recruitment factors, selection stages, and training and development methods.
This document discusses planning and decision making in managerial processes. It defines planning as setting organizational goals and strategies to achieve them. Decision making involves choosing between alternatives. Planning reduces uncertainty and waste by looking ahead and coordinating work. Managers at all levels are involved in planning, organizing, leading, and controlling, but spend different amounts of time on each based on their level. The decision making process involves 6 steps - identifying the situation, alternatives, evaluating alternatives, selecting the best option, implementing it, and evaluating results. Planning and decision making are key managerial functions for achieving organizational goals effectively and efficiently.
The document provides an overview of management principles and concepts. It discusses management as the process of achieving organizational goals through efficient utilization of resources including people, money, time, equipment and procedures. It describes the four main functions of management as planning, organizing, leading and controlling. It also covers topics such as levels of management, managerial skills and roles, and the evolution of management thought from scientific management to modern approaches.
The document discusses principles of management. It defines management as the manipulation of resources (4Ms - men, material, money, machine) to achieve organizational objectives. The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is determining tasks and structuring roles, leading uses influence to motivate employees, and controlling monitors activities to ensure plans are followed. Competitive advantage comes from managing costs, quality, speed, and innovation effectively.
This document discusses principles of management and management functions. It is presented by Ashraful Hoda and covers topics such as definitions of management, basic management actions, branches of management, principles of management, and the five main functions of management - planning, organizing, staffing, directing, and controlling. The functions of management are described in further detail.
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
The document discusses various aspects of planning as a management function. It defines planning as deciding in advance what to do, how to do it, when to do it, and who will do it. Planning bridges the gap between the present and desired future. The document outlines the purpose and importance of planning, elements of planning like objectives and strategies. It also discusses different types of plans like strategic, tactical and operational plans. Finally, it covers topics like SWOT analysis, competitive strategies and the strategic management process.
Total quality management (TQM) aims to improve customer satisfaction and organizational performance by motivating employees and improving business processes. TQM involves the entire organization working together towards meeting customer needs and continuously improving quality. Key elements of TQM include being customer-focused, reducing defects, continuously improving processes, measuring performance, and involving top management. However, TQM initiatives can fail if top management is not committed or if the program loses momentum over time.
Human resource management ppt by Ms.R.Kalaiselvi, NGM college pollachiKalaiselvi,NGM college
This document provides an overview of the syllabus for a Human Resource Management class. The syllabus covers 5 units: 1) an introduction to HRM including its meaning, scope, evolution and functions; 2) recruitment processes and sources; 3) performance appraisal objectives and methods; 4) motivation theories and factors; and 5) conflict management including causes and remedies. Key topics within each unit are also summarized such as recruitment factors, selection stages, and training and development methods.
This document discusses planning and decision making in managerial processes. It defines planning as setting organizational goals and strategies to achieve them. Decision making involves choosing between alternatives. Planning reduces uncertainty and waste by looking ahead and coordinating work. Managers at all levels are involved in planning, organizing, leading, and controlling, but spend different amounts of time on each based on their level. The decision making process involves 6 steps - identifying the situation, alternatives, evaluating alternatives, selecting the best option, implementing it, and evaluating results. Planning and decision making are key managerial functions for achieving organizational goals effectively and efficiently.
The document provides an overview of management principles and concepts. It discusses management as the process of achieving organizational goals through efficient utilization of resources including people, money, time, equipment and procedures. It describes the four main functions of management as planning, organizing, leading and controlling. It also covers topics such as levels of management, managerial skills and roles, and the evolution of management thought from scientific management to modern approaches.
The document discusses principles of management. It defines management as the manipulation of resources (4Ms - men, material, money, machine) to achieve organizational objectives. The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is determining tasks and structuring roles, leading uses influence to motivate employees, and controlling monitors activities to ensure plans are followed. Competitive advantage comes from managing costs, quality, speed, and innovation effectively.
This document discusses principles of management and management functions. It is presented by Ashraful Hoda and covers topics such as definitions of management, basic management actions, branches of management, principles of management, and the five main functions of management - planning, organizing, staffing, directing, and controlling. The functions of management are described in further detail.
This document provides an overview of management essentials including the roles and responsibilities of managers. It discusses key manager functions such as planning, organizing, staffing, directing and controlling. It also distinguishes between leadership and management, noting that the most effective managers also demonstrate leadership skills. The document outlines steps to plan and build a department including establishing mission, goals and objectives. It also covers topics such as delegation, discipline, and controlling the department. The overall summary is that the document presents fundamental management concepts and best practices for planning, leading and controlling a department effectively.
This document provides an introduction to principles of management. It defines management as coordinating work through people to achieve goals efficiently and effectively. Studying management is important for understanding organizations. An organization requires people, processes, and a common purpose. Management can be viewed as both a science, with a body of organized knowledge, and an art that requires personal skills. Managers work with people to coordinate their activities and accomplish goals using interpersonal, informational, and decision-making roles. Approaches to management have evolved over time from classical approaches emphasizing efficiency to more modern approaches considering human and situational factors.
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
The document discusses objectives, strategies, and planning for organizations. It outlines a hierarchy of objectives from mission statements down to individual objectives. It also discusses setting objectives, criteria for effective objectives, management by objectives (MBO), strategic planning processes, analyzing the external and internal environment, developing alternative strategies, and forecasting.
This document discusses key concepts related to organizing, including:
1. The nature and purpose of organizing including identifying activities, delegating authority, and establishing relationships.
2. Types of organization structures such as functional, divisional, and matrix structures.
3. Concepts like span of control, line and staff authority, and departmentation which are important for structuring organizations.
4. Key organizing processes such as delegation of authority and staffing.
This document discusses key concepts related to management including:
- Definitions of management from various scholars and perspectives including as an art, science, and profession.
- Levels of management including top, middle, and lower/supervisory.
- The functions of management such as planning, organizing, leading, and controlling.
- Tools and techniques used by managers including strategic planning, tactical planning, operational planning, delegation, and performance appraisal.
- Skills required of managers such as analytical, technical, and interpersonal skills.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.
This document provides an overview of planning concepts including:
1) Planning is defined as determining future courses of action in advance and involves setting goals, developing strategies, and creating plans.
2) There are different types of plans including strategic, operational, long-term, short-term, specific, and directional plans.
3) The planning process involves analyzing opportunities, setting objectives, determining premises, evaluating alternatives, selecting a course of action, and implementing and reviewing plans. Barriers to planning and criticisms of overly rigid planning are also discussed.
This document provides an overview of management principles and concepts. It discusses key topics like the definition and functions of management, levels of management, management theories from early to modern approaches, and the roles and responsibilities of managers. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling.
This document discusses planning and decision making. It defines planning as selecting objectives and deciding on actions to achieve them, requiring decision making by choosing among alternatives. Planning is the most basic managerial function involving deciding what, who, how, when and where in advance. Good plans are based on clearly defined objectives, are simple, comprehensive, flexible, balanced and utilize available resources. Planning establishes direction, coordination and helps accomplish budgets. Planning involves establishing objectives, developing premises, determining alternatives, evaluating alternatives, selecting a course, and formulating derivative plans. Management by objectives is a process where management and employees agree on and understand organizational objectives.
This document provides an overview of principles of management. It discusses key concepts such as organizations, goals, and the role of management. It also examines the four functions of management: planning, organizing, leading, and controlling. Additionally, it covers topics like management levels, managerial skills and responsibilities, and historical perspectives on the evolution of management thought, including scientific management and administrative management.
This document provides an outline on planning and strategy. It begins with defining planning as deciding in advance what to do and how to do it, noting that planning bridges the gap between the current situation and the desired future state. The document then discusses the planning process, which involves identifying opportunities, establishing objectives, evaluating alternatives, and implementing and following up on plans. It also discusses limitations of planning and how to make planning effective. Finally, it discusses different levels of strategy for organizations, including corporate, business, and functional strategies.
This document outlines the key functions and skills of management. It discusses the management process, which includes planning, organizing, leading, and controlling. Managers at different levels focus on these functions in varying proportions. Fundamental management skills include technical skills, interpersonal skills, and conceptual skills. Technical skills involve specialized knowledge, interpersonal skills involve motivating people, and conceptual skills involve seeing the big picture. The document also outlines the three primary managerial roles of interpersonal roles, informational roles, and decisional roles.
Concept, nature & purpose of managementRobin Gulati
1. The document discusses the concepts, nature, and purpose of management. It outlines key terms like planning, organizing, staffing, leading, and controlling as important management functions.
2. Principles of management are proposed by theorists like Henry Fayol and F.W. Taylor to improve the effectiveness of managing organizations. Fayol suggests 14 principles including division of work, authority, and discipline.
3. Taylor's scientific management principles include developing the true science for each work element and selecting/training workers according to job requirements to maximize prosperity for both employers and employees.
The document discusses several key principles and theories of management. It covers classical management theories like scientific management and administrative management. It also discusses human relations approaches, quantitative perspectives, and contingency theory. The five main functions of management - planning, organizing, staffing, leading, and controlling - are defined. Concepts like communication, motivation, leadership styles, and organizational change are also summarized. Total quality management and its principles are introduced as well.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
Small groups are effective for problem solving because they allow for interaction between members and bring together diverse knowledge and perspectives. Effective small groups have 5 or fewer interdependent members working toward a common goal through face-to-face interaction where members take on task and maintenance roles. While group decisions can produce higher quality solutions through greater input and commitment, they also take more time and may result in unclear accountability or undue conformity. Effective communication strategies for teams include regular meetings, transparency, respecting all members, and using online collaboration tools. Challenges that can arise in group work include micromanagement, coordination costs, difficultly getting started, free riding, domineering personalities, conflicts, knowledge gaps, and potential for gender bias.
This document provides an overview of management essentials including the roles and responsibilities of managers. It discusses key manager functions such as planning, organizing, staffing, directing and controlling. It also distinguishes between leadership and management, noting that the most effective managers also demonstrate leadership skills. The document outlines steps to plan and build a department including establishing mission, goals and objectives. It also covers topics such as delegation, discipline, and controlling the department. The overall summary is that the document presents fundamental management concepts and best practices for planning, leading and controlling a department effectively.
This document provides an introduction to principles of management. It defines management as coordinating work through people to achieve goals efficiently and effectively. Studying management is important for understanding organizations. An organization requires people, processes, and a common purpose. Management can be viewed as both a science, with a body of organized knowledge, and an art that requires personal skills. Managers work with people to coordinate their activities and accomplish goals using interpersonal, informational, and decision-making roles. Approaches to management have evolved over time from classical approaches emphasizing efficiency to more modern approaches considering human and situational factors.
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
The document discusses objectives, strategies, and planning for organizations. It outlines a hierarchy of objectives from mission statements down to individual objectives. It also discusses setting objectives, criteria for effective objectives, management by objectives (MBO), strategic planning processes, analyzing the external and internal environment, developing alternative strategies, and forecasting.
This document discusses key concepts related to organizing, including:
1. The nature and purpose of organizing including identifying activities, delegating authority, and establishing relationships.
2. Types of organization structures such as functional, divisional, and matrix structures.
3. Concepts like span of control, line and staff authority, and departmentation which are important for structuring organizations.
4. Key organizing processes such as delegation of authority and staffing.
This document discusses key concepts related to management including:
- Definitions of management from various scholars and perspectives including as an art, science, and profession.
- Levels of management including top, middle, and lower/supervisory.
- The functions of management such as planning, organizing, leading, and controlling.
- Tools and techniques used by managers including strategic planning, tactical planning, operational planning, delegation, and performance appraisal.
- Skills required of managers such as analytical, technical, and interpersonal skills.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.
This document provides an overview of planning concepts including:
1) Planning is defined as determining future courses of action in advance and involves setting goals, developing strategies, and creating plans.
2) There are different types of plans including strategic, operational, long-term, short-term, specific, and directional plans.
3) The planning process involves analyzing opportunities, setting objectives, determining premises, evaluating alternatives, selecting a course of action, and implementing and reviewing plans. Barriers to planning and criticisms of overly rigid planning are also discussed.
This document provides an overview of management principles and concepts. It discusses key topics like the definition and functions of management, levels of management, management theories from early to modern approaches, and the roles and responsibilities of managers. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling.
This document discusses planning and decision making. It defines planning as selecting objectives and deciding on actions to achieve them, requiring decision making by choosing among alternatives. Planning is the most basic managerial function involving deciding what, who, how, when and where in advance. Good plans are based on clearly defined objectives, are simple, comprehensive, flexible, balanced and utilize available resources. Planning establishes direction, coordination and helps accomplish budgets. Planning involves establishing objectives, developing premises, determining alternatives, evaluating alternatives, selecting a course, and formulating derivative plans. Management by objectives is a process where management and employees agree on and understand organizational objectives.
This document provides an overview of principles of management. It discusses key concepts such as organizations, goals, and the role of management. It also examines the four functions of management: planning, organizing, leading, and controlling. Additionally, it covers topics like management levels, managerial skills and responsibilities, and historical perspectives on the evolution of management thought, including scientific management and administrative management.
This document provides an outline on planning and strategy. It begins with defining planning as deciding in advance what to do and how to do it, noting that planning bridges the gap between the current situation and the desired future state. The document then discusses the planning process, which involves identifying opportunities, establishing objectives, evaluating alternatives, and implementing and following up on plans. It also discusses limitations of planning and how to make planning effective. Finally, it discusses different levels of strategy for organizations, including corporate, business, and functional strategies.
This document outlines the key functions and skills of management. It discusses the management process, which includes planning, organizing, leading, and controlling. Managers at different levels focus on these functions in varying proportions. Fundamental management skills include technical skills, interpersonal skills, and conceptual skills. Technical skills involve specialized knowledge, interpersonal skills involve motivating people, and conceptual skills involve seeing the big picture. The document also outlines the three primary managerial roles of interpersonal roles, informational roles, and decisional roles.
Concept, nature & purpose of managementRobin Gulati
1. The document discusses the concepts, nature, and purpose of management. It outlines key terms like planning, organizing, staffing, leading, and controlling as important management functions.
2. Principles of management are proposed by theorists like Henry Fayol and F.W. Taylor to improve the effectiveness of managing organizations. Fayol suggests 14 principles including division of work, authority, and discipline.
3. Taylor's scientific management principles include developing the true science for each work element and selecting/training workers according to job requirements to maximize prosperity for both employers and employees.
The document discusses several key principles and theories of management. It covers classical management theories like scientific management and administrative management. It also discusses human relations approaches, quantitative perspectives, and contingency theory. The five main functions of management - planning, organizing, staffing, leading, and controlling - are defined. Concepts like communication, motivation, leadership styles, and organizational change are also summarized. Total quality management and its principles are introduced as well.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
Small groups are effective for problem solving because they allow for interaction between members and bring together diverse knowledge and perspectives. Effective small groups have 5 or fewer interdependent members working toward a common goal through face-to-face interaction where members take on task and maintenance roles. While group decisions can produce higher quality solutions through greater input and commitment, they also take more time and may result in unclear accountability or undue conformity. Effective communication strategies for teams include regular meetings, transparency, respecting all members, and using online collaboration tools. Challenges that can arise in group work include micromanagement, coordination costs, difficultly getting started, free riding, domineering personalities, conflicts, knowledge gaps, and potential for gender bias.
This document provides an overview of business consulting services offered by Focal Concepts, including sales effectiveness training, sales management, proposal writing, workshops, consulting skills training, executive coaching, crisis communication, stakeholder communications, social media strategy, and business writing training. It describes the approach and benefits for each service area. For example, it explains that their breakthrough workshops aim to accelerate collaborations through diverse stakeholder involvement, iterative solution design, and ensuring commitment to solutions. The document also includes case studies and outlines for training curriculums.
ORG423 Portfolio Project Self-Assessment of Leadership Communica.docxgerardkortney
ORG423 Portfolio Project
Self-Assessment of Leadership Communication Capabilities - checklist
Barrett (2014, p.405) Appendix A
Read through the list of capabilities and, for each one, mark your present level of expertise in the table below. The instructions on determining your average follow the table. If using this text in a class, you will probably want to ask your instructor for the electronic version of this assessment.
1 = Need to develop, essentially need a lot of work on this capability
2 = Need some work on this capability
3 = Acceptable, but could be stronger
4 = Very good abilities, close to leadership communication level
5 = Excellent abilities, leadership communication level achieved
Section 1 – Assessment of Core Capabilities
Area and Capability
1
2
3
4
5
Avg
Leadership Communication Ethos/Image
1. Understanding the characteristics of leadership communication
2. Recognizing and able to distinguish transformational leaders
3. Understanding how I am seen by others
4. Knowing how my personal style differs from others
5. Asking others to comment on my style
6. Assessing my own strengths and weaknesses
7. Setting goals for personal change
8. Willing to work on improving personal effectiveness
9. Influencing the behavior of others
10. Inspiring trust in others
11. Projecting confidence
12. Making ethical decisions
Totals
Audience Analysis and Strategy
1. Analyzing the context for communication
2. Analyzing audiences
3. Tailoring messages to different audiences
4. Selecting the most effective medium (channel)
5. Developing a complete communication strategy
Totals
Social Media and Other Written Communication
1. Deciding on communication purpose
2. Clarifying your purpose
3. Organizing your written communication
4. Using formatting effectively
5. Using language correctly
Area and Capability
1
2
3
4
5
Avg
6. Writing clearly
7. Writing concisely
8. Writing confidently
9. Using an appropriate style and tone
10. Knowing how to use social media in professional settings
11. Writing correspondence (texts, tweets, e-mails, etc.)
12. Writing formal documents and reports
13. Writing executive summaries and abstracts
14. Proofreading your own work
Totals
Oral Communication Skills
1. Delivering an impromptu presentation
2. Delivering an extemporaneous presentation
3. Organizing your presentation
4. Talking in small groups
5. Talking in large groups
6. Answering questions
7. Asking questions
8. Drawing others out
9. Summarizing and clarifying others’ ideas
10. Keeping to the topic
11. Summarizing a discussion
Totals
Visual Communication
1. Recognizing when to use graphics
2. Selecting and designing effective data charts
3..
This document summarizes a mentoring program. It discusses what mentoring is, the benefits it provides to protégés, mentors, and companies. It also outlines different types of mentoring relationships and roles. The document gives guidance on the key aspects of a successful mentoring relationship, including relationship fundamentals, goal setting, meeting structure, and feedback. It provides tips for mentors, protégés, managing conflicts, and ensuring the relationship's success.
This document discusses effective communication within teams and organizations. It covers communication theory and skills like listening and feedback. The importance of communication in establishing a common purpose and vision is explained. Motivational factors and a leader's role in supporting team members are also addressed. An assessment task at the end lists questions about communication, purpose, motivation, and leadership.
Team building involves establishing trust and collaboration between team members. It progresses through four stages: forming, storming, norming, and performing. In forming, the team defines goals and roles. Storming occurs as members realize the difficulty of tasks and have conflicts. During norming, members accept the team and each other. In performing, the team works cooperatively and prevents conflicts from arising. Successful teams have commitment to shared goals, defined roles and processes, and good interpersonal relationships between all members.
1. Building consensus around PLC concepts requires addressing resistance by defining consensus, creating comprehensive lists of pros and cons, and determining the will of the group through voting.
2. When confrontation arises, leaders must engage in dialogue using strategies like clarifying intentions and sharing facts and thought processes. They must also continue addressing resistors and applying consequences if needed.
3. Addressing resistance communicates priorities and values to an organization, helping ensure full implementation of important changes.
Strategies for Effective Leadership Communication.pdfprachisachdev4
This document discusses strategies for effective leadership communication. It begins by defining leadership and exploring how leadership skills can be learned through education, self-improvement, mentorship, experience, feedback, and embracing failure. It then outlines twelve strategies for effective leadership communication: having clear and simple messaging; engaging in active listening and open communication; adapting to different audiences; providing inspiration and motivation; ensuring consistency; resolving conflicts; using effective non-verbal communication and feedback; empowering team members; continuously improving communication skills through self-reflection and adaptation. Effective leadership communication is presented as an ongoing process that is key to a productive work environment and aligned team.
This document discusses the role and skills of a facilitator in enabling groups to succeed. It outlines that facilitation focuses on designing and managing group processes, ensuring participation and that the process affects outcomes. The key roles of a facilitator include preparing for and managing meetings, following up, and using their skills and knowledge of group dynamics, decision making and adult learning to guide the group effectively.
This document defines 12 behavioral competencies and provides descriptions of each competency at 4 different levels (A, B, C, D). The competencies include people accountability, conceptual thinking, communication & coordination, judgment & decision making, accomplishment, team working, leadership, managing execution, resilience, problem solving, flexibility, and client service orientation. For each competency, the descriptions outline the typical behaviors expected at each level, with level D representing the most advanced proficiency and level A representing the basic proficiency.
This document provides guidance on mentorship. It discusses establishing the mentoring relationship through defining roles and building trust. It also covers maintaining the relationship by structuring sessions, addressing challenges, and developing the mentee. Finally, it discusses ending the relationship in a way that promotes the mentee's independence. The overall focus is on establishing an open relationship based on mutual respect to support the mentee's personal and professional growth.
The document discusses team building and the stages of team development. It explains that teams work best when members are committed to common goals, have defined roles and responsibilities, effective communication and decision-making, and good personal relationships. The four stages of team building are forming, storming, norming, and performing. Forming involves defining roles and trust building. Storming involves dealing with conflicts as tasks become more difficult. Norming involves accepting roles and ground rules. Performing involves cooperation, problem solving, and attachment to the team.
This document outlines the details of a mentoring program called SmartLife Mentoring Program. It provides background on the origins of mentoring from Greek mythology. It then defines what a mentor is and lists 10 reasons for someone to become a mentor and 10 reasons for someone to become a mentee. The document outlines commitments expected of mentors and mentees. It provides guidelines for effective mentoring conversations and preparations for initial meetings. It discusses the agenda, roles of parties, deliverables, results and dos/don'ts of the mentoring relationship.
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
Running effective meetings requires proper planning and facilitation. Key aspects include having a clear purpose, distributing an agenda in advance, keeping discussions focused and time-bound, summarizing decisions made, and identifying next steps. The meeting leader should ensure the right participants are invited, maintain order while encouraging participation, and close the meeting by reviewing actions and deliverables. Participants should come prepared, contribute constructively, and understand meeting norms like not interrupting others. With such guidelines followed, meetings can accomplish goals efficiently.
The document discusses strategies for building effective teams. It outlines characteristics of effective teams such as having a clear purpose, roles, and open communication, as well as characteristics of ineffective teams like lacking a clear mission and agreement. It provides tips for leaders to build the team through creating understanding of goals and accountability, and for managers to maintain operations through focus and evaluation. Team members should understand their role and either fully commit or remove themselves from the team. A winning formula includes defining the purpose, setting goals, establishing roles and responsibilities, and following up for feedback.
This document provides an overview of a training course on effectively leading and managing audits. The course objectives are to develop skills in project management, leadership, providing feedback, message development, and building a positive team culture. The roles and responsibilities of an Audit In-Charge are outlined, including planning engagements, providing feedback to staff, and completing performance reviews. Techniques for developing audit plans, facilitating meetings, coaching staff, motivating employees, communicating effectively, listening, managing messages, and building high-performing teams are also discussed.
NCV 3 Project Management Hands-On Support Slide Show - Module 8Future Managers
This document discusses working as part of a project team and managing team dynamics. It covers selecting team members, defining roles, building cooperation, dealing with conflicts, and respecting differences. The key points are working toward shared goals as a team, making decisions jointly, and maintaining positive relationships between team members and stakeholders.
This document discusses personal development and creating a competency model for an organization. It recommends developing a competency model by defining success, identifying organizational needs, and determining the behaviors and competencies needed for top performance. A sample sales competency model is provided, listing competencies like innovation, negotiation, customer focus, and relationship management. The document then discusses using personality assessments to gain self-awareness, identifying strengths and weaknesses, and developing goals to strengthen areas and minimize weaknesses to better meet organizational competency demands. It provides tips for reviewing assessment results, creating a development plan, and continually improving competencies through goal setting and regular progress meetings.
Similar to Pom unit-iii, Principles of Management notes BBA I Semester OU (20)
Royal Enfield was founded in Britain in 1893 and began producing motorcycles in 1901. It has had a presence in India since the 1950s. Over the decades, Royal Enfield expanded its model range and grew its production and sales in India. Royal Enfield's advertising evolved from focusing on basic transportation in the 1920s to highlighting features, reliability testing, customization, and creating an emotional connection with riders. In the 2020s, Royal Enfield aims to attract more middle-class customers in India and establish itself as a superior brand through heritage, craftsmanship and customization.
Sales Organization
Need for Sales Organizations, their structures
Sales Manager’s functions and responsibilities
Planning for major customers and sales budget
Specific characteristics of a successful salesman
Functional Structure
Geographic Structure
Market-Based Structure
Product Sales Force Structure
Skills for Sales Managers
General sales skills
Recruitment skills
People skills
Training and mentoring skills
Communication skills
Forecasting skills
Financial, and general numeracy, skills
Public speaking skills
Leadership skills
Technology skills
Organizational skills
1. The document discusses sales management, including defining it as the management of a firm's sales operations. It covers the objectives of sales management such as growing revenue, setting sales volumes, and improving production.
2. Sales forecasting methods are explained, including qualitative methods like expert opinion and quantitative methods like time series analysis. Sales planning and control involves setting goals, analyzing the current situation, preparing action plans, and setting performance metrics.
3. The document provides an overview of key concepts in sales management, forecasting, and planning, outlining definitions, objectives, methods, and the sales planning and control process in 3 sentences or less.
MARKET STRUCTURES AND PRICING
Concept of market structures
Perfect competition market and price determination
Monopoly and abnormal profits
Monopolistic Competition
Price Discrimination
Oligopoly-Features of oligopoly
Syndicating in oligopoly
Kinked demand curve
Price leadership and market positioning
Conditions for Company Equilibrium
To achieve Equilibrium, a Company must meet two conditions:
You need to make sure that the marginal revenue is equal to the marginal cost (MR = MC).
If MR> MC, the Company has an incentive to expand production and sell additional units.
If MR<MC, the Company needs to reduce production because additional units generate more costs than revenue.
Only when MR = MC does the Company achieve maximum profit.
Business Environment - Unit-5 - IMBA - Osmania UniversityBalasri Kamarapu
The document provides an overview of key topics related to business environment and economic policies in India. It discusses 5 units: 1) business environment analysis, 2) Indian financial systems, 3) economic policies of India, 4) liberalization, privatization and globalization in the Indian economy, and 5) economic survey and union budget. The final section focuses on fiscal policy, taxation, and key concepts like value added tax. It outlines India's direct and indirect tax structures and recent reforms to taxation.
Business Environment - Unit-4 - IMBA - Osmania UniversityBalasri Kamarapu
Business Environment - Unit-4 - IMBA - Osmania University
Liberalisation, Privatisation, and Globalisation (LPG) in Indian Economy:
Concept of LPG
Process of LPG followed in India
Globalization and role of WTO
Regional Trading Blocks
India’s Foreign Trade and Agreements with Trading Blocks.
Highlights of the LPG Policy
Foreign Technology Agreements
Foreign Investment
MRTP Act 1969 (Amended)
Industrial Licensing
Deregulation
Beginning of Privatisation
Opportunities for overseas trade
Steps to regulate inflation
Tax reforms
Abolition of License-Permit Raj
Advantages of Globalisation in India
Industrial Licensing
Deregulation
Beginning of Privatisation
Opportunities for overseas trade
Steps to regulate inflation
Tax reforms
Abolition of License-Permit Raj
Advantages of Globalisation in India
Types of Regional Trading Blocs
Trade blocs can be stand-alone agreements between several states (such as the North American Free Trade Agreement (NAFTA) or part of a regional organization (such as the European Union).
Depending on the level of economic integration, the trade blocs can fall into the 6 different categories, such as preferential trading areas, the free trade areas, the customs unions, the common markets, the economic union and monetary unions & the political union.
Preferential Trade Area: Preferential Trade Areas (PTAs) exist when countries within a geographical region agree to reduce or eliminate tariff barriers on selected goods imported from other members of the area. This is often the first small step towards the creation of a trading bloc.
Business Economics - Unit-4 - Osmania UniversityBalasri Kamarapu
This document provides an overview of cost concepts and classifications that are important for business economics. It discusses different types of costs such as direct costs, indirect costs, fixed costs, and variable costs. It also covers cost classifications based on nature, relation to cost centers, functions, behavior, management decision making, production process, and time. Key cost concepts explained include total costs, average costs, marginal costs, opportunity costs, and sunk costs. Cost classification is presented as a logical process to categorize costs according to their features to aid accounting and economic analysis.
Business Environment - Unit-3 - IMBA - Osmania UniversityBalasri Kamarapu
Business Environment - Unit-3 - IMBA - Osmania University
Unit-III: Economic Policies of India
Industrial Environment and Policy
Role of SSUs, and MNCs
Policy of Public Sector and its role in the economy
Competition Law
Policies on Foreign Investment and Trade (EXIM).
Unit-II: Indian Financial Systems
Evolution and Structure of Indian Financial System.
Elements of Indian Financial System— Markets, Institutions, and Environment.
Money Market and the role of banking, Non-banking and Unorganized Sector.
Regulatory function of RBI with special reference to Money market.
Components of Capital Market—Primary, Secondary, Debt and Equity Market.
Problems and Prospects of Indian Capital Market.
Business Environment - Unit-1 - IMBA (Osmania University)Balasri Kamarapu
Unit -I: Business Environment and Analysis:
Nature, Composition and Scope of Business Environment.
Business Environment and its impact on different kinds of business decisions.
Economic growth and Economic Development. Analysis of India’s National Income.
Recent trend in the growth of National Income and its important components: Saving, Investment, Industry, Agriculture and Tertiary Sectors. Micro Environment Factors
Macro Environment Factors
Indicators of economic growth
GDP
GNI
Per capita income
Business Economics - Unit-3 IMBA Syllabus Osmania UniversityBalasri Kamarapu
PRODUCTION AND COST CONCEPTS
Theory of production
Production function
Input output combination
Short run production laws
Law of diminishing marginal returns to scale
ISO-quant curves
ISO-cost curves
Business Economics - Unit-2 for IMBA, Osmania UniversityBalasri Kamarapu
This document provides an overview of Business Economics as a course. It outlines 5 units that will be covered: 1) nature and scope of business economics, 2) demand concepts and elasticity of demand, 3) production and cost concepts, 4) budget line, and 5) market structures and pricing. Key concepts from Unit 2 on demand include the law of demand, determinants of demand, elasticity of demand including types and uses, the concept of supply, determinants of supply, and the law of supply. Elasticity of supply is also briefly discussed including different types.
Business Economics unit-1 Osmania University IMBA Balasri Kamarapu
Managerial economics is the application of economic theory and methodology to managerial decision making. It helps managers make optimal decisions about allocating scarce resources. Some key concepts in managerial economics include opportunity cost, incremental cost, time perspective, discounting, and the equi-marginal principle. Opportunity cost refers to the next best alternative forgone in making a decision. Incremental cost is the additional cost of producing one more unit. Managers must consider both short-run and long-run time perspectives. Discounting accounts for the time value of money by calculating present values. The equi-marginal principle suggests allocating resources to equalize marginal productivity gains across activities.
CRM and Marketing Strategy
CRM Marketing initiatives
Sales Force Automation
Campaign Management, Call Centers
Practice of CRM: CRM in Consumer Markets
CRM in Services Sector, CRM in Mass Markets
CRM in Manufacturing Sector
Customer Relationship Management Unit-4 IMBA Osmania University
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
This document provides an overview of key concepts related to customer relationship management (CRM). It discusses customer value, total cost of ownership, sources of customer value, customer expectations and the factors that influence expectations. It also covers customer satisfaction, customer centricity, customer acquisition, and customer retention. The key points made are that CRM aims to create and deliver value to targeted customers at a profit, customer expectations are influenced by previous experiences and communications, and acquiring, satisfying and retaining customers are important aspects of a successful CRM strategy.
EVOLUTION OF CUSTOMER RELATIONSHIP
CRM-Definition, emergence of CRM practice, factors responsible for CRM growth, CRM Process, framework of CRM, Benefits of CRM, Types of CRM, Scope of CRM, Customer Profitability, Future Trends in CRM, CRM and Cost-Benefit Analysis, CRM and Relationship Marketing, Customer Relationship Management Unit-1 IMBA Osmania University
Retailing Management unit - 5 - IMBA Osmania universityBalasri Kamarapu
Retail Management Information System and Retail Research:
Retail Technology and Automations;
Retail Technology and CRM;
Human resources and Executive information systems;
Developing a research Methodology;
Retail audit
Retail Operations and e-Tailing:
Store Operating parameter;
Using strategic resource model in Retailing;
Designing performance programme;
Online retailing, and
Online retail categories.
Standard Operating Procedures(SOP’s)
and
Checklists for Store Operations
Some important practical terminology
Impulse Products
Ticker (Used to count foot falls)
F&V Dump
FIFO
UDL (Uniform Distribution Load in shelves)
Ethylene generating Vs Ethylene sensitive F&V
Average Bill Value = Total Sales/No. of Bills
Private Labels
TI/TO Register (Transfer In/Transfer Out)
To find success, retail managers must continue to motivate their employees:
Motivators for online shopping
Advantages of online retailing
Disadvantages of online retailing
Strategic Retail Model
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
4. 1.Communication
One cannot become an effective leader without
possessing Communication skills.
Communication takes place in a non-verbal and
verbal manner.
Important Communication traits possessed by
Leaders:
Ability to connect with their audience
Art of using non-verbal communication
Good public speaking skills
Proper body language
5. Openness in communicating thoughts and
ideas.
Having leadership charisma
Ways to improve Communication skills:
Preparation
Know your subject
Know your audience
Focus on purpose
Avoid complex and controversial issues
Be Honest
6. 2.Listening Skills
Listening is a mental activity while hearing is a
physical activity.
Important traits to improve Listening skills:
Pay attention
Focus on what is important
Listen with an open mind
Learn to adapt to the speaker’s appearance,
personality and delivery
Overcome distractions
Attempt to find connection to or personal
interest in the speaker’s topic
7. Stop trying to jump in and talk
Show the speaker you are listening
Pay attention to both verbal and non-verbal
messages
Listen to silence
Ask questions to clarify the message
Take time to listen to yourself
Avoid faking attention and pretending to
listen
8. 3.Assertiveness
Assertiveness is the quality of being self-assured
and confident without being aggressive.
It is not only about what you say but how you say
it.
Techniques of Assertiveness:
Setting Personal space limit
Broken record technique
Disclosure
Fogging
9. Maintain eye contact
Watch your posture and Body language
Seating posture
Active Listening
Tone of Voice
Value your time
10. 4.Providing Constructive Feedback
Feedback is the receiver’s response to a message.
It can take verbal and non-verbal forms.
The most common response are designed to obtain
information or to provide closure by letting the
sender know that the message has been received
and will be acted upon accordingly.
11. Steps involved in constructive Feedback:
State the constructive purpose of your feedback
Describe specifically what you have observed
Describe your reactions
Give the other person an opportunity to respond
Offer specific suggestions
Summarize and express your support review
12. 5.Guidelines for Effective Stress Management
Stress is body’s way of reacting to any situation
against any demand and individual’s inability to
meet them.
Stress management involves handling stress by
planning work, taking regular breaks etc.
Reasons for stress involve unpredictable income
factor, high level of responsibility, lack of
understanding from your support system, failing to
have a work-life balance etc,.
13. Effective Guidelines for Management of Stress:
Prioritize work Delegate work
Sense of Humour
Controlled Environment
Love yourself Reward yourself
Physical exercise Relax yourself
Aware of yourself Feed yourself
Enjoy yourself
14. 6.Building Technical Competence
Respect and Acceptance can only be earned
through technical competence
Competencies are leadership skills and behaviors
that contribute to superior performance
Future business trends and strategy should drive
the development of new leadership competencies.
15. Ideas for growing one’s Competence:
Consider every circumstance an opportunity
Join a Mastermind group
Find a Mentor
Use time wisely
Take advantage of technology
Read good books
16. On the job learning and training
Participate in new projects/working groups
Attend seminars/conferences and other outside
programmes.
Pursue complimentary courses
Web research
Write articles in Magazines, Scientific periodicals
or on the web.
17. 7.Building Effective Relationships with Superiors
Leaders have to adopt various tactics to get their
work done.
Ways to keep Good relations with Superiors:
Know when and how to communicate with them
Ask for feedback
Get to know your superior personally
Offer to help
Put yourself in your Superior’s shoes
18. Show value
Keep your Supervisor informed
Under promise and over-deliver
Show your Superior respect
Be Authentic
Stay above office politics and gossips
Establish a line of open communication
19. 8.Building effective relations with Peers
Leaders have to carefully handle relations with
peer group
Rules for Peer-to-Peer(P2P) Communication:
Understand your communication style
Reflect on how others react to your
communications
Share the best way for others to communicate
with you
20. Communicate on the other person’s channel
Learn how stress impacts communication
Deliver messages at the right moments
Use the proper tools
Recognize others in a way that makes them feel
good
Be Empathetic
Maintain relationships
21. 9.Setting Goals
Goal is a result that a person or system imagines,
plans and commits to achieve, a personal or
organizational end-point in some sort of assumed
development.
Rules of Goals Setting:
Set goals that motivates you
Set SMART goals
23. 10.Punishment
The imposition of a negative consequence with the
goal of reducing or stopping someone’s undesirable
behaviour.
Positive punishment: The rate of the target
behaviour is decreased.
Example: Shocking a rat for turning left instead of right in
a maze.
Negative punishment: Removing a pleasant or
desired stimulus.
Example: Taking away a child’s toy after he hits his
brother.
24. The purpose of punishment is to prevent future
occurrences of a given socially unacceptable or
undesirable behaviour.
Immediate praise and public praise, immediate
Reprimand(Reproof), tough discussions will leads to
desirable and expected results from the employees.
25. 11.Conducting meetings
The success of a meeting depends on the ability of
an individual member of a group to communicate
with the rest of group as a whole.
Phases of Meeting:
Phase 1: Planning the meeting(Agenda and Goals)
The leader/convener of the meeting has to take
care of the following:
Decide the goal of the meeting
Decide who needs to be present
Plan with other members
Work on Agenda
26. Phase 2: Setting up the meeting
Start and end on time
Sign in sheets
Do your best to make everyone comfortable
All work and no play is no good
A regular cycle
Phase 3: Running the meeting
Do introduction
Get agreement on agenda and rules
Keep the discussion track
Watch the time
27. Summarize what you listen
Encourage participation
Use the power of your position wisely
Develop new leaders
Phase 4: Following upon the meeting
Gather feedback from the group
Make follow-up calls
Summarize the meeting.
28. 12.Managing Conflict
Conflict is a clash of interests, values, actions, views
or directions.
Conflict can be settled by identifying and
neutralizing the etiological (Reason for something)
factors.
Once conflict is concluded it can provoke a positive
change in the organization.
29. Effects of Conflicts:
Positive effects:
Diffuses more serious effects
Stimulates a search for new facts or resolutions
Increases group cohesion and performance
Demonstrates measure of power or ability
Negative effects:
Hinders smooth working
Hampers the decision making process
Causes the formation of competing coalitions
Reduces productivity
30. Conflict-resolution behaviour(Handling conflict):
There are five types of conflict handling behaviour:
Competition: Asserting one’s one viewpoint at
the potential expense of other.
Collaboration: Aims at finding solution that can
satisfy the conflicting parties.
Compromise: A middle route will be found to
resolve the conflict situation, with concern for
personal goals as well as relationships.
Avoidance: Delayed of ignored.
Accommodation: Involves high cooperation and
low confrontation.
31. 13.Negotiation
A process by which compromise or agreement is
reached while avoiding argument and dispute.
Process of Negotiation:
Preparation: A decision needs to be taken as to
when and where a meeting will take place to
discuss the problem and who will attend.
Discussion: Individuals or members of each side
put forward the case as they see it i.e., their
understanding of the situation which includes
questioning, listening and clarifying.
32. Clarifying Goals: The discussions, the goals,
interests and viewpoints of both sides of the
disagreement need to be clarified.
Negotiate towards a win-win outcome: Both side
feel they have gained something positive through
the process of negotiation and both sides feel their
point of view has been taken into consideration.
Agreement: Agreement can be achieved once
understanding of both sides’ viewpoints and
interests have been considered.
Implementing a course of action: A course of
action has to be implemented to carry through the
decision.
34. 14.Problem Solving skills
The process of working through details of a
problem to reach a solution effectively is called
problem solving skill.
Steps in Problem solving:
Defining the problem
Generating alternatives
Evaluating and selecting alternatives
Implementing solutions
Monitoring feedback
35. Ways to enhance problem solving skill:
Focus on the solution-not the problem
Have a open mind
View problem neutrally
Think laterally
Use language that create possibility
Simplify things
36. 15.Improving Creativity
Ability to create something new or bring into
existence something original is called creativity.
Components of Creativity:
Fluency component
Flexibility component
Originality component
Orientation component
Abilities for Creativity:
Intellectual ability
Knowledge
Confidence
37. Barriers to Creative thinking:
Fear
Anxiety
Pessimism
Stress
Environment
Tricks of improving Creativity:
Inspirational rituals
Create something everyday
Instead of discipline, think devotion
Take breaks
38. Make a list and select your ideras
Ask the right questions
Have fun with your colleagues or friends
Build a network
Forget over thinking
39. 16.Building high performing Team
A group of people with specific roles and complementary
talents and skills, aligned with and committed to a common
purpose, who consistently show high levels of collaboration
and innovation that produce superior results.
Critical steps to build a high performance team:
Create Vision, build alignment and commitment
Focus on producing powerful action
Build and manage relationships and trust
Produce commitment based teamwork
Hold review meeting
Challenge the creation of breakthroughs
Effectively manage breakdowns