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Presentation on Caselet on management institute


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Presentation on Caselet on management institute

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Presentation on Caselet on management institute

  2. 2. INTRODUCTION Management Process Planning Organizing Controlling Staffing Directing
  3. 3.  Planning Planning involves selecting missions and objectives as well as the actions to achieve them, which require decision making.  Organising Establishing an intentional structure of roles for people to fill an organization.  Staffing It involves filling and keeping filled, the positions in the organization structure. MANAGEMENT PROCESS
  4. 4. MANAGEMENT PROCESS  Leading Influencing people so that they will contribute to organizational and group goals.  Controlling Measuring and correcting individual and organizational performance to ensure that events conform to plans
  5. 5. MANAGEMENT INSTITUTE  Well known Management Institute, operated under Dr. S & also founder dean  Dr. S is a doctor in management philosophy from Harvard Business School,USA  Very fast turnover of 20 odd full time faculty  He took decisions in all academic matters regarding fixing syllabi, deciding on teaching modes etc without concerning other faculties  Dr. S’s behavior was bad, indecent language & there was no internal morale.  Board Of Governing(BOG) members did not take any initiative to improve internal situation.
  6. 6. Maslow's Hierarchy of needs
  7. 7. Maslow's Hierarchy of needs  Physiological needs- In this case the faculties and CEO’s feel the need to meet up the basic needs ( food, shelter, comfort). So that’s why they are leaving for better jobs.  Safety needs- In this case faculties and CEO’s feel insecurity as per job their jobs are concerned naturally their dependents in family also are facing an uncertainty in social life.  Social needs- Constraints imposed on smooth functioning of work in the institute make this faculties and CEO’s to feel a pressure. So befriending attitude is lost among them as well as with the Dean.
  8. 8. Maslow's Hierarchy of needs  Esteem Needs- In this case self esteem among the faculties and CEO’S are reduced to trickle as the institutional head does not show respect to others there by bringing down the confidence level of the staffs.  Self actualization- Morality among the CEO’S has been shattered and as a result creativity has not been encouraged.
  9. 9. Fredrick Herzberg’s “Dual factor theory”
  10. 10. Fredrick Herzberg’s “Dual factor theory”  In this case faculties and the CEO are not permitted to work under congenial atmosphere because the working conditions were always threatening.  In this case the Dean of this Institute Mr. S was not bothered to look after high turn over of leaving jobs by the CEOS . And he was recruiting faculties indiscrieminately.  In this case the working relation is also not good. There was hardly any team work, rapport and individual involvement.
  11. 11. Fredrick Herzberg’s “Dual factor theory”  MOTIVATION FACTORS  In this case he does not give any kind of recognition to the deserving people rather he tries to promote his flattering followers.  Achievement has been negated . As we have seen in this case dissertation paper submitted by Dr. M was challenged by Mr. S.  Level of responsibility was low among the faculties as Mr. S always use to take all the decisions regarding academic matters.  In this case Mr. S does not have a cordial relationship with the faculties . He should have maintained a good relationship with the faculties.
  12. 12.  Levels of consciousness  Conscious  What we’re aware of  Preconscious  Memories etc. that can be recalled  Unconscious  Wishes, feelings, impulses that lies beyond awareness Dr. Sigmund Freud’s Psychoanalytic Theory
  13. 13. Dr. Sigmond Freud’s ID-EGO-SUPER EGO ID Operates according to the “pleasure principle” EGO Operates according to the “reality” principle SUPER EGO Contains values and ideals
  14. 14. Dr. Sigmond Freud’s ID-EGO-SUPER EGO  In this case Mr. S is guided by his own whims. He works according to his pleasure and principle.  In this case when CEO’s and faculties were leaving the institute , he was appointing new faculties.  He knows how to preach ideals and values but he himseld does not practice it.
  15. 15. STEPS OF ORGANISING  To fix the objectives.  To delegate authorities to the employees.  To define the responsibilities of the employees.  To define authority relationship between the superiors and subordinates.  To identify the works which are required to achieve the objectives.
  16. 16. STEPS OF CONTROLLING  To establish the standards.  To measure the performance.  To follow up and take actions.
  17. 17. STEPS OF STAFFING  Recruitment.  Human Resource .  Selection.  Training and Development.
  18. 18. STEPS OF DIRECTING  To establish the standard.  To fix the standard.  To find out the deviation.  To correct the deviation.
  19. 19. THANK YOU
  20. 20. Campus Ahmedabad Campus: Karnavati Knowledge Village, A/907,Uvarsad, S.G.Highway, Gandhinagar Kolkata Campus: Infinity Benchmark Tower 10th Floor, Plot - G1, Block - EP& GP, Sec - V, Salt Lake, Kolkata. Reg. Office: 407, Zodiac Square, 4th Floor Opp. Gurudwara, S.G. Road, Bodakdev, Ahmedabad.