LABMMLS LABMAN MIDTERM

COVERAGE
VI STRATEGIC PLANNING

VII MOTIVATION TO WORK

VIII PRINCIPLES OF LEADERSHIP

IX MANAGEMENT OF WORK
GROUPS

X The External and Internal

Environments

PLANNING & STRATEGIC

MANAGEMENT
STRATEGIC PLANNING formulation, its
- the process by which high-level decisions are implementation and
made evaluation.

- can be defined as
❖ deciding on the objectives of the
organization and the need to modify
existing objectives if appropriate
❖ allocating resources to attain these
objectives; and
❖ establishing policies that govern the
acquisition, use, and disposition of
these resources
STRATEGIC MANAGEMENT
▪ is a method by which
managers conceive of and
implement a strategy that can
lead to a sustainable
competitive advantage
▪ is a systematic or emerged
way of performing strategic
planning in the organization
through initial assessment,
thorough analysis,strategy
in the organization through initial
assessment, thorough analysis,
strategy formulation, its
implementation and evaluation.
LEAN SIX SIGMA
▪ Lean Six Sigma is a
methodology concerned
with reducing variation
and detecting defects, and
also with preventing
defects.
▪ It marries the Lean
management principles of
improving efficiency and
eliminating waste with the
data-driven, statistical
approach of Six Sigma to
find defects and improve
processes.
LABMMLS LABMAN MIDTERM

items in good
order
THE CENTRAL TENETS OF LEAN SIX SIGMA
▪ Pay attention to customer Seiso Clean Clean the
requirements. workplace
▪ Understand the value stream (the steps and
that create the deliverable). equipment
▪ Continue to improve that value stream. thoroughly
▪ Eliminate waste and activities that
don’t add value. The simple process is Seiketsu Improve, Maintain
the best. Standardize, clean, tidy
▪ Reduce variation. maintain conditions,
▪ Decide based on data, not on guesses. improve 3s
▪ Include employees in improvement
Shitsuke Self discipline Make 5s
efforts and give them the tools to find
practices a
solutions.
habit

DEFINE-MEASURE-ANALYZE- IMPROVE-
CONTROL (DMAIC) THE 7 WASTE
D- Define: Define the problem TIMWOOD:
M- Measure: Measure gap between
current and required performance Transportation- inefficiencies cause by excess
A- Analyse factors that needs to be moving
adjusted or eliminated
Inventory- Surplus material
I- Improve: Implement best
solutions to the problems Motion- Too many steps

C- Control : Sustain the achieved Waiting- Time lost to backlogs

results Overproduction- Excess production

THE 5 S’S Overprocessing- Unnecessary work

Japanese meaning explanation
Term Defects- Quality issues

SWOT ANALYSIS
Seiri Sort Sort out and
Strengths- Characteristics of a business which
discard
give it advantages over its competitors
unnecessary
items Weaknesses- Characteristics of a business which
make it disadvantageous relative to competitors
Seiton Arrange Arrange
necessary
LABMMLS LABMAN MIDTERM

Opportunities- Elements in a company external CONTENT MOTIVATIONAL THEORIES

environment that allow it to formulate and 1. Maslow’s Hierarchy of Needs, Abraham
implement strategies to increase profitability H. Maslow, 1954

Threats- Elements in the external environment Lower-level Needs/Primary

that could endanger the integrity and - Physiological needs
profitability of the business - Safety Needs
INTERNAL FACTORS EXTERNAL FACTORS Higher-level Needs/Secondary
- Social Needs
strengths opportunities - Esteem (Ego) Needs
- Need for self-actualization
weaknesses threat
ROLE OF JOB FUNCTIONS IN FULFILLING
MASLOW’S HIERARCHY OF NEEDS
MOTIVATION TO WORK THEORY
HOW DO YOU
NEED JOB FUNCTION
MOTIVATEYOURSELF?
MOTIVATION Self- Challenging work
The reason people do the things they do. that allows for
actualization
● Motive creativity, continual
learning and
● Definitional Limitations
opportunity for
● Attitude
professional growth
MAJOR
Esteem (Ego) Job title, Respect,
THEORIES OF
Recognition,
MOTIVATION
Admiration of
CONTENT MOTIVATIONAL THEORIES:
colleagues and fellow
1. Maslow’s hierarchy of needs employees,
comparative salary
2. Alderfer’s ERG needs theory level
3. Herzberg’s two-factor theory Social Opportunity to
4. McClelland’s achievement motivation participate in social
relationships
PROCESS MOTIVATIONAL THEORIES:
Safety Health insurance,
1. Vroom’s expectancy theory retirement plans,safe
working conditions,
2. Adam’s equity theory
job security
3. Skinner’s reinforcement Theory
LABMMLS LABMAN MIDTERM

Physiological Level of income 4. McClelland’s Achievement

Motivation, David C. McClelland
2. Alderfer’s ERG Needs Theory, Clayton P. 1. The need for achievement
Alderfer
2. The need for power
E Existence needs
R Relatedness needs 3. The need for affiliation
G Growth needs
PROCESS
PRESUPPOSITIONS
MOTIVATIONALTHEORIES
1. Needs frustration ADAM’S EQUITY THEORY
1. Alter their efforts, or inputs, by either
2. Frustration regression increasing
or reducing production
3. Satisfaction progression 2. Alter the outcomes, or rewards, by
4. Growth progression seeking more
pay or benefits
3. Cognitively distort the relevance of
3. Herzberg’s Two Factor Theory the inputs
and outputs, that is, rationalize or
HEZERBERG’S TWO FACTOR MODEL OF rethink the
MOTIVATION importance of the differences
MOTIVAT HYGIENE FACTORS 4. Leave the company or look for
ORS another field of
Achievem Policies and employment
ent administration 5. Influence others to change their
efforts
Recogniti Competence of 6. Change the target of comparison
on supervision
Skinner’s Reinforcement Theory
Work Relationship
-B.F.Skinner
itself with
1. The law effect
supervision,subo
2. Stimulus
rdinates and
3. Response
peers
4. Reinforcement
Responsib Working conditions 5. Behavior modification
ility
Advance Salary, status
APPLICATION OF
ment
MOTIVATION
Personal Personal life factors
THEORIES TO THE
growth
WORKPLACE
LABMMLS LABMAN MIDTERM

-LEADERSHIP, WORK, and JOB The general behavior and philosophy of a

SATISFACTION
Job Satisfaction: The degree to which
employees feel their jobs meet their
needs and wants
manager or an organization toward the
employees particularly the degree of the
participation allowed in the decision-making
process.

- GOAL SETTING MANAGEMENT STYLES

• Exploitive and authoritative
• Benevolent and authorirative
• Consultative
- PAY • Participative
Material Pay: The tangible or monetary
part of the paycheck
Psychic Pay: The intrinsic rewards that
Leadership
give us a good feeling about ourselves
Models
and our work
• Employee-oriented vs. production
oriented leadership styles
Principles • Structure vs consideration leadership
of styles
Leadership • The Managerial Grid
LEADERSHIP • Theory X and theory Y
The process of influencing
others to achieve designated
organizational goals Employee-oriented vs.
production-oriented leadership
Organizational
styles
Factors That
EMPLOYEE-ORIENTED
Influence
Leadership Success
• Management Style
• Corporate Culture Best productivity level
• Delegation of Authority Versus
CORPORATE CULTURE PRODUCTION-ORIENTED
The way things are done in an organization: the
habits, traditions, customs, processes, and
social mores of the institutions
Low level production
MANAGEMENT STYLE
LABMMLS LABMAN MIDTERM
Structure vs consideration
leadership styles
INITIATING STRUCTURE
Actively directing the staff , paying
attention to assigning particular
tasks, clarifying what is expected of
subordinates, and the uniformity of
the procedures to be followed, and
personally deciding what and how work will be
done
CONSIDERATION STRUCTURE
treat workers as equals, listen to
subordinates, look out for their
personal welfare, give advance
notice to changes, friendly and approachable
The Managerial Grid®
by Robert R. Blake & Jane S.
Mouton
5 Factors
1. The attitudes and assumptions of the
manager
2. The policies and procedures of the
organization
3. The day-to-day operational situation
4. The social and personal value of the
manager
5. Chance
4 STEPS
1. Identify their current lifestyle
2. Decide for themselves the best style
for a given situation
3. Determine what attitudes and
behavior changes are required to reach
their goal
4. Encourage management to develop the
organizational culture necessary for
the preferred style to flourish.
Theory X and Theory Y
by Douglas McGregor, 1960
Theory X managers believe that people:
1. Are inherently lazy and dislike work
2. Must be coerced into performing their
duties by constant supervision and
maintenance if tight operational
control
3. Have no ambition and little interest in
improving their efficiency on their own
and must be prodded to produce
Theory Y managers, believe that
1. Work is a natural part of life
2. People have a high degree of
ingenuity and creativity that they
are eager to apply to the job.
3. Worker potential is only partially
tapped by the company
4. Workers are self-learners and seek
responsibility for their
performance
5. Workers exercise self-control and
self-discipline if they are
committed to a goal
Situational
Leadership
Models
• Contingency model
LABMMLS LABMAN MIDTERM

• Continuum of leadership support and approval from the subordinates

• Normative Theory
Subordinate-centered

5. Subordinate gathers the data and defines

Contingency model
the problems, then seeks suggestions and
by Fred E. Fielder
• Leadership style can be either relationship- recommendations fore solutions before

oriented or task oriented making decisions

• Favorableness – the amount of power, 6. Manager provides information, supervison

control, and influence wielded by a manager and guidance but requests that the staff

in a particular set of circumstances. make the decisions.

• Three components establish the Normative Theory

by Victor H. Vroom & Phillip W.
favorableness dimensions of a situation:
Yetton
1. Leader-member relations Five Behavior styles are as follows:

2. Task structure A-I: Manager makes decision based on the

3. Position power current information available

Continuum of Leadership A-II: Manager seeks necessary information from

by Robert Tannenbaum & Warren
subordinates before making decision
H. Schmidt
Boss-centered leadership C-I: Manager shares the problem with selected

1. Total use of authority by the supervisor individuals before making a decision

2. The manager makes all decisions but C-II: Manager shares the problem with all the

attempts to sell and persuade the staff of members of the group but makes the final

the validity of his or her viewpoint decision

3. The boss makes all decisions but invites G: Manager shares the problem with the group

input, suggestions, and questions from the and a decision is reached by consensus.

staff. Application of
Leadership
Equilibrium
Principles
4. Manager makes the decisions but seeks PATH-GOAL THEORY
LABMMLS LABMAN MIDTERM

by Robert J. House on how things should be done; performance

2 CRUCIAL FACTORS that the leader and commitment expectations; and sanctions
for those who do not meet expectations.
must consider in designing a strategy to
Work Group: A collection of individuals who
deal with the work environment share the characteristics of all groups and are
gathered together to perform specific functions
that benefit the whole organization
1. The characteristics of the workers
Group Traits Formal Informal
2. The nature of the tasks to be performed.
Leaders Appointed Charisma
The leader then addresses two elements
Followers Recruitment Personal
incentives attraction

1. The goal component Purpose Profit or social Peer

goals motives
2. The path facet
Shared Organizationally Social
“You always put yourself in the other
opinion of norms and
driven
person's position, and then also to how things
are to be mores
understand where they're coming done
from, whether it's a major foreign Performance Job and task Issue-
and focused
leader or a friend who you have a standards
commitment
disagreement with. And it's also expectations

being willing to share credit, give Sanctions Organizational Peer

rewards and pressure
recognition, and share in the benefits
punishment
as well as in the losses if you're in an endeavor policies
together." - JOE BIDEN

Management of
INDIVIDUAL-GROUP INTERFACE
Work Groups
Interpersonal Relationships
WORKGROUP
CHARACTERISTICS Personal Image
Group: A collection of individual persons
Behavior Expectations
consisting of a leader, followers; a purpose or
mission, be it profit or social; shared opinions Personal Benefits
LABMMLS LABMAN MIDTERM
Role Expectations
WORK GROUP BEHAVIOR
Synergism: The process whereby the
whole (group or organization) becomes
greater (i.e, more productive and effective)
than the sum of its individual parts
Work Group Functional Factors
Emergent Behavior A term assigned to the
efforts of the group as a whole; the behavior
that “emerges” from the internal interaction
of the group members.
1. Shared values of members and their
commitment to the
goals and objectives of the work group
2. The success of the group in achieving its
mission.
3. The status of the group within the
organization, as
viewed by its members and peers
4. The amount and quality of participation in
the decision-making process.
Work Group Dysfunctional Factors
1. Lack of self-esteem and group esteem or low
status of
the group within the organization
2. Failure in reaching goals
3. Poor physical working conditions
4. Dictatorial management styles that
discourage
creativity and participation
5. Members with divergent and conflicting
social and
personal norms
6. Personal inequalities in social and
organizational status
7. Friendship and informal group clashes
8. Disagreement with or opposition to the goals
of the group
9. Disagreement with how things are done
10. Difficulty in relationships with other groups
and
organizational competition for limited sources.
GROUP INTERACTION
Ownership: Communal (group)
identification or possession of a goal,
workspace, cause, image or item as one’s own
Factors Influencing Intergroup relationships
o The status or prestige of one group in the
organization relationship
o The amount of dependency or power one
group has
in relation to the other
LABMMLS LABMAN MIDTERM

o Any conflict-of-interest issues THE INTERNAL ENVIRONMENT

conditions inside an organization that are
o The ability to communicate and deliver goods
generally under the direct control of the
and
company.
services to each other
The Staff
o The personal relationships between the
interfacing ■ Important part of the internal environment
of an organization
members of each group
The Budget

■ Cash resources
Union-Management Interaction
Corporate Culture
Group formation: Why do employees join
unions ■ The values, attitudes and priorities that
employees live every day
o To provide security
THE EXTERNAL ENVIRONMENT
o To ensure fairness in personnel practices
factors that occur outside the organization but
o To be involved in the decision-making process which can cause internal changes and are, for
the most part, beyond the company’s control.
o To accede to peer pressure from coworkers
The Economy
Management-union relations
The competition
o Arguments in favor of unions
Politics
o Arguments Against unions
Customers and suppliers
MANAGEMENT OF GROUPS
Group Building and Teamwork

Leadership Strategies

Structural Techniques

Team building: Organizational development

strategy

Teamwork: The focusing of the group’s united

and shared energy on a common goal

Intergroup Management