Industrial

Engineering and
Management
 Teaching Scheme

• Teaching Scheme: Examination Scheme:

• Subject Code: BTHM702 (4 Credits)

• Lecture: 3 hrs/week
• Tutorial: 1 hr/week
• Continuous Assessment: 20 Marks
• Mid Semester Exam: 20 Marks
• End Semester Exam: 60 Marks (Duration 03 hrs)
 Course Outcomes of IE and M.
CO Statements BT
Level
Will be able to identify the basic concepts, functions of
CO 1 management 1

Will be able to describe various principles, various concepts

CO 2 of the management 2

be able to apply their knowledge in constructing various

CO 3 process charts which are helpful in work study 2,3

be able to analyze and illustrate various diagrams and

CO 4 process charts helpful in taking management decision 3,4

Should be able to justify their knowledge to create

CO 5 workplace design 5
Prerequisites of learning I. E. & M
• Good math skills
• Strong time management skills
• Mechanical aptitude
• Good common sense
• A strong desire for organization and efficiency
• Excellent communication/salesmanship
• Creative problem solving
• Quantitative skills
• Technical competency
• Continuous drive for improvement
• Resourcefulness
• Listening skills
• Negotiation skills
• Diplomacy
• Patience
 UNIT - II

Human Resource
Management (7 Hours)
 CONTENTS
1. Staffing: Human resource management and selection,
orientation, apprentice training Apprentice Act
(1961), performance appraisal and career strategy, job
evolution and merit rating, incentive schemes.
2. Leading: Managing and human factor, motivation,
leadership, morale, team building, and
communication.
3. Controlling: The system and process of controlling
control techniques, overall and preventive control.
 Unit Outcomes

At the end of this unit, Students will be able

to,

• Identify and define various basics of HR management.

• Explain Staffing function and concepts related to it.
• Explain Leading function and concepts related to it.
• Explain Controlling function and concepts related to it.
 Definition

• Human Resource Management (HRM) may be

defined as the function of planning for human
resource needs.

• HRM is the management of various activities that

are designed to enhance the effectiveness of the
manpower in an organisation in the achievement of
organisational goals.
 Objectives of HRM
• To achieve the organizational goals by proper utilization of
human resources.
• To develop and maintain healthy working relationships among
all the employees and to adopt sound, desirable organization
structure.
• To integrate individual and group goals within an
organization.
• To create opportunities and facilities for individual or group
developments according to the growth and development of the
organization.
• To identify and satisfy individual and group needs, such as fair
wages and salaries, incentives, welfare facilities, social
security, prestige, recognition, security, status etc.
 Objectives of HRM

• To motivate the employees and keep their morale high.

• To develop and maintain healthy relations between

management and employees.

• To develop the human assets continuously through the training

and development programmes.
 Staffing

• Is a process through which capable employees are

recruited, selected, properly trained, effectively
developed, rightfully rewarded and their joint efforts are
taken into consideration.

• Is a managerial function that takes people with necessary

skills into the organization and develops them into
precious organizational resource.
 Staffing
Importance

1. Filling the organizational positions

2. Making possible discovery of able staff for challenges
3. Guaranteeing utmost productivity
4. Developing personnel for shouldering greater responsibilities
5. Meeting upcoming requirements of talented people
6. Satisfying job owing to correct placement
7. Utilizing of human resources most favourably
8. Retaining professionalism among personnel
 Staffing

Types of Staffing

1. SHORT- TERM STAFFING

2. LONG- TERM STAFFING

3. SUCCESSION STAFFING

4. STRATEGIC STAFFING
 Staffing

Types of Staffing

1. SHORT- TERM STAFFING

- Centres on the urgent needs of the company

2. LONG- TERM STAFFING

- Engages taking a practical approach to company’s
staffing needs
- Covers at least one year
 Staffing
Types of Staffing

3. SUCCESSION PLANNING
- Allows you to completely comprehend the duties and
responsibilities of your management staff so you can train
inside candidate to be ready to step into promotion right
away should management turnover takes place.
4. STRATEGIC- STAFFING
- Involves a combination of short-term, long-term and
succession planning
 Staffing
RECRUITMENT
- It is the process of attracting the appropriate number of
qualified individuals to apply for vacant positions in an
organization.
 Staffing
Types of Recruitment

- Internal Recruitment:
▪ It is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily
available to an organization.
A. Transfers
B. Promotions
C. Re-employment Of Ex-employees
 Staffing
Types of Recruitment
- External recruitment
▪ External sources of recruitment have to be solicited from
outside the organization. But it involves lot of time and
money.
A. Employment At Factory Level
B. Advertisement
C. Employment Exchanges
D. Employment Agencies
E. Educational Institutions
F. Recommendations
G. Labour Contractors
 Staffing
SELECTION
• Refers to the process of choosing from candidates those
who will become employees of the organization.
 Staffing
SELECTION PROCESS
- Includes Activities Such As:
• Development Of Selection Criteria
• Advertising
• Short- Listing
• Application Forms Submission
• Testing
• Interviewing
• Reference Check
• Making The Final Selection Decision
• Submission Of Medical Requirements
 Staffing
APPLICATION PROCESS FORM
Staffing- Advertising
 Staffing: Application Form

• Language & experience is

significant
• Do not include any
invasive or immaterial
questions
• Guarantee strict
confidentiality
 Staffing: Test

• Test match the essential

• requirements of the job
• Check the tests are up-to
date
• Check for any bias or
indirect discrimination
 Staffing: Interviewing

• Permit applicants to display what they can offer to the

organization
• Confirm if there is a need for any specific arrangements
• Have questions prepared in advance
• Ensure consistency & fairness in questioning
• Focus on the real needs of the job
• The selection committee is entitled to ask applicants whether
they can fulfil the requirements of the job
• It is proper to ask people with disabilities whether they require
• any adjustments to perform the job
• Allow the interviewee time to make their point
• Don’t make assumptions about a person’s ability
• Do not ask invasive and irrelevant questions
 Staffing: Making Decisions

• Time to appraise all information gathered

• Grade applicants
• Evaluate all information
• Record decisions prepared & reasons for them
• If requested, offer constructive comments to
unsuccessful applicants
Staffing: Medical Examination
 Staffing
ORIENTATION
- Process of receiving and welcoming an employee
when he first joins the company.
 Staffing
INFORMATION GIVEN DURING AN ORIENTATION
1. Brief History & Operations Of The Company
2. The Company’s Organization Structure
3. Policies & Procedures Of The Company
4. Products & Services Of The Company
5. Location Of Department & Employee Facilities
6. Safety Measures
7. Grievances Procedures
8. Benefits & Services Of Employee
9. Standing Orders & Disciplinary Procedures
10. Opportunities For Training, Promotions,
Transfers, Etc.
11. Suggestion Schemes
12. Rules & Regulations
 Staffing
SIGNIFICANCE OF PLACEMENT

1. It Enhances employee morale

2. It Helps in employee Turnover reduction

3. It Aids in Lessening absenteeism

4. It Facilitates In Accident rates reduction
5. It Avoids Misfit between The candidate and the job

6. It Assists the candidate to work based on the present objectives

Of The Organization
 Apprentice Training
APPRENTICESHIP TRAINIG

- The Apprenticeship Training programme is the

combination of on-the-job training and the classroom
training, wherein the workers earn while learning the
skills required for performing the specialized job.

• To provide technical training to the fast emerging

industrial sector, of the developing or developed
countries the government has established the
INDUSTRIAL TRAINING INSTITUTES (ITI)
 Apprentice Training
APPRENTICESHIP TRAINIG OBJECTIVES

1. To regulate the program of training of apprentices in industry

so as to confirm to the prescribed syllabi, period of training
etc. prescribed by the Central Apprenticeship Council.
2. To utilize fully the facilities available in industry for imparting
practical training with a view to meeting the requirements of
skilled workers.
3. To make it obligatory on the part of employers, both in
public-and private-sector industries, to engage apprentices
according to the ratio of apprentices to workers ( other than
unskilled) in designated trades, Prescribed under the rules.
 Apprentice Training
Apprentice training for Employers
✔ Helps in recruitment and development of skilled workforce

✔ Improves productivity and bottom line: employers earn

INR1.47 in increased productivity for earn INR 1 invested in
apprenticeship

✔ Reduces turnover costs and Provides opportunities for tax

credits and employee tuition benefits (federal and state)

✔ Proven to diversify workforce

✔ Standardize training across multiple sites
 Apprentice Training
Apprentice training for Workers

✔ Full-time salary and benefits while learning

✔ Wages increase as skill increases
✔ Completers earn more salary than non-apprentice peers in
lifetime earnings

✔ 87% of completers remain employed

✔ Opportunities to earn college credit and degrees

✔ National, portable, industry-valued credential

 Apprentice Training
Apprentice training Benefits

• Combines theory and practice

• Trainee acquires skills valuable in job market.
• Hands-on job training
• Chance to use skills

• Increased confidence
• Apprenticeship program provides skilled
• workforce to industry.
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961

• Enacted in the year 1961

• The act came into force on 1st march 1962
 Apprentice Training
OBJECTIVES- APPRENTICESHIP TRAINING
ACT-1961
• To provide for the regulation and control of training of
apprentices and for matters connected therewith.
• To promote a conductive climate for training and imparting
skills to youth
• To prepare the youth to meet the growing needs of fast
expanding industries, trade and commerce to be gainfully
employed therein.
• To create such healthy conditions with the employers wherein
apprentice labour may not be exploited and victimised.
• Thus, the Act is a security and welfare legislation for
apprentice labour in India.
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961

• Apprentice – Oxford dictionary defines

- A person learning a skilled practical trade from an
employer.

- Sec [2(aa)] – ‘Apprentice’ means a person who is

undergoing apprenticeship training in pursuance of a
contract of apprenticeship.
 Apprentice Training
OBJECTIVES- APPRENTICESHIP TRAINING
ACT-1961

• Apprentice – Oxford dictionary defines

- A person learning a skilled practical trade from an
employer.

- Sec [2(aa)] – ‘Apprentice’ means a person who is

undergoing apprenticeship training in pursuance of a
contract of apprenticeship.
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961
Authorities under the Act
• National council for vocational training
• The central apprenticeship council
• The all India council for technical education (AICTE)

Eligibility
• 14 years of age or above
• ITI students
• Mechanical Engineering Student
• Vocational Training Students
• Physical Fitness
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961

• Sec(2(d)) – Appropriate Govt

• Sec.3 – Eligibility
• Sec 3(a) – Reservation for SC & ST
• Sec 11,13,16,19 – Obligations of Employer
• Sec 12,13,17 – Obligations of Employee
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961

Hours of Work:
- The total no. of hours per week should be 42 to 48.
Overtime
- The apprentice shall not allowed to work overtime.
Leave and Holidays
- C.L – 12 days in a year
- M.L – 15 days for each year
- E.L – 10 days in a year
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961
Obligation of Employer
• To provide the apprentice with the training in his trade in
accordance with the provisions of the act
• Must appoint the right person to supervise the apprentice
during in-plant training
• The employer shall not pay to any apprentice.
• The employer shall not pay any bonus to him
• The employer shall not pay any incentives to him
 Apprentice Training
APPRENTICESHIP TRAINING ACT-1961

Obligation of Apprentices
• To obey the rules of the organization
• To attend practical and instructional classes regularly
• To carry out all lawful orders of his employer and
superiors
Performance Appraisal

Performance Appraisal in an organization

help manager in measuring, evaluating
recording of his/her actual performance.
It is the formal evaluation of an individual
job performance, it involve giving feedback to
the individual and includes constructive
solution for further improvement.
It influences both employee and
organizational development.
Apprentice Training
 Career Strategy

Career Strategy:

• It should be designed to utilize strengths and overcome

weakness in order to take advantages of career
opportunities.
 Career Strategy:

Analysis
Developmen Of
t Of Development Impleme
Preparatio Persona
Long-range l Of ntation
n Of A Monitoring
Personal Strengt Strategic Of The
Personal hs Career Career Progress
And
Profile
Professional And Alternatives Plan
Goals Weakne
ss
 Job Evaluation
What is Job Evaluation?

• Job evaluation can be defined as “a systematic

procedure designed to aid in establishing pay
differentials among jobs…”
 Job Evaluation
Objectives of Job Evaluation

1. Provide a standard procedure for determining the relative

worth of each job in a plant.
2. Determine equitable wage differentials between different
jobs in the organisation.
3. Eliminate wage inequalities.
4. Ensure that like wages are paid to all qualified employees
for like work.
 Job Evaluation
Objectives of Job Evaluation

5. Form a basis for fixing incentives and different bonus

plans.
6. Serve as a useful reference for setting individual
grievances regarding wage rates.
7. Provide information for work organisation, employees’
selection, placement, training and numerous other similar
problems.
8. Provide a benchmark for making career planning for the
employees in the organisation.
 Job Evaluation
Procedure of Job Evaluation

1. Determining facts about jobs. (Job Analysis)

2. Describe requirements of the jobs. (Job Description)
3. Specify attributes and qualities required by the job by an
employee to perform the job satisfactorily. (Job
Specification)
4. Determine relative value or worth of the job (Job
Classification)
5. Prepare a suitable wage structure (Wage Administration)
 Job Evaluation
Methods of Job Evaluation

1. Ranking Method

2. Classification Method

3. Factor Comparison

4. Point Method
 Job Evaluation
Methods of Job Evaluation
1. Ranking Method
• Ranking simply orders the job descriptions from smallest
to largest based on the evaluator’s perception of relative
value or contribution to the organization’s success.

• Alternate Comparison (Hi – Lo)

• Paired comparison: [n * (n-1)] / 2

 Job Evaluation (Ranking Method)
Advantages
• Simple
• “Alternation” method ranks
“highest” then “lowest,”
then next “highest,” then
next “lowest”
• “Paired comparisons”
method picks highest out of
each pair.
• Fast
• Most commonly used
Disadvantages
• Comparisons can be
problematic depending on
number and complexity of
jobs
• May appear arbitrary to
employees
• Can be legally challenged
• Unreliable
 Job Evaluation
Methods of Job Evaluation
2. Classification Method

• Job descriptions are slotted into a series of classes that

cover the range of jobs. Each class has a definition. These
definitions are the standards against which the jobs are
compared
 Job Evaluation (Classification
Method)
Advantages Disadvantages

• Uses job families/groups • Not useful when jobs are

instead of individual jobs
• May produce same results as
Point Method, but is less
costly
very different from each
other.
• May be confusing to
employees about why jobs
are included in a class
 Job Evaluation
Methods of Job Evaluation
3. Factor comparison Method

• Jobs are compared against other jobs on the basis of how

much of some desired factor they possess.
• Each job’s factors are ranked against each other job’s
factors.
• The market pay rate for each job is then allocated among
the factors based upon a market pay rate scale.
 Job Evaluation (Factor Comparison
Method)
Advantages Disadvantages
• Customized to the • Using dollar values may bias
organization evaluators by assigning more
• Relatively easy to use once money to a factor than a job
it’s set up is worth
• Results in ranking of jobs • Hard to set up
and a specific dollar value • Not easily explained to
for each job, based on employees
allocating part of the job’s • Every time wage rates
total wage to each factor change,
• the schedule becomes
obsolete
 Job Evaluation
Methods of Job Evaluation
4. Point Method
❑ These systems have three common characteristics:
• Compensable elements
• Factor degrees are numerically scaled
• Weights reflecting the relative importance of each factor

❑ Compensable elements are those characteristics in the job

(not the person) that the organization values, that help it
pursue its strategy and achieve its objectives
 Job Evaluation (Point Method)
Advantages
• Highly stable over time
• Perceived as valid by users
and employees
• Likely to be reliable among
committee that assesses the
jobs
• Provides good data to
prepare a response to an
appeal
Disadvantages
• Time, money, and effort
required to set up.
• Relies heavily on key
(benchmark) jobs, so if key
jobs and correct pay rates
don’t exist, the point method
may not be valid
 Merit Rating
Definition

• Merit rating is the systematic evaluation of the performance of

an employee on the job in terms of the requirements of the job.

• According to dictionary, merit rating is defined as, “employee

rating achieved through a periodic employee evaluation
system, often used as the basis for pay increases and/or
promotion”
 Merit Rating
Definition

• It may also be ascertained by comparing the superiority of an

employee over others. Quantity and quality of work,
attendance, obedience, skill, desire to learn, loyalty, family
background, personality, etc. are some of the factors that are
taken into consideration in assessing merit.

• People differ in abilities and aptitudes. Management should

know these differences so that employees are assigned jobs
according to their capability.
 Merit Rating
Objectives

1. To assess the work of employees in relation to their job

requirements.
2. To consider employees/workers for promotions, transfer,
layoffs etc.
3. To assess the good and bad points in working of employees
and then making suggestions for improvement.
4. To help in wage and salary administrations and taking
decisions about incentives and increments to be given to the
workers.
 Merit Rating
Objectives
5. To evaluate skill and training capabilities of employees and
helping in planning suitable training and development
programmes for workers.
6. To know the problems faced by workers while doing various
jobs.
7. To provide a basis for comparison to segregate efficient and
inefficient workers.
8. To help management in placement/transfer to workers
according to their capacity, interest, aptitude and
qualifications.
9. To help supervisors to know their subordinates more closely
for increasing their efficiency and improving productivity.
 Merit Rating
Objectives
Job evaluation evaluates the job and the merit rating assess the
worth of a person performing the job.
• Benefits of Merit Rating
• Useful in rewarding the person and the reward can be linked to
the performance.
• Helps to identify the person's potential to perform the assigned
jobs and to decide the future positions he can take up.
• To identify the training needs of the employees.
• Helps in counselling employees regarding their strengths and
weaknesses.
• It motivates employees to perform better.
• Acts as a constructive performance appraisal system.
 Merit Rating
Objectives

Requirements of a sound Merit Rating system:

• The merit rating system should be transparent in the sense that
it should be known to everyone.
• The criteria should be fixed and known to the rater as well as
to the rate.
• There should not be any bias or ambiguity.
• The rating should be done at the prefixed intervals.
• It should be related to the job related behaviour only.
• It should act as a basic for sound reward system.
 Merit Rating
Methods
Ranking method:

• This is the conventional and easy method. Normally the

employees are ranked in the order from best to worst.
This is applicable to industries where number of people
are few.
• The limitation of this method is that it cannot indicate
specific strengths and weaknesses. Ranking becomes
difficult as the number of employees increase.
 Merit Rating
Methods
Paired comparison method:

• In this method, the rater compares each employee in a

group with all the remaining employees.

• The performance is the only parameter for comparison.

This also becomes difficult to compare if the group is
large.
 Merit Rating
Methods
Forced choice method:

• In this method, for each trait or behaviour number of

statements‘ are given and the rater is required to select
only one statement which describes the particular
behaviour of the employee being evaluated.
• This method is called forced choice because the rater is
forced to check only one statement and is not allowed to
describe behaviour in his own words. This is most
popular method used for rating of lower cadre staff.
 Merit Rating
Methods
Checklist method:

• These are the lists made up of series of questions or

statements which are concerned about the important
aspects of employees performance on the job. The process
of rating simply consists of checking those questions
concerned to rater and answering the questioning "YES“
or “NO". It is easy to compare the employees by this
method.
 Merit Rating
Methods
Scale method:
• This is widely accepted method in industries. The scale is
constructed to define the various degrees of the traits.

There are two types of scale plans:

• Continuous scale: Here the scale is constructed to
represent the highest to lowest degree of required trait:
• (a) Numerical scale, (b) Description scales.
• Discontinuous scales: This is the scale which gives
elaborate description of facts needed for rating.
 Leading
The Concept of Directing/leading

• Directing is the part of the management function, which

actuates the organization members to work efficiently and
effectively for the attainment of organization’s objectives.

• Planning, organizing, staffing are merely preparations for

doing the work. The work actually starts when the
managers start performing the directing function.
 Leading
The Concept of Directing/leading

• Directing is the interpersonal aspect of management,

which deals directly with influencing, guiding,
supervising and motivating the subordinates for the
accomplishment of pre-determined objectives.

• Leadership success is a necessary but not sufficient

condition for managerial success. A good manager is
always a good leader, but a good leader is not
necessarily a good manager.
 Leading
Managing

• Managing is to have charge of any activity

• Managing is to exert control over any activity
• Managing is To direct or supervise any activity
• Managing is to succeed in accomplishing, achieving,
producing any activity.
 Leading
Leadership

• Process of influencing others to work towards the

attainment of certain goals.

• “Leadership is the ability to influence a group

towards achievements of goals.”
- Stephen P. Robbins
 Leading
Leadership

Management requires utilization of various resources

through human resource. Therefore, it is essential
element of management
 Leading
Qualities of Leadership
Personal Qualities:
• Physical fitness
• Self-confidence
• Intelligence
• Vision and Foresight
• Sense of Responsibility
• Human Character
• Optimistic Outlook
• Flexible Attitude
 Leading
Qualities of Leadership
Managerial Qualities:
• Technical Knowledge
• A Moderate State of Mind
• Organizing Ability
• Motivation and Communication Skills
• Human Relation Expert
• Wider Perspective
• Ability of Judgment
• Knowledge of Psychology
 Leading
Individual Differences

Individuals are different in characteristics, needs, and

objectives.
People differ from each other due to:
1. Internal Factors: Age, sex, education, perception,
abilities, skills, etc.
2. External Factors: Organizational structure, culture,
norms, working environment, physical facilities, level
of technology etc.
 Leading
Types/ Styles of Leadership

1. Autocratic Style

2. Democratic Style

3. Laissez-Faire Style
 Leadership

1. Autocratic

Leadership Style
 Leadership

2. Democratic

Leadership Style
 Leadership

3. Laissez-Faire

Leadership style
Leading
 Leading

Autocratic Democratic Laissez Faire

 Leading
AUTOCRATIC STYLE

• Use statements like “Do what you are told and do not ask
any questions”
• Leads to poor morale, frustration and conflict between
leaders and followers
• Holds threat of penalties and punishment with rewards
and praises too.
• Take credit for accomplishments but put blame for failure
on their subordinates
 Leading- Autocratic Style

Advantages Disadvantages

• Quick decision making • Negative motivation

• Maintain discipline • Lack development of
subordinates
• One way communication
• Not preferred by
subordinates
 Leading
DEMOCRATIC STYLE

• Participative Style
• Decentralized authority and decision making
• Encourage subordinate to participate in decision making
• Plans and policies are prepared by upper level whereas
subordinates are responsible for their implementation
• Improve job satisfaction and morale of employees
• Shows concern for needs, feelings and desire of
employees
 Leading- Democratic Style
Advantages
• Development of
subordinates
• Better decision making with
the views of subordinates
• Increase employee
satisfaction
• Subordinates become
responsible
• Two way communication
Disadvantages
• Time consuming for
decision making
• Leader may be
misinterpreted as
incompetent and inefficient
• Leaders may try to avoid
responsibility
• May cause indiscipline
 Leading
LAISSEZ-FAIRE STYLE
• Leader delegates the decision making authority to
subordinates
• Subordinates plan, organize, motivate and control their own
activities
• They are responsible for their own actions
• Leader avoids power and responsibility
• Role of leader is to provide advice and direction as
demanded by the employees.
• Enjoy freedom
• Self directed, self motivated and self controlled
subordinates
 Leading- Laissez-Faire Style

Advantages Disadvantages

• High level of motivation • No proper direction

• as group runs on its own provided (lack focus)
• High development of • Lack of prompt decision
employees making
• Higher job satisfaction • People avoids responsibility
• Problem of coordination is
created
Leading
 Motivation

• Concept of Motivation

• Importance of Motivation

• Techniques of Motivation
 Motivation
• “Motivation is an individual’s willingness to exert effort
to achieve the organization's goals , conditioned by this
effort’s ability to satisfy individual needs.”
-DeCenzo and Robbins

• The set of forces that cause people to behave in certain

ways.
• The goal of managers is to maximize desired behaviours
and minimize undesirable behaviours.
• Encouraging people (employees) to work harder.
 Motivation
• “Motivation is an individual’s willingness to exert effort
to achieve the organization's goals , conditioned by this
effort’s ability to satisfy individual needs.”
-DeCenzo and Robbins

• The set of forces that cause people to behave in certain

ways.
• The goal of managers is to maximize desired behaviours
and minimize undesirable behaviours.
• Encouraging people (employees) to work harder.
 Motivation
NATURE OR CHARACTERISTICS OF
MOTIVATION

• Unending Process
• Psychological concept
• Inspire and Encourage
• Complex and Unpredictable
• Positive or Negative
• Influence the Behaviour
 Motivation
IMPORTANCE OF MOTIVATION
• Puts human resources into action
• Improves level of efficiency of employees
• Builds friendly relationship and minimizes disputes
• and strikes
• Remedy for resistance to change
• Increases employee satisfaction
• Basis of coordination
• Stability of workforce
• Minimizes supervision cost
• Leads to achievement of organizational goals
 Motivation
TECHNIQUES OF MOTIVATION
• Financial Incentives
• Participation
• Delegation of Authority
• Job Security
• Job Enlargement
• Job Enrichment
• Job Rotation
• Reinforcement
• Quality of Work Life
• Competition
 Morale

Edwin B. Flippo defines it as “a mental condition or

attitude of individuals and groups, which determines
their willingness to co-operate.
 Morale

Good Morale Poor Morale

Evidenced by Evidenced by

1. Employee enthusiasm 1. Surliness

2. Voluntary conformance with
regulations and orders
3. Willingness to cooperate
2. Insubordination
3. Feeling of discouragement
4. Dislikes of the jobs,
company, associates
MORALE RESULTS IN:
• High level commitment, sincerity,
employee loyalty
• Reduction in absenteeism, labour
turnover, grievances
• Increase in discipline
• Reduction in industrial conflicts
• Sound superior-subordinate relations
• Increase in employee pride
• Team building
• Employee empowerment
• Easy implementation of enterprise
resource planning
 Morale
FACTORS AFFECTING MORALE
Roach determined that 12 factors affecting
morale:
• General worker’s attitude towards the company
• General worker’s attitude towards the supervisor
• The level of satisfaction with job standards
• The level of consideration the supervisor shows to his
subordinates.
• The workload and the work pressure level
• The treatment of individuals by the management
 Morale
FACTORS AFFECTING MORALE
Roach determined that 12 factors affecting morale:
• The level of worker’s pride in company& its activities.
• The level of worker’s satisfaction with salaries .
• Worker’s reactions to the formal communication network in
organisation.
• Intrinsic job satisfaction level of the workers.
• Worker satisfaction with the progress and opportunities for
further progression.
• The worker’s attitude towards fellow workers.
 Team Building
Definition of a Team

A team is a small number of people with complementary skills

who are committed to a common purpose, performance goals
and approach for which they hold themselves mutually
accountable.
 Team Building
Phases of Team Building
• Forming

• Storming

• Performing

• Norming

• Adjourning and Transforming

 Team Building
Phases of Team Building

1. Forming
• High degree of guidance is needed
• Individual role is unclear
• Process is not well established
 Team Building
Phases of Team Building

2. Storming
• Understanding how team decisions are made
• Purpose is clear but team relationships are blurry
 Team Building
Phases of Team Building

3. Norming
• Relationships are well understood in the team
• Commitment to team goals
• Begin to work to optimize the team process
 Team Building
Phases of Team Building

4. Performing
• Team is committed to perform well
• Focuses on being strategic
• Team runs well with little oversight
 Communication

• Communication is simply the act of transferring

information from one place, person or group to
another.
Communication- Process
 Communication- Directions
• Upwards

• Downwards

• Lateral
 Communication- Downward
Advantages
• Organizational Discipline
• A Sense of Belonging
• Effective Communication of
Goals
• Superiors are Well Informed
• Useful for Employees
• Useful for Management
Disadvantages
• Distortion
• Slow Feedback
• Time Consuming
• Different Priorities
• Over and Under
Communication
• Authoritarian Approach
 Communication- Upwards

Advantages Disadvantages

• Suggestions and Opinions • Delay

• Motivation • Flattery
• Feedback • Lack Of Initiative
• Favourable Environment • Inefficiency
 Communication- Lateral

Advantages Disadvantages

• Informal Relationship • Waste Of Time

• Dynamism • Rivalry
• No Misunderstanding • Low Productivity
• Departmental • Positional Problem
Communication • Lack Of Motivation
• Positional Problem
 Controlling

What is controlling

• A process of monitoring, comparing, correcting

performance and taking action to ensure desired results.

• It sees to it that the right things happen, in the right ways,

and at the right time.
 Controlling
Importance of controlling

• The value of the control function can be seen in three

specific areas:

Planning
Empowering Employees
Protecting the workplace
 Controlling
Process of controlling

1. Establish objectives and standards

2. Measure actual performance

3. Comparing Results with Objectives and Standards

4. Taking Corrective Action

 Controlling
Types of Control
On the basis of time of action, There are three types of
controls

1. Feed Forward control- It anticipate the problems

2. Concurrent control- Corrects problems as they happen
3. Feedback control- Corrects problems after they occur
 Controlling
Types of Control

1. Overall Control: Overall controls are designed to

measure the success of organization as a whole, against
organizational objectives.

2. Preventive control: Preventive controls are based on the

philosophy of preventing undesirable deviations from
occurring, by developing and maintaining a highly
qualified managerial staff.
 Controlling
Types of Control
Overall Control Characteristics:
1. Strategic and Result oriented
2. Understandable
3. Timely
4. Positive in nature
5. Fair and Objective
6. Flexible
7. Encourage self control
 Courtesy:
Prof.. S. R. Khiste