ppm session revision end term
TRANSCRIPT
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PPM Session # 21
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Authority and Power
Power is the ability of individuals or groups
to induce or influence the beliefs or actions
of other persons or groups. Authority is the right in a position to
exercise discretion in making decisions
affecting others.
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Different Bases of Power Legitimate power normally arises from
position and derives from our cultural systemof rights, obligations, and duties whereby aposition is accepted bypeople as beinglegitimate.
Expertpower is the power of knowledge.
Referentpower is influence thatpeople orgroups may exercise because people believe inthem and their ideas.
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Different Bases of Power cont
Reward power is the power to grant or
withhold rewards, such as high grades given
by a universityprofessor.
Coercive power is closely related to reward
power and normally arises from legitimate
power; it is the power to punish.
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What is Empowerment?
Employees, managers, or teams at all levels in
the organization have the power to make
decisions without asking their superiors for
permission.
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Scalar Principle in Organization
The clearer the line of authority from the
ultimate managementposition in an
enterprise to every subordinate position, the
clearer will be the responsibility for decision
making and the more effective will be
organizational communication.
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Line, Staff, and Functional Authority
Line authority is the relationship in which asuperior exercises direct supervision over a
subordinate. Staff relationshipis advisory.
Functional authority is the right delegated toan individual or a departmentto controlspecified processes, practices, policies, orother matters relating to activities undertakenbypersons in other departments.
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Decentralization ofAuthority
Decentralization is the tendencyto disperse
decision-making authorityin an organized
structure.
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Different Kinds of Centralization
1. Centralization ofperformance pertains to geographic
concentration; itcharacterizes, for example, a company
operating in a single location.
2 Departmental centralization refers to concentration of
specialized activities, generally in one department. For
example, maintenance for a whole plant may be carried
out by a single department.
3. Centralization of management is the tendencyto restrictdelegation of decision making. Ahigh degree of authority
is held at or near the top.
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The process of delegation involves:
Determining the results expected from aposition.
Assigning tasks to the position.
Delegating authority for accomplishing thesetasks.
Holding the person in thatposition
responsible for the accomplishment ofthetasks.
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Personal Attitudes Toward Delegation
Receptiveness willingness to delegate
authority
Willingness to let go Willingness to allow mistakes by subordinates
Willingness to trustsubordinates
Willingness to establishand use broadcontrols
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Overcoming Weak Delegation1. Define assignments and delegate
authority in light of results expected.
2. Selectthe person in light ofthe job to bedone.
3. Maintain open lines ofcommunication.
4. Establishproper controls.
5. Reward effective delegation and
successful assumption of authority.
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PPM Session # 22
Prof. Rupal Dureha
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What is the best way of organizing?
There is no one best way; it depends on the
specific situation.
Establishment ofobjectives and orderlyplanning are necessary for good organization.
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What are the Advantages of
Organization Planning?
Helps determine future personnel needs and
required training programs.
Discloses weaknesses, e.g., duplication ofeffort, unclean lines of authority.
radtapeism
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How to Avoid Organizational
Inflexibility?
Throughreorganization
Throughreadjustment and change
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How to Make StaffWork Effective?
Understanding authority relationships.
Making line listen to staff.
Keeping staffinformed.
Requiring complete staff work.
Making staff work a way oforganizational
life.
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Avoiding Conflict by Clarification
Organization Charts
An organization chart indicates how
departments are tied together along theprincipal lines of authority.
Advantages clear line up , resolve conflict
limitations- competition, show formal relation
Position Descriptions A good position description informs everyone
ofthe incumbent's responsibilities.
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Fig. 10-1 Formal and Informal
Organization
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How to Ensure Understanding of
Organizing? Byteaching the nature of organizing.
By recognizing the importance of informal
organization and the grapevine.
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PPM Session # 23Prof. Rupal Dureha
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Communication Process
What is
communication?
What is theImportance of
communication?
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Shannon-Weaver Model
(Information Theory)
SourceTransmitter
(Encoder)Channel
Receiver
(Decoder)Destination
Message Signal Signal Message
Noise Present
In Channel
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Berlo Model
(dynamicprocess model)
Sender
IdeasNeeds
Intentions
Information
Purpose
Encoder
Motor Skills
MuscleSystem
SensorySkills
Message
Code
Set ofsymbols
Channel
Medium
Carrier
Decoder
MotorSkills
MuscleSystem
Sensory
Skills
Sender
Ideas
Needs
Intentions
Information
Purpose
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Transactional Process Model
(engage each n everyperson)
Sender Message Encoding Channel Receiver Decoding Message
Feedback
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Two Way Communication
Problems in two waycommunication.
-polarization
-cognitive dissonance against of value
Significance ofcommunication.
1. Information Function.
2. Command and Instructive Function.
3. Influence and Persuasive Function.
4. Integrative Function.
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Formal Channel
Single chain-
Wheel-no communication
Circular-communication beetwin twosabordinate
Free Flow-koi kisi se baat ker sakta h
Inverted V- sabhi uper vale se baat ker sakteh(dean se b n sandep sir se b)
Single channel Vs Multiple Channels-
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Informal Channel
Grapevine-
Grapevine Network
1. Single Stranded- intervene (jinse kam ho)2. Gossip- kisi se b
3. Probability-ramdamly selectcommunicate
4. Cluster-jinpe trustho Accuracy in Grapevine-daughter ka example
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Communication Network
Formal Communication
1. It is based on formalorganization relationships.
2. Channels ofcommunication
are prescribed.3. It is rigid as deviations are not
allowed.
4. Speed of message travel isslow because offormalization.
5. Chances of messagedistortion are low.
6. It is treated as authentic.
Informal Communication
1. It emerges outof socialinteractions among thepeople.
2. Channels ofcommunicationdepend on individuals relationships.
3. Itis quite flexible becausenothing is prescribed
4. Message travels faster.
5. Messages are often distorted.
6. It is not authentic even ifthemessage is correct.
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Informal Communication
Positive Aspect Fastest speed
Highcomfortlevel.
Fill in the loopholes of
formal communicationchannels
Maintenance of informalexecutive organization asall essential means of
communication. Easier communication of
intangible facts.
Negative Aspect Less orderly
Less static.
May lead to difficulties.
Irresponsibility may leadto trouble.
Responsibility for falseinformation.
Modification of messageis possible.
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Rumour
Synonym of Informal communication.
Grapevine communication.
No standards ofevidence. Mostly incorrectinformation.
Dependent on the perceptions ofthe various
individuals. Modification of information occurs according
to the individuals.
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Oral Communication
Merits :-
1. Easy
2. Effective3. Instant Feedback
4. Facility for informal communication
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Oral Communication
Demerits of Oral Communication
1. Lack of Proof.
2. Lack ofAuthenticity.3. Time Consuming.
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Written Communication
Merits:-
1. Authenticity
2. Proof for future reference.3. Communication to distance Places.
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Written Communication
Demerits :-
1. Costly.
2. Overemphasis on Formalization.3. Lack of Secrecy.
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Non Verbal Communication
Kinetics
Important aspects of non verbal
communication:-1. The gesture should have universal meaning.
2. Congruency of meaning both on senders and
receivers part.
3. Action speaks louder than words.
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Semantic Barriers
Symbols with different meanings.
Badly expressed message.
Faulty translations. Un clarified Assumptions.
Specialists Language.
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PPM Session #24
Prof. Rupal Dureha
As important as it is to learn for the future, it is
equally important to unlearn the past and removeits bagasse.
- C.K. Prahlad
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Nature of Organizational change
Affects the equilibrium.
Affects the entire organization.
It is a continuous process.
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Planned Change
Planned change is the deliberate design and
implementation of a structural innovation, a
new policy or goal, or a change in operating
philosophy, climate, or style.
-Thomas and Bennis
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Technology
-new one-processer
Structure
Task
-
People-skill n behavours
Factors in planned change
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Objectives of Planned Change
Environmental Adaptations.
Individual Adaptation.
Structural Adaptation. Technological Adaptation.
Task Adaptation.
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Process of Planned Change
IdentifyingNeed forChange
Elementtobe
changed
Planningfor change
Assessingchangeforces
Actions forchange
Unfreezing
Changing
Refreezing
Feedback
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Human Response to change
Resistance
Indifference
Acceptance
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Individual Factors for Resistance to
Change
Problem of adjustment.
Economic reasons.
Obsolescence of Skills. Emotional Factors:-
1. Fear ofunknown.
2. Ego Defensiveness.
3. Group Norms.
4. Social Displacement.
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Organizational Factors for Resistance
to Change
Threatto power and influence.
Organization structure.
Resource constraints. Sunk costs.
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PPM Session #26
Prof. Rupal Dureha
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Resources
Sense of
competence
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Alderfer's ERG Theory
ERG theoryhas three categories: existence
needs, relatedness needs, and growth needs.
Need Hierarchy ERG Theory
SelfActualization
Esteem- Self
Others
Social
Security
Physiological
Growth
Relatedness
Existence
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Equity Theory
Equitytheory refers to an individuals subjective judgment
aboutthe fairness ofthe reward he or she gets, relative to
the inputs, in comparison withthe rewards of others.
Outcomes by another
Outcomes by a person person
------------------------------ = -----------------------------
Inputs by a person Inputs by anotherperson
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Equity Theory
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Herzbergs Motivation-Hygiene Theory
Dissatisfiers are not motivators. They are also
called maintenance, hygiene, or job-context
factors.
Satisfiers are motivators and are related to job
content.
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Maslows Hierarchy of Needs
Comparison of Maslows and Herzbergs
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Comparison of Maslow s and Herzberg s
Theories of Motivation
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PPM Session #27Prof. RupalDureha
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Staffing
Staffing is the function by whichmanagers
build an organization throughthe recruitment,
selection and developmentof individuals as
capable employees.
- McFarland
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Importance of Staffing
Filling the organizational positions
Developing Competencies
Retaining Personnel- acche logo ko rakhna
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Methods of Performance Appraisal
Based on traits
Ranking Method-
Paired Comparison Grading
Forced- Distribution Method
Forced-choice Method
Check-listMethod
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Methods of Performance Appraisal
Critical Incidents Method
Graphic scale Method- linier rating scale,most
useable
EssayMethod
Field Review Method
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Role of Training & Development
Increase in the efficiency.
Increase in the Morale of Employees.
Better Human Relations.
Reduced supervision.
Increased organizational visibility and
flexibility.
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PPM Session # 28
Prof. Rupal Dureha
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Choosing Appraisal Criteria
Appraising against verifiable preselected
goals has extraordinary value.
The system of measuring performanceagainstpreestablished objectives should be
supplemented by an appraisal of a manager
as a manager.
A i i M A i
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Appraising Managers Against
Verifiable Objectives
A network ofmeaningful and attainable
objectives is basicto effective managing.
Management by objectives must be a wayof managing, a way ofplanning, as well as
the keyto organizing, staffing, leading, and
controlling.
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The Appraisal Process
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Subjective vs. Objective Evaluation
Appraisal should focus on results. But one
must be careful to avoid the numbers game.
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Judging vs. Self-appraisal
The MBO philosophyplaces emphasis on self-
control and self-direction.
A i t f
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Assessing pastperformance versus
future development
One should learn from past mistakes, and
translate these insights into development
plans for the future.
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Three Kinds ofAppraisals:
1. Formal comprehensive review
2. Progress or periodicreviews
3. Continuous monitoring
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Session No# 29
Prof. Rupal Dureha
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Leadership is the art or process of influencing
people so thatthey will strive willingly andenthusiastically toward the achievement of
group goals.
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Ingredients of Leadership
1. Power
2. A fundamental understanding ofpeople
3. The abilityto inspire followers to apply
their full capabilities
4. The leaders style and the development of
a conducive organizational climate
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Fundamental Principle of Leadership
Since people tend to follow those who, in their
view, offer them a means of satisfying their
personal goals, the more managers understand
what motivates their subordinates and how these
motivators operate, and the more they reflectthis
understanding in carrying outtheir managerial
actions, the more effective they are likelyto be as
leaders.
i d h i i h
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Trait and CharismaticApproaches to
Leadership
Attemptto identify leadershiptraits
Great Man theory assumes that leaders areborn and not made
Lost much of its acceptability has limitations
Discussion continuous
See also studies by Robert House on
charismaticcharacteristics of leaders
L d hi S l B d U f
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Leadership Styles Based on Use of
Authority
The autocratic leader commands and expectscompliance, is dogmatic and positive, and leads bythe abilityto withhold or give rewards andpunishment.
The democratic, or participative, leader consultswith subordinates and encourages theirparticipation.
The free-rein leader uses power very little, if at all,giving subordinates a high degree of independence.
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Flow of Influence with Three LeadershipStyles
The Managerial Grid T
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The Managerial Grid The grid has two
dimensions:
1. concern for people
2. concern for
production.
Impoverished
(dhila dhala)
Team
managerCountry club
Ideal
manager
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Leadership as a Continuum
Leadershipcontinuum conceptualizes
leadership as involving a variety of styles,
ranging from one that is highly boss-centered
to one that is highly subordinate-centered.
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PPM Session #31
Prof. Rupal Dureha
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Organizational Development
Systematic approach Tool for change management
Long range programme
Change ofbehavioral attitudes Performance driven
Continuous cyclicprocess
Complex
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Organizational Development
Organizational development is a long-rangeeffortto improve an organizations problemsolving and renewal processes, particularlythrough a more effective and collaborative
management of organization culture withspecial emphasis on the culture of formalwork teams withthe assistance of a changeagent, or catalyst, and the use ofthe theory
and technology of applied behavioral scienceincluding action reach.
Comparison Management Vs Organizational
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Comparison Management Vs Organizational
Development
Factors ManagementDevelopment OrganizationalDevelopment
Objectives Improving managers contribution to goal
accomplishment
Change the nature ofthe
organization
Focus Train and equip employees and
managers to perform better in existing
organization
Focus on design not on the
managers, focus on achieving
improvements in design
Approach Educative and training Problem solving approach
Time Short Range Long term strategy for organizational
innovation and renewal
Specialist No special requirements Trained specialist required
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Role of OD To place emphasis on humanistic values and goals
consistent withthese values.
To treat eachhuman being as a complex personwith a complex set of needs importantto hiswork and his life.
To increase the level of enthusiasm and personalsatisfaction at all the levels ofthe organization.
To increase the level of self and groupresponsibility in planning and its implementation.
To increase the openness ofcommunications inall directions vertically, horizontally and laterally
To create an environment in which authority ofassigned role is augmented by authority based on
knowledge and skills.
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Criticism
ODtries to achieve ideal withouttaking intoaccount real.
OD makes people unfit for the real
organizational world.
ODputs undue pressure on change.
Lacks motivation.
Huge money investments.
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Efforts for usage of OD
Support oftop management. S.M.A.R.T designing of Programmes.
Giving sufficienttime for realization.
Need specific interventions of OD. Competent ODconsultants.
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Process of OD
Problem identification and Diagnosis. Planning for change.
Intervention in the System.
Evaluation and feedback.
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SelfDevelopment
Self-control refers to those behavior that anindividual deliberatelyundertakes to achieve
self-selected outcomes. The individual
employee selects the goals and implements
the procedures to achieve these goals.
- Henry Sims
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PPM Session # 32& 33
Prof. Rupal Dureha
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What is a Committee?
Acommittee is a group ofpersons to whom,
as a group, some matter is committed.
Similar to the board, commission, task force,
team, self-managing team, self-managed work
group, or autonomous work group.
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Four Stages of GroupDevelopment:
1. Forming (the members ofthe group gettoknow each other)
2. Storming (the members ofthe groupdetermine the objective ofthe meetingand conflict arises)
3. Norming (the group agrees on norms and
some behavior rules)4. Performing (the group gets down to the
task)
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Kinds of Committees
Committees can be
Formal
Informal
Permanent
Temporary
Reasons for Using Committees and
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Reasons for Using Committees and
Groups
Group deliberation and judgment
Fear oftoo much authority in a single person
Representation of interested groups Coordination of departments, plans, and policies
Transmission and sharing of information
Consolidation of authority
Motivation throughparticipation
Successful Operation of Committees
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Successful Operation of Committees
and Groups
Need for clear authority
Consider size and complexity
Select members carefully
Consider the subject matter
The importance ofthe chairperson
Effective use ofthe minutes Acommittee must be worth its costs
Increased Complexity or Relationships
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p y p
Through Increase in Group Size
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Additional Group Concepts
A group may be defined as two or more
people acting interdependently in a unified
manner toward the achievement ofcommon
goals.
Characteristics of groups
Norms refer to the expected behavior of group
members.
Which Comparison Line is the Same
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Which Comparison Line is the Same
Length as the Standard Line?
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Definition of Teams
Ateam is a small number ofpeople with
complementary skills who are committed to a
common purpose, set ofperformance goals,
and approach for whichtheyhold themselvesmutually accountable.
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What is a Self-Managing Team?
It is a group with members who have a variety
of skills needed to carry out a relatively
complete task.
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What is Virtual Management?
Virtual managementhas been described as
the abilityto run a team whose members
arent in the same location, dont reportto
you, and may not even work for yourorganization.
Conflict in Committees Groups and
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Conflict in Committees, Groups, and
Teams
Conflicts may arise between individuals,
between groups, and between the
organization and its environment.
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Prof. Rupal Dureha
PPM Session # 34
ll
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Controlling
Control refers to the task of ensuring that
activities are producing the desired results.
Control in this sense is limited to monitoring
the outcome ofthe activities, reviewingfeedback information aboutthis outcome, and
if necessary, taking corrective action.
ll
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Controlling
Futuristicperspective
Control is both an executive process as well as
a result oriented process.
Control is a continuous process.
Acontrol system is a coordinated integrated
system.
f lli
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Importance of Controlling
Adjustments in operations.
Policy verification.
Managerial responsibility.
Psychological Pressure.
Coordination in action.
Organizational Efficiency and effectiveness.
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Inputs Processing Outputs
Feed forward
controlConcurrent control
FeedbackControl
Stages of control
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PPM Session # 35
Prof. Rupal Dureha
Wh i B d i ?
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What is Budgeting?
Budgeting is the formulation ofplans for a
given future period in numerical terms.
Zero-base budgeting is dividing enterpriseprograms into packages composed of
goals, activities, and needed resources and
calculating the costs for eachpackage from
base zero.
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Time-Event Network Analyses
Gantt Charts The Ganttchart shows the time relationships between the events
of a production program.
Milestone Budgeting Program Evaluation and Review Technique (PERT)
PERT is a time-event network analysis system in whichthe variousevents in a program or project are identified, with a planned timeestablished for each.
The critical path is the sequence of events thattakes the longesttime and has zero (or the least) slack time.
T iti f G tt
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Transition from Gantt
Chartto PERT
G tt h t
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Originated by H.L.Gantt in 1918
Gantt chart
Advantages
- Gantt charts are quite commonly used.
They provide an easy graphical
representation of when activities (might)
take place.
Limitations
- Do not clearly indicate details regarding
the progress of activities
- Do not give a clear indication of
interrelation ship between the separate
activities
PERT Flowchart
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PERT Flowchart
Th P j N k
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The Project Network
Use of nodes and arrows
Arrows An arrow leads from tail to head directionally
Indicate ACTIVITY, a time consuming effort that is required to perform a part
ofthe work.
Nodes A node is represented by a circle
- Indicate EVENT, a point in time where one or more activities start and/or
finish.
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Activity on Node & Activity on Arrow
Activity on Node
- Acompletion of an activity is
represented by a node
Activity on Arrow
- An arrow represents a task,
while a node is the completionof a task
- Arrows represent order of events
A ti it Sl k
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Activity Slack
Each eventhas two importanttimes associated with it :
- Earliesttime , Te , which is a calendar time when a eventcan occur when allthe predecessor events completed atthe earliestpossible times
- Latesttime , TL , which is the latesttime the eventcan occur with outdelaying the subsequent events and completion ofproject.
Difference between the latesttime and the earliesttime of an event is the
slack time for that event
Positive slack : Slack is the amount oftime an event can be delayed withoutdelaying the projectcompletion
Critical Path
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Critical Path
Is thatthe sequence of activities and events
where there is no slack i.e.. Zero slack
Longestpaththrough a network
minimum projectcompletion time
Benefits of CPM/PERT
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Benefits of CPM/PERT
Useful at many stages ofproject management
Mathematically simple
Give critical path and slack time
Provide project documentation
Useful in monitoring costs
Questions Answered by CPM & PERT
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Questions Answered by CPM & PERT
Completion date?
On Schedule?
Within Budget?
Critical Activities?
How can the project be finished early atthe least
cost?
Limitations to CPM/PERT
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Limitations to CPM/PERT
Clearly defined, independent and stable activities
Specified precedence relationships
Over emphasis on critical paths
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Information Technology
Data are the raw facts that may not be veryuseful until they become information, i.e., afterthey are processed and become meaningful and
understandable bythe receiver. The management information system is a formal
system of gathering, processing, and dispersinginformation internal and external to the
enterprise in a timely, effective, and efficientmanner to support managers in their jobs.
Opportunities and Challenges
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Opportunities and Challenges
Created by Information Technology Resistance to computer use
Speech recognition devices
Telecommuting
Telecommuting means working at a computer terminal athome instead
ofcommuting to work. Computer networks
The Internet
Other types of networks
Intranet and extranet
Groupware Groupware makes itpossible for a group ofpeople on a network to
collaborate with others over long distances atthe same time.
Information security
The Digital Economy
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The Digital Economy,
E-Commerce, and M-Commerce The emerging digital economy
Four kinds of Internettransactions
Business to Consumers (B2C)
Consumer to Business (C2B)
Consumer to Consumer (C2C)
Business to Business (B2B)
M-commerce and wirelesscommunications
Customer Relationship Management (CRM)
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Customer Relationship Management (CRM)
Focusing on the needs ofcustomers
Coordinating of sales, marketing, & service
CRM means promoting the interactions
between customer and the company bycollecting, analyzing and using the informationto serve the client
Concern aboutcost & privacy
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PPM Session # 36
Prof. Rupal Dureha
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What is Productivity?
Productivity is the
output-input ratiowithin a time period
with due consideration
for quality.
Production and Operations
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Management: Manufacturing and
Service Production management deals withthose
activities necessaryto manufacture
products. Operations management deals with
activities necessaryto produce and delivera service as well as a physical product.
Operations
M
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Management
System
Steps in Product and Production
Design an Illustration
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Design - an Illustration1. Create product ideas by examining consumer needs and screening
the various alternatives.2. Selectthe product on the basis of various considerations, including
data from market and economic analyses, and make a generalfeasibility study.
3. Prepare a preliminary design by evaluating various alternatives,taking into consideration reliability, quality, and maintenance
requirements.
4. Reach a final decision by developing, testing, and simulating theprocesses to see ifthey work.
5. Decide whether the enterprise's current facilities are adequate or ifnew or modified facilities are required.
6. Selectthe process for producing the product, and consider thetechnology and the methods available.
7. After the product is designed, prepare the layout ofthe facilities tobe used, plan the system ofproduction, and schedule the varioustasks that must be done.
Tools and Techniques for Improving
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Tools and Techniques for Improving
Productivity Inventoryplanning and control Just-in-time inventory system
The supplier delivers the components andparts to the production line only when neededand just in time to be assembled.
Outsourcing
Production and operations are contracted tooutside vendors thathave expertise in specificareas.
Inventory Control Model
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y
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