Lesson 4
Lesson 4
Lesson 4
Summery
Management, has therefore, been defined as a process of
getting things done with the aim of achieving goals
effectively and efficiently.
Self-
Actualization
Esteem
Social
Safety
Physiological
Herzberg’s Motivation-Hygiene Theory
– intrinsic characteristics consistently related to job
satisfaction
• motivator factors energize employees
– Extrinsic characteristics consistently related to
job dissatisfaction
• hygiene factors don’t motivate employees
– proposed dual continua for satisfaction and dissatisfaction
– theory enjoyed wide popularity
• influenced job design
– theory was roundly criticized
Herzberg’s Motivation-Hygiene Theory
Contemporary Theories Of Motivation
Encoding Decoding
Noise
Sender Message
Feedback
Process Of Interpersonal Communication (cont.)
Paraphrase
Don’t overtalk Active
Listening
Exhibit affirmative
head nods and
Avoid distracting appropriate
actions or facial expressions
gestures Ask questions
Organizational Communication
Formal Communication
– communication that follows the official chain of command
or is communication required to do one’s job
– takes place within prescribed organizational
work arrangements
Informal Communication
– not defined by the organization’s structural hierarchy
– fulfills two purposes
• permits employees to satisfy their needs
for social interaction
• creates alternative, and frequently faster
and more efficient, channels of communication
Direction of Communication Flow
– Downward - flows from a manager to subordinates
• used to inform, direct, coordinate, and
evaluate
employees
– Upward - flows from subordinates to managers
• keeps managers aware of employees’ feelings
• source for ideas on improving operations
• amount of upward communication
affected by the culture of the organization
– trust and empowerment increase upward flow
– mechanistic and authoritarian
environment decrease upward flow
Direction of Communication Flow (cont.)
– Diagonal - cuts across both work
areas and organizational levels
• benefits efficiency and speed
• e-mail facilitates diagonal communication
Three Common Organizations Communication Networks and How They Rate on
Effectiveness Criteria
Controlling
“An Organization Without Control is Like Driving
A Vehicle Without Break”
Controlling
Controlling is the process of regulating organizational
activities, so that actual performance conforms to the
expected organizational standards and goals.
According to Robert J Mockler, Management control is
a systematic effort to set performance standards
with
planning objectives;
to design information feedback systems;
to compare actual performance with these predetermined
standards;
to determine whether there are any deviations and
to measure their significance
Importance of Controlling
Control provides an organization, with the system, to
cope with uncertainties, detect irregularities, identify
opportunities, decentralize the authority and minimize
costs.
Levels of Control
Strategic control: Under strategic control, the top level manager
examines the environmental factors that affect the viability of
strategic plans, assesses the effects of strategic actions and
ensures the implementation of such strategic plans.
Tactical control: Under tactical control, the middle level manager
implements tactical plans at their departmental levels. They will
be engaged in monitoring of the periodic results, taking
corrective actions etc.
Operational control: The lower level managers are engaged in
operational activities such as implementation (of day-to-day
plans), monitoring and taking corrective actions, wherever
necessary.
Control Process
There are six steps in the control process. These are:
Determining areas to control
Establishing performance standards
Measuring actual performance
Comparing measured performance against
established
standards
Taking corrective action when necessary
Adjusting standards and measures
Requirements for Effective Control
Controls systems should reflect planning
They should be understandable
Cost effective
Controls should focus attention on critical areas
Flexible
Multidimensional
Timeliness
Accuracy
Major control systems
There are six major control systems – financial control
system, budgetary control system, quality control system,
inventory control system, operations management and
computer based information system.
Managerial level
Based on the managerial level, control systems differ. For
instance, top-level management controls the
financial
aspects; middle level management is responsible for
budgetary activities; lower level is
quality control (product
management responsible for and service
quality) and inventory control (stocks and
inventory levels).
Timing
Timing controls are most effective, when they are applied
at key places. Supervisors can implement controls, either
before the process begins (feed forward), or during the
process (concurrent), and even after it ceases (feedback).
Financial Control
Financial control, is the control of financial resources. They
have a special prominence in organizations. The most
common financial control techniques are financial
statements, ratio analysis and auditing. These compare an
organization's performance to its budgets.
Four types of financial ratios are particularly important for
managerial control. They are
Liquidity ratio
Asset management ratio
Debt management ratio
Profitability ratio
Budgetary Control
The purpose of budgetary control is to find out how the
activities of an organization are progressing. To
achieve
budgetary control, actual results are compared and
with anticipated results as provided in the
measured
budget.