Management in IT

Summary of learning outcomes

Staff management Organisational requirement Strategic planning Current development in IT

1. Staff management
Staff recruitment: job descriptions, selection criteria, preparation for interview, administrative and induction processes, line management structure Motivation of staff: current theories, leadership, participation, management of change, team structure and management Staff administration: scheduling including links with project management, monitoring performance, appraisal, implications for contract staff

2. Organizational requirements
Organization charts: roles and responsibilities of employees, organization charts for IT departments and other functional areas Financial planning and control: investigation of an organisations budgetary procedures, bidding procedures, budgetary monitoring systems, production of financial reports Software tools for management: investigation of available tools (eg. diary systems, spreadsheets, intranet, decision support systems), identification of tools with appropriate applications, project management software, management information systems

3. Strategic planning
Strategic planning: the aim of strategic planning, the role of IT developments in strategic planning Maintaining currency: research methods (eg. periodicals, internet, conference etc.), networking (human contacts), accreditation Senior management links: production of necessary documentation (reports, briefs etc), the role of service level agreements, the need for security and disaster planning

4. Current developments in information technology

Impact issues: how developments in information technology affect strategic planning Developments: identify a range of new developments in information technology and also examine the role that the internet has had on organisational environments and strategic planning.

What is management?

Management is the process of getting activities completed efficiently and effectively with and through other people Process of planning, organizing, leading (directing) and controlling the work and resources connected to the organization to achieve the goals of the organization

Definition of Management
Henry Fayol To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control". Peter F. Drucker "Management is a multipurpose organ that manages a business and manages managers and manages worker and work". Koontz and O'Donnel "Management is defined as the creation and maintenance of an internal environment in an enterprise where individuals working together in groups can perform efficiently and effectively towards the attainment of group goals".

Management functions
Functions of management are goal-directed, interrelated and interdependent.
Organizing

Planning

Staffing

Controlling

Leading

A managers job consists of planning, Organizing, Staffing, Leading and Controlling work and the resources of the organization. These include people, jobs or positions, technology, facilities and equipment, materials and supplies, information, and money.

Planning

The process of establishing the business mission and goals and a suitable course of actions and resources needed for achieving those goals.

Establish course of actions and resources needed to achieve goals

Strengths and weakness of the organization (perform self audit determine the present status of the organization ) Internal Appraisal Opportunities and threats Environmental Analysis posed by the environment

Generate alternative actions and resources needed Evaluate alternatives and decide on the best one Revise and adjust the plan in light of control results and changing conditions Communicate throughout the planning process

Planning Terminology

Vision : Non-specific directional and motivational guidance or the entire organization. Mission : A mission is the purpose of the organization. Goals : Goals are specific statements of anticipated results that further define the organizations objectives.

SMART
SMART Specific, Measurable, Attainable, Rewarding and Timed

S M A R T

= Exactly what is my objective? = What would a good job look like? = Is my objective feasible? = Is my objective meaningful? = Is my objective traceable?

Establish goals
Determine the present status of the organization Identify stakeholders of the organization and their interests in being part of the organization Identify the importance and power of each category of stakeholders Forecast future situation Decide on goals

Strategic Planning
A strategy is a course of action created to achieve a long term goal.

Strategy Planning is the process of developing and analyzing the organizations mission, overall goals, general strategies, and allocating resources.

Develop related strategies (tactical and operational).

Tactical plans are based on the organizations strategic plan. In turn, operational plans are based on the organizations tactical plans.

Tactical Plans
Tactical Plans have shorter time frames and narrower scopes than strategic plans. Tactical planning have specific implementing the strategic plan. ideas for

It is the process of making detailed decisions about what to do, who will do it, and how to do it.

Operational plans
Supervisors implement operational plans that are short term and deal with the day to day work of their team. Supervisors set standards, from schedules, secure resources, and report progress. They need operations, equipment. very detailed reports personnel, materials, about and

Internal Environment

Internally, an organization can be viewed as a resource conversion machine that takes inputs (labor, money, materials and equipment) from the external environment (i.e., the outside world), converts them into useful products, goods, and services, and makes them available to customers as outputs.

External Environment

It consists of all the outside institutions and forces that have an actual or potential interest or impact on the organizations ability to achieve its objectives: competitive, economic, technological, political, legal , demographic, cultural, and ecosystem.

SWOT Analysis
(Strength, Weakness, Opportunities, Threats)

A SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities and Threats involved in a project or in a business venture or in any other situation of an organization or individual requiring a decision in pursuit of an objective.

Strengths: attributes of the organization that are helpful to achieving the object. Weaknesses: attributes of the organization harmful to achieving the object. Opportunities : External conditions that are helpful to achieving to objective Threats : External conditions that are harmful to achieving to objective

SWOT analysis groups key pieces of information into two main categories. nternal Factors :- The strengths and weaknesses internal to the organization. External Factors :- The opportunities and threats presented by the external environment

PEST Analysis
PEST Analysis stands for Political, Economic, Social, and Technological analysis and describes a framework of macro environmental factors used in environmental scanning. It is also referred to as the STEP, STEEP or PESTLE analysis (political, Economic, Socio-cultural, Technological, Legal , Environmental). Recently it was even further extended to STEEPLED, including ethics and demographics.

The Strategic Planning Process

In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.

Mission and Objectives

The mission statement describes the company's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities. Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives. Financial objectives involve measures such as sales targets and earnings growth. Strategic objectives are related to the firm's business position, and may include measures such as market share and reputation.

Environmental Scan
The environmental scan includes the following components: Internal analysis of the firm Analysis of the firm's industry (task environment) External macro environment (PEST analysis) The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis An industry analysis can be performed using a framework developed by Michael Porter known as Porter's five forces. This framework evaluates entry barriers, suppliers, customers, substitute products, and industry rivalry.

Strategy Formulation
Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats. To attain superior profitability, the firm seeks to develop a competitive advantage over its rivals. A competitive advantage can be based on cost or differentiation. Michael Porter identified three industry-independent generic strategies from which the firm can choose.

Strategy Implementation
The selected strategy is implemented by means of programs, budgets, and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives. The way in which the strategy is implemented can have a significant impact on whether it will be successful. In a large company, those who implement the strategy likely will be different people from those who formulated it. For this reason, care must be taken to communicate the strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level managers resist its implementation because they do not understand why the particular strategy was selected.

Evaluation & Control

The implementation of the strategy must be monitored and adjustments made as needed. Evaluation and control consists of the following steps: Define parameters to be measured Define target values for those parameters Perform measurements Compare measured results to the pre-defined standard Make necessary changes

Organizing

Organizing is establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders.

The process of determining activities and arranging and allocating work, authority and resources among organization members so that it will ensure the achieving of organizations goals. Identify and define work to be performed Break work into duties Group duties into positions Define position requirements Group positions into manageable and properly related units. Assign work to be performed, accountability (responsibility) and extent of authority Division of work Revise and adjust the organizational structure in light of control results and changing conditions Communicate throughout the organizing process.

 Responsibility (Accountability) who is responsible for each of the areas of work and tasks Authority who has authority over whom (Defined amount of power granted by the organization to act in a certain way over others. Reporting- who reports to whom

Staffing
The process of determining human resource needs and recruiting, selecting, training and developing human resources. Staffing is filling and keeping filled all the positions in the business with qualified people. Recruiting, hiring, training, evaluating and compensating are the specific activities included in the function. Determine human resource needs Recruit potential employees Select from the recruits Train & develop the human resources Revise & adjust the quantity & quality of the human resources in light of control results and changing conditions Communicate throughout the staffing process.

What are the stages involved in recruitment and selection?

We will identify 7 stages in the process These stages will differ slightly according to the job involved Each stage is essential if organisations in the industry are to get effective people into the right jobs Being aware of the stages will help you maximise your job-seeking chances

The 7 Stages Identifying a need Analysing the job Attracting candidates Pre-selection Selection Appointment Induction

1. Identifying a Need Why does the organisation need new staff? A process of job analysis is needed to identify the need for new staff It could be that there is no need and staff could just be organised better If new staff are needed, then stage 2 starts. 2. Analysing the Job What will the job involve? Skills analysis what competences will be needed for the job? Specifying the job whats needed to be done? Describing the job main activities, training provided, terms, location described. Specifying the person qualifications, experience, skills needed

This stage is where the key documents involved in recruitment and selection are created: The job description The person specification These documents are crucial for working out if you have the right candidate. At this stage, an information pack for applicants could be created. 3. Attracting candidates Internally are there suitable candidates for the job already working in the organisation? Externally will the organisation work with an agency or directly through the media? Workplace notice boards, local or national press, internet-based agencies may be used.

4. Pre-selection Short listing eliminating unsuitable applicants by measuring each application against criteria in job description and person specification Who to involve? Consistency important in assessing applications fairly Inform unsuccessful candidates 5. Selection Often a mix of presentation, testing and interview. Essential that interviewers/assessors are trained for the task, and that they follow an agreed procedure. 6.Appointment Making the appointment of the selected candidate Agreeing terms and conditions, start date Reference checks made if not carried out earlier Relevant criminal records checks made. Inform unsuccessful candidates.

7. Induction Crucial to enable new starter to fit in as soon as possible. May involve: Training activities Presentations from key areas of the organisation Technical training in use of ICT systems, policies and procedures used in organisation

Leading
The process of directing & influencing the task related activities of group members or an entire group. Communicate & explain objectives to subordinates Assign performance standards Coach & guide subordinates based on performance Praise & censure fairly Provide a motivating environment by communicating the changing situation & its requirements Revise & adjust the methods of leader ship in light of control results & changing conditions Communicate throughout the leadership process.

Controlling
The process of ensuring that actual activities conform to planned activities. Controlling is a process of establishing performance standards based on the firms objectives, measuring and reporting actual performance, comparing the two and taking corrective or preventive action as necessary. Establishing standards of performance Measuring current performance Comparing actual to set standards Determining the cause of deviation Corrective actions if there is a variation from the standards Communicate throughout the control process.

Managerial & organizational performance

Management is the principal activity that makes a difference in how well organizations serve people affected by them. How successfully organizations achieves its objectives, and satisfy its social responsibilities as well, depends to large extent on its managers. If managers do their jobs well, an organization will probably achieve its goals.

 Managerial performance - is the measure of how efficient and effective a manager is how well he or she determines and achieves appropriate objectives.

Organizational performance - is the measure of how efficient and effective an organization is how well it achieves appropriate objectives.

Efficiency & effectiveness

Two concepts suggested by Peter Ducker are respected by many management specialists.

Efficiency - the ability to minimize the use of resources in achieving organizational objectives doing things right

Effectiveness - the ability to determine appropriate objectives doing the right thing.

Who is a Manager?

Anyone who is responsible for carrying out the main activities of management in relationships overtime. One way to grasp the complexity of management is that managers can practice at different levels in organizational activities.

Management Levels
First line managers Lowers level in an organization at which individuals are responsible for the work of others Direct non management employees Do not supervisor, school principal

Middle Managers
Direct the activities of lower level managers and sometimes those of operating employees well Responsibilities are to direct the activities that implement their organizations policies and to balance the demands of their managers with the capacities of their employers Report to more senior managers

Top Managers
Composed of comparatively small group of people Responsible for the overall management of an organization They establish operating policies & guide the organizations interactions with its environment. Typical titles are CEO, President, Director.

Functional Managers and General Managers Functional manager responsible for just one organizational activity, such as finance or human resources management. General manager the individual responsible for all functional activities such as production, sales, marketing, and finance, for an organization such as a company or a subsidiary.

Management Roles
Henry Mintzberg has proposed another method of examining what managers do by introducing the concept of managerial roles. Roles are asset of behavior and a job task that employees are expected to perform. Mintzberg identifies 10 managerial roles, which he divides into three major groups: interpersonal roles, informational roles, and decisional roles.

Interpersonal
Figurehead : Manager represents the organizational unit in all matters of formality and also at ceremonial and symbolic functions Liaison : Manager interacts with peers and other people outside the organizational unit to gain information and favours. Such people include clients, government officials customers and suppliers Leader : Manager involves responsibility for directing, guiding, and motivating the work group and coordinating the activities of employees in order to accomplish organization goals.

Informational
Monitor : Manager saves a receiver and collector of information Disseminator : Manager transmits special information within the organization Spokesperson : Manager disseminates the organizations information into its environment.

Decisional
Entrepreneur : Managers role is to initiate change. Disturbance Handler : Role the manger must assume when the organization is threatened, such as conflicts between sub ordinates, the sudden departure of a subordinate, or loss of an important customer Resource allocator: manager decides organization will expend its resources. where the

Negotiator: Role the manager assumes when the organization fids itself in major, non routine negotiations with other organizations or individuals.

Mintzberg further suggests that the management level and the type of work that the manager directs significantly influence the variety of roles that the manger must assume. For example, managers at lower levels of the organization spend more time in the disturbance handler and negotiator roles and less time in the figurehead role. On the other hand, the chief executive of an organization concentrates more on the roles of figurehead, liaison, spokesperson, and negotiator.

MANAGEMENT THEORIES

THE EVOLUTION OF MANAGEMENT THEORY

Late 18th century is the start for formal studies and research in management. Since then we have seen many theories in management. The difference in these theories from one to another is the result of researches /writers trying to address the needs of the organizations at the time of embarking on the research and emphasizing on different levels and aspects of an organization.

WHY STUDY MANAGEMENT THEORIES?

A theory is a coherent group of assumptions put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events. Theories are perspective with which people make sense of their world experiences. Since the formal study of management began, numerous concepts have been promulgated as a principle of management. A principle is a basic truth or law. Numerous laws or principles exist in the physical sciences. Examples include the law of gravity, Ohms law, and the law of action and reaction. These laws were developed through careful research process involving controlled experimentation.

The reasons for studying theories can be summarized as follows.

1. Theories provide a stable focus for understanding what we experience. It provides criteria for determining what is relevant. 2. Theories enable us to communicate efficiently and thus move into more and more complex relationships with other people. 3. Theories make it possible, indeed challenges us to keep learning about our world. By definition, theories have boundaries, there is only so much that can be covered by any one theory. Once we are aware of this, we are better able to ask ourselves if there are alternative ways of looking at the world (especially when our theories no longer seems to fit our experience ) and to consider the consequences of adopting alternatives beliefs.

INTRODUCTION TO THEORIES
Attempts to development of theories of management evolved in 18th & 19th centuries. The use of new technology concentrates on great quantities of raw materials and large number of workers in factories. The need to coordinate all these elements gave rise to systematic approaches to management. Although these schools developed in historical sequence, later ideas have not replaced earlier ones.

CLASSICAL MANAGEMENT SCHOOL

The classical management school of thought began around 1900 and continued into the 1920s. Traditional or classical management focuses on efficiency and includes bureaucratic, scientific and administrative management. Scientific Management focuses on the one best way to do a job. Administrative management emphasizes the flow of information in the operation of the organization. Bureaucratic management relies on a rational set of structuring guidelines, such as rules and procedures, hierarchy, and a clear division of labour.

Scientific Management Theory

Taylors Theory This is an approach formulated by Federic W. Taylor (1856 1915). The gathering pace of the industrial revolution in the western world had given rise to new factories, new plant and machinery; labor was plentiful. The problem was how to organize all these elements in to efficient and profitable operations. It was against this background that Taylor developed his ideas. He tried to determine scientifically the best methods for performing any tasks and for selecting trainee and motivating workers. Scientific management focuses on worker and machine relationships. Organizational productivity can be increased by increasing the efficiency of working methods. Jobs are designed so that each worker has a specified, well controlled task that can be performed as instructed. Taylor spent the greater part of his life working on the problems of achieving greater efficiency on the shop floor.

Through this theory Taylor has developed four basic principles The development of a science for each element of a mans work to replace the old rule of thumb methods. The scientific selection, training and development of workers, instead of allowing them to choose their own tasks and train themselves as best they could. So that each worker would be given responsibility for the task or which he/she is best suited. The development of a friendly corporation between managers and workers to ensure that work could be carried out in accordance with scientifically devised procedures. The division of work between workers and the management in almost equal shares, each group taking over the work for which it is best fitted instead of the former condition in which responsibility largely rested with the workers

Henry Gantts Theory

Abandoning the differential rate system, which have little motivational impact Gantt came up with new idea. Henry Gantt, which is used for scheduling multiple overlapping tasks over a time period. It was used to display planned performance with that of actual performance to clearly show a comparison between the two. He focused on motivational schemes, emphasizing the greater effectiveness of rewards for good work (rather than penalties for poor work) he developed a pay incentive system with a guaranteed minimum wage and bonus systems for the workers and the supervisors who reach or exceed the daily standard.

Underlying concepts: Supervisor to train the worker to increase the efficiency of the worker

This charting system for recording workers progress is still in use today. Later this was developed into two sophisticated tools in management, namely, critical path Method (CPM) and programme Evaluation and Review techniques (PERT).

Gilberths Theory
Frank and Lillian Gilberth contributed to the scientific management movement focusing on promoting individuals working welfare. They developed a three position plan serve as an employee development programme. According to this plan a worker could do his present job while preparing for the next gigues one through trainee. Underlying Concepts There is a relationship between motion and fatigue reduced motions would result in reduced fatigue. Find most economical motions Would increase workers managements concern morale as it demonstrate

Contribution of scientific management theory

Increasing production Workers get higher salaries Most suited for shop floor level workers Scientific way of developing and training the workers Workers get specialized knowledge in specific field Any task could be made rational (able to reason) Reduction in wastage

Limitations of Scientific Management Theory

Workers could get exhausted by over working which cause layoffs Undue pressure on employees to perform at faster and faster levels ( because this systems essence was time) Mistrust between management and workers as some managers try to exploit workers because of the emphasis on productivity and then on profitability

Classical Organization Theory

Scientific management was concerned with increasing the productivity of the shop and the individual worker. Classical organization theory grew out of the need to find guidelines for managing such complex organizations as factories. It is an early attempt, pioneered by Henri Fayol, to identify the principles and skills that underlie effective management.

Administrative Management (Henry Fayol)

Henry Fayol (1841-1925)is known as the Father of Modern Management, was a French industrialist who developed a framework for studying management is generally hailed as the founder of the classical management school not because he was the first to systemize it. Administrative management emphasizes the manager and the functions of management. Fayol believed that sound management practice falls into certain patterns that can be identified and analyzed. With his faith in scientific methods, Fayol was like Taylor, his contemporary. While Taylor was basically concerned with organizational functions, however, Fayol was interested in the total organization and focused the manager and the functions of management, which, he felt had been the most neglected of business operations. According to Fayol, the management was a skill like any other one that could be taught once its underlying principles were understood.

Principles of Management

1. Division of work.
This principle is the same as Adam Smiths division of labor. Specialization increases output by making employees more efficient.

2. Authority
Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.

3. Discipline.
Employees must obey and respect the rules that govern the organization. Good Discipline is the result of effective leadership, a clear understanding between management and workers regarding the organizations rules and the judicious use of penalties for infractions of the rules.

4. Unity of Command
Every employee should receive orders from only one superior.

5. Unity of Direction
Each group of organizational activities that have the same objective should be directed by one manager using one plan.

6. Subordination of individual interest

The interests Unity of Command. Every employee should receive orders from only one superior.

7. Remuneration
Workers must be paid a fair wage for their services.

8. Centralization
Centralization refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management )or decentralized (to subordinates ) is a question of proper proportion. The task is to find the optimum degree of centralization for each situation.

9. Scalar Chain
The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross- communications can be allowed if agreed to by all parties and superiors are kept informed.

10. Order
People and materials should be in the right place at the right time.

11. Equity
Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel

High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to full vacancies.

13. Initiative
Employees who are allowed to originate and carry out plans will exert high levels of effort.

14. Esprit de corps

Promoting team spirit will build harmony and unity within the organization.

Contribution of Fayola s Theory An approach to total organizational management

Limitations of Fayol s theory Less participation of employees in decision making Less attention to detail

Bureaucracy (Max Weber)

Reasoning that any goal oriented organization consisting of thousands of individuals would require the carefully controlled of its activities, the German sociologist Max Weber (1864-1920) developed a theory of bureaucratic management that stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

Bureaucracy:
Organization with a legalized formal and hierarchical structure also refers to the formal structural process within an organization. Characteristics of bureaucratic management 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Clearly defined rules and regulations to govern all activities. Hierarchical Structure Formal relationships between members of the organization Division of labour and work Clearly defined specialized functions Use of legal authority Technically trained bureaucrats Appointment to positions based on technical expertise Promotions based on competence Clearly defined career paths

Contributions of Max Webers Theory

Better results in managing large and complex organizations Consistency and continuation

Limitations of Max Webers theory

Innovation and flexibility not promoted or allowed Human aspect ignored monotony, boredom

BEHAVIORAL SCIENCE SCHOOL

The behavioral school emerged partly because the classical approach did not achieve sufficient production efficiency and workplace harmony. To managers frustration, people did not always follow predicted or expected patterns of behavior. Thus there was increased interest in helping managers deal more effectively with the people side of their organizations. Behavioural school: A group of management scholars trained in sociology, psychology, and related fields, who use their diverse knowledge to propose more effective ways to manage people in organizations.

Human Relations Movement

A human relation is frequently used as a general term to describe the ways in which managers interact with their employees. When employee management stimulates more and better work, the organization has effective human relations; when morale and efficiency deteriorate, its human relations are said to be ineffective. The human relations movement arose from early attempts to systematically discover the social and psychological factors that would create effective human relations.

Behavioural Science Approach

McGregors Theory X and Theory Maslows Need Hierarchy Theory

Management Science School

1. System Approach 2. Contingency approach

LEADERSHIP
Definitions and Meaning of Leadership According to Alford and Beatty, Leadership is the ability to secure desirable actions from a group of followers voluntarily, without the use of coercion". According to Koontz and O'Donnell, Managerial leadership is the ability to exert inter-personal influence by means of communication, towards the achievement of a goal. Since managers get things done through people, their success depends to a considerable extent upon their ability to provide leadership".

Importance of Leadership

The importance of leadership in an organization cannot be denied. People working in an organization need individuals (Leaders) who could be instrumental in guiding the efforts of groups of workers to achieve goals and objectives of both the individuals and the organization.

Nature or characteristics features of Leadership

Leadership implies the existence of followers Leadership involves a community of interest between the leader and his followers Leadership involves an unequal distribution of authority among leaders and group members Leadership is a process of influence Leadership is the function of stimulation A leader must be exemplary A leader ensure absolute justice Leadership styles and patterns

Leadership Styles
The manager makes decision and announces it The manager sells his decisions The manager presents his ideas and invites questions The manager presents a tentative decision subject to change The manager may present the problem, get the suggestions and then take his own decision The manager may define the limits and request the group to make a decision The manager may permit full involvement of the subordinates in the decision-making process

Leadership skill
Human Skill
Empathy Objectivity Communication skill Teaching skill Social Skill

Conceptual Skill Technical Skill Personal Skill

Intelligence Emotional Maturity Personal Motivation Integrity Flexibility of Mind

Functions of a Leader
To take the initiative He identifies group goals He represents the organization He acts as a arbitrator To assign reasons for his action To interpret To guide and direct To encourage team work He manages the organization

Theories of Leadership
Trait theory of leadership Great man Theory Situational Theory Behavioural Theory

Trait theory of leadership

This theory is based on personal characteristics of effective leaders. It points out that the personal traits of a person make him an effective or successful leader. Good personality Intellectual ability Initiative Maturity Desire to accept responsibility Self confidence Flexibility Fairness & Objectivity Considerate

Behavioural Theory
Followers recognize their leader through the behaviour of leader. They leader uses conceptual, human and technical skills to influence the subordinates.

Situational Theory

This theory is strongly affected by the situation from which a leader emerges and in which he works.

Great man Theory

According to this theory, leaders are born and not made. It beehives in leadership is a ' gift of god'.

Types of Leaders
Autocratic or task management leadership Types of autocratic leaders
Benevolent Autocrat Manipulative Autocrat

Participative or democratic leadership Laissez faire or Free-rain Leadership Paternalistic Leadership

Motivation Theories
McGregors Theory X and Theory Maslows Need Hierarchy Theory

Mc Gregors Theory X and Theory Y

Douglas McGregor has classified the basic a assumption regarding human nature into two parts and has designed them as 'Theory X , and Theory Y. Y.

Comparison of Theory X and Theory Y

THEORY X 1. Theory X assumes human beings inherently dislike work and distasteful towards work. 2.Theory X emphasizes that people do not have ambitions and they shrink responsibility 3. Theory X assumes that people general have little capacity for creativity THEORY Y Theory Y assumes that work is as natural as play or rest 2.Theory Y assumes just the reverse

3.According to Theory Y the creativity is widely disturbed in the population.

4. According to the Theory X, people 4.While in Theory Y people are lack self motivation and require to be creative externally controlled. 5. Theory X emphasizes upon centralization of authority in decision making process 5.Theory Y emphasizes decentralization and greater participation.

Maslows Need Hierarchy Theory of Motivation

Abraham Maslow offers a general theory of motivation called the need hierarchy theory. The features of his theory are as follows: Human needs can be definitely categorized into five types

 Safety or Security needs  Affiliation or social needs  Esteem needs and  Self actualization

Maslows Need Hierarchy theory of Motivation

SELF ACTUALIZATION (Creativity, self expression etc.) ESTEEM SELFRESPECT (status etc) SOCIAL ASSOCIATION WITH OTHERS (Belonging, giving and receiving affection etc.) SECURITY (Protect against danger, threat deprivation etc) PPHYSCIOLOGICAL (Hunger, Thirst, relaxation,sex)

Motivation Techniques
1. 2. 3. 4. 5. Monetary incentives Job based Techniques MBO technique Leadership techniques Sensitivity training

Basics of Interviewing Job Candidates

1. Send the job description to candidates before they come to the interview meeting. 2. While interviewing candidates, always apply the same questions to all candidates to ensure fairness. All questions should be in regard to performing the duties of the job. 3. Ask about their compensation needs and expected or needed benefits. 4. Attempt to ask open-ended questions, i.e., avoid "yes-no" questions. 5. Talk for at most 25% of the time -- for the rest, listen.

Basics of Interviewing Job Candidates

6. Don't rely on your memory -- ask permission from the interviewee to take notes. 7. Find out when they can start if offered the job. 8. Consider having multiple people at the interview; although this can be intimidating to the interviewee, this practice can ensure them a much more objective and fair presentation. Have the same people as interviewers in all of the interviews. 9. Consider asking some challenging, open-ended questions, such as What skills do you bring to this job?, What concerns do you have about filling this role?, What was your biggest challenge in a past job and how did you meet it? 10. Don't ask questions about race, nationality, age, gender, disabilities (current or previous), marital status, spouses, children and their care, criminal records or credit records.

Basics of Interviewing Job Candidates

11. Have all interviewers share/record their impressions of the candidate right after the interview meeting. 12. Explain to the candidate that you'll be getting back to them soon, and always do this. 13. Ask if you can get and check any references. 14. Always check references and share them with the interviewers. 15. Be sure to tell candidates of any relevant personnel policies terms, such as probationary periods. (The best way to deal with a poor performer is not to hire him or her in the first place. It is often wise to have a probationary period of, e.g., six months, wherein if the employee does not meet the responsibilities of the position, you can terminate the employee.) 16. If practical, look into the applicant's background to ascertain if they have a criminal record.

Decision making software

Decision making software (DMS) is a term integrating decision analysis tools to facilitate person's decision making process, which results in a choice of a course of action or a variant among several alternatives. DMS belongs to the class of Decision Support Systems used to structure information, identify and solve problems and make decisions.

Basic principles
DM-software is based on multi-criteria decision analysis (MCDA) and its varieties: Analytic Hierarchy Process (AHP), Multi-attribute value theory (MAVT), Multi-attribute utility theory (MAUT), Multiattribute global inference of quality (MAGIQ), etc. A decision problem is first decomposed into a hierarchy of more easily comprehended sub-problems, each of which can be analyzed independently. The elements of the hierarchy can relate to any aspect of the decision problem tangible or intangible, carefully measured or roughly estimated, well- or poorly-understood. Once a decision tree is built, the decision makers evaluate its various elements using concrete data for the elements or their own judgments about the elements' relative meanings and importance. In the final step of the process, numerical priorities are calculated for each of the decision alternatives.

 Additional features Besides evaluation of alternatives and finding the best solutions DM-software often features additional tools for effective decision analysis: Pairwise comparison Time analysis and time optimization Sensitivity analysis and fuzzy logic calculations Risk aversion measurement Group evaluation (teamwork) Graphic or visual presentation tools Web-based version

Additional features
Besides evaluation of alternatives and finding the best solutions DM-software often features additional tools for effective decision analysis: Pairwise comparison Time analysis and time optimization Sensitivity analysis and fuzzy logic calculations Risk aversion measurement Group evaluation (teamwork) Graphic or visual presentation tools Web-based version