Thursday, 22 August 2013

My Digital CV

Dear Readers,

I would like to request you watch my Digital CV and I would appreciate if critical feedback is given.




With this we are done with POM course in MOD 1. It was great learning experience from the  innovative and interactive methods of teaching by Prof. T. Prasad a.k.a Dr. Mandi.

Below are my learnings from POM Course.


Thanks !!!

Organization - Environment Theory

The Hawthorne Studies
l  Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932.
n  Worker productivity was measured at various levels of light illumination.
n  Researchers found that regardless of whether the light levels were raised or lowered, productivity rose.
Actually, it appears that the workers enjoyed the attention they received as part of the study and were more productive

Theory X and Y
l  Douglas McGregor proposed the two different sets of worker assumptions.
g  Theory X: Assumes the average worker is lazy, dislikes work and will do as little as possible.
u Managers must closely supervise and control through reward and punishment.
g  Theory Y: Assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work.
u Managers should allow the worker great latitude, and create an organization to stimulate the worker.



Theory Z
l  William Ouchi researched the cultural differences between Japan and USA.
n  USA culture emphasizes the individual, and managers tend to feel workers follow the Theory X model.
n  Japan culture expects worker committed to the organization first and thus behave differently than USA workers.
l  Theory Z combines parts of both the USA and Japan structure.
n  Managers stress long-term employment, work-group, and organizational focus.


Management Science

l  Uses rigorous quantitative techniques to maximize resources.
Quantitative management: utilizes linear programming, modeling, simulation systems.
Operations management: techniques to analyze all aspects of the production system.
Total Quality Management (TQM): focuses on improved quality.
Management Information Systems (MIS): provides information about the organization.

Organization-Environment Theory
l  Considers relationships inside and outside the organization.
n  The environment consists of forces, conditions, and influences outside the organization.
l  Systems theory considers the impact of stages:
Input: acquire external resources.
Conversion: inputs are processed into goods and services.
Output: finished goods are released into the environment.

Systems Considerations
l  An open system interacts with the environment. A closed system is self-contained.
n  Closed systems often undergo entropy and lose the ability to control itself, and fails.
l  Synergy: performance gains of the whole surpass the components.
Synergy is only possible in a coordinated system

The Organization as an Open System


Contingency Theory
l  Assumes there is no one best way to manage.
n  The environment impacts the organization and managers must be flexible to react to environmental changes.
n  The way the organization is designed, control systems selected, depend on the environment.
Technological environments change rapidly, so must managers

Structures
l  Mechanistic: Authority is centralized at the top. (Theory X)
n  Employees closely monitored and managed.
n  Very efficient in a stable environment.
l  Organic: Authority is decentralized throughout employees. (Theory Y)
n  Much looser control than mechanistic.
n  Managers can react quickly to changing environment.


The Evolution of Management Theory

Scientific Management Theory
o   Modern management began in the late 19th century.
o   Organizations were seeking ways to better satisfy customer needs.
o   Machinery was changing the way goods were produced.
o   Managers had to increase the efficiency of the worker-task mix.

Job specialization
l  Adam Smith, 18th century economist, found firms manufactured pins in two ways:
n  Craft -- each worker did all steps.
n  Factory -- each worker specialized in one step.
l  Smith found that the factory method had much higher productivity.
n  Each worker became very skilled at one, specific task.
Breaking down the total job allowed for the division of labor


Scientific Management
l  Defined by Frederick Taylor, late 1800’s.
l  The systematic study of the relationships between people and tasks to redesign the work for higher efficiency.
n  Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.

The 4 Principles
l  Four Principles to increase efficiency:
1. Study the way the job is performed now & determine new ways to do it.
u Gather detailed, time and motion information.
u Try different methods to see which is best.
2. Codify the new method into rules.
u Teach to all workers.
3. Select workers whose skills match the rules set in Step 2.
4. Establish a fair level of performance and pay for higher performance.
Workers should benefit from higher output
Problems of Scientific Management
l  Managers often implemented only the increased output side of Taylor’s plan.
n  They did not allow workers to share in increased output.
n  Specialized jobs became very boring, dull.
n  Workers ended up distrusting Scientific Management.
l  Workers could purposely “under-perform”
l  Management responded with increased use of machines.

The Gilbreths
l  Frank and Lillian Gilbreth refined Taylor’s methods.
n  Made many improvements to time and motion studies.
l  Time and motion studies:
n  1. Break down each action into components.
n  2. Find better ways to perform it.
n  3. Reorganize each action to be more efficient.
l  Gilbreths also studied fatigue problems, lighting, heating and other worker issues.

Administrative Management
l  Seeks to create an organization that leads to both efficiency and effectiveness.
l  Max Weber developed the concept of bureaucracy.
n  A formal system of organization and administration to ensure effectiveness and efficiency.
n  Weber developed the Five principles shown in Figure

Key points of Bureaucracy
Authority is the power to hold people accountable for their actions.
Positions in the firm should be held based on performance not social contacts.
Position duties are clearly identified. People should know what is expected of them.
Lines of authority should be clearly identified. Workers know who reports to who.
Rules, Standard Operating Procedures (SOPs), & Norms used to determine how the firm operates.
u Sometimes, these lead to “red-tape” and other problems.

Fayol’s Principles
l  Henri Fayol, developed a set of 14 principles:

1. Division of Labor: allows for job specialization.
u Fayol  noted firms can have too much specialization leading to poor quality and worker involvement.
2. Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one boss.
4. Line of Authority: a clear chain from top to bottom of the firm.
5. Centralization: the degree to which authority rests at the very top.
6. Unity of Direction: One plan of action to guide the organization.
 7.  Equity: Treat all employees fairly in justice and respect.
 8.  Order: Each employee is put where they have the most value.
 9.  Initiative: Encourage innovation.       
10. Discipline: obedient, applied, respectful employees needed.
11. Remuneration of Personnel: The payment system contributes to success.
12. Stability of Tenure: Long-term employment is important.
13. General interest over individual interest: The organization takes precedence over the individual.
14. Esprit de corps: Share enthusiasm or devotion to the organization.

Behavioral Management
l  Focuses on the way a manager should personally manage to motivate employees.
l  Mary Parker Follett: an influential leader in early managerial theory.
n  Suggested workers help in analyzing their jobs for improvements.
n  The worker knows the best way to improve the job.

n  If workers have the knowledge of the task, then they should control the task.

Organizational Structure




Organizational Structure refers to formalized patterns of interactions that link a firm’s tasks, technologies, and people
ª  Structure provides a means of balancing two conflicting forces
9  Need for the division of tasks into meaningful groupings

9  Need to integrate the groupings for efficiency and effectiveness




Traditional Forms of Organizational Structure
ª  Structure provides a means of balancing two conflicting forces
9  Need for the division of tasks into meaningful groupings
9  Need to integrate the groupings for efficiency and effectiveness

Dominant Growth patterns of Large Corporations


ª  Simple Structure
9  An organizational form in which the owner-manager makes most of the decisions and controls activities, and the staff serve as an extension of the top executive.
ª  Advantages
9  Highly informal
9  Centralized decision making
9  Little specialization
ª  Disadvantages
9  Employees may not understand their responsibilities
9  May take advantage of lack of regulation

ª  Functional Structure
9  An organizational form in which the major functions of the firm, such as production, marketing, R&D, and accounting, are grouped internally. 




ª  Advantages
9  Enhanced coordination and control
9   Centralized decision making
9   Enhanced organizational-level perspective
9   More efficient use of managerial and technical talent
9   Facilitated career paths and development in specialized areas
ª  Disadvantages
9  Impeded communication and coordination due to differences in values and orientations
9  May lead to short-term thinking (functions vs. organization as a whole)
9   Difficult to establish uniform performance standards

ª  Divisional organizational structure
9  An organizational form in which products, projects, or product markets are grouped internally.
9  Also called multidivisional structure or M-Form

ª  Advantages
9  Separation of strategic and operating control
9   Quick response to important changes in external environment
9   Minimal problems of sharing resources across functional departments
9   Development of general management talent is enhanced
ª  Disadvantages
9   Can be very expensive
9   Can be dysfunctional competition among divisions
9   Differences in image and quality may occur across divisions
9   Can focus on short-term performance

ª  Strategic business unit (SBU) structure
9  An organizational form in which products, projects, or product market divisions are grouped into homogeneous units.
ª  Advantages
9  task of planning and control by the corporate office more manageable
9  individual businesses can react more quickly to important changes
ª  Disadvantages
9  may become difficult to achieve synergies
9  additional level of management increases overhead expenses
ª  Holding company structure
An organizational form in which the divisions have a high degree of autonomy both from other divisions and from corporate headquarters
ª  Advantages
9  cost savings associated with lower overhead
9  autonomy increases the motivational level of divisional executives
ª  Disadvantages
9  inherent lack of control and dependence
9  limited staff support
ª  Matrix organizational structure
an organizational form in which there are multiple lines of authority and some individuals report to at least two managers


ª  Advantages
9  Facilitates the use of specialized personnel, equipment and facilities
9  Provides professionals with a broader range of responsibility and experience
ª  Disadvantages
9  Can cause uncertainty and lead to intense power struggles
9  Working relationships become more complicated
9  Decisions may take longer