ppm session revision end term

8/8/2019 PPM Session Revision End Term

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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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ppm session revision end term

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