Organizational goals can be defined as broad statements of what the organization wants to achieve in the long run, or on a permanent basis. Goals are broad objectives. Goals are fairly timeless statements. Goals and objectives are properly defined. If they are vague or ill-defined, it may not be possible to measure the performance of the organization. The clarity of goals and objectives is quite often more evident to the initial employers and promoters of institutions. With expansion of activities and joining of new member, goals and objectives as perceived by participants tend to get diffused. Different key managers may have different perceptions about goals and objectives. It is because of this that organizations insist on proper induction of new entrants to the philosophy of the organization. External pressures, sometimes political in nature, may force an enterprise to alter its goals and objectives, particularly in the case of public institutions, Continue reading
Management Concepts
Case Study Analysis Techniques
A case study is a concise description of a situation which exists or a series of events which have taken place in an organization. This description may be drawn from actual events in a particular organization or it may be a fabricated description which draws its inspiration from several parts of the author’s experience. Whatever its source, this description (perhaps with organization charts and tables of data included) is the scenario which you will be asked to analyze. Often these scenarios describe a number of things which have gone wrong or indicate things left undone which should have been done and sometimes illustrate effective and sometimes ineffective practice and management. Usually you will be given questions to answer or a course of action to comment on or you will be invited to make recommendations which have to be supported by argument and analysis. This method of learning from case studies Continue reading
Requirements for an Effective Management Control System
The following are the essential or basic requirements of an effective management control system: Suitable: The control system must be suitable for the kind of activity intended to serve. Apart from differences in the systems of control in different business, they also vary from department to department and from one level in the organization to the other. A system of control useful at a higher level of management will be different in scope and nature from that in use at the operative level. Several techniques are available for control purposes such as budgets, break-even points, financial ratios and so on. The manager must be sure that he is using the technique appropriate for control of the specific activity involved. The tool appropriate are not necessarily the same as between different departments or between two different organizations. For example, the sales department and production department may use different tools of control. Continue reading
Situational Leadership Model – Definition, Pros, and Cons
The situational theory of leadership is becoming increasingly popular in the context of modern organizational leadership. Situational leadership revolves around job-related maturity. Job maturity refers to an individual’s ability in performing a job and this is a key factor determining a leader’s behavior. The situational leadership model puts it that effective leadership is dependent on both the acts of management and leadership and that these enhance an organization’s match to current global trends. The model emerged from the realization and understanding that not all individuals within a group or community being led compare in terms of maturity level and that the need for a leadership style differ with situations. Situational leadership entails first understanding one’s predominant leadership approach and the level of the follower’s development process. Situational leadership theory, in simple terms talks about different leadership styles and how a leader can choose an appropriate style with respect to team Continue reading
Building Effective Teams
An effective team is one which contributes to the achievement of organizational objectives by performing the task assigned to it and providing satisfaction to its members. Team effectiveness depends on the complementary of team members, other factors remaining the same. From this statement, it appears that there are many factors in effective teams. These factors are skills and role clarity, supportive environment, super-ordinate goals and team rewards. Let us see how these factors make effective teams. Skills and Role Clarity: For an effective team, two things are required from its members; skills which are complementary to the team requirement and understanding of one’s own role as well as roles of other members. While skills are relevant for job performance, understanding of roles helps members to meet the requirement of one another thereby solving the problems which the team faces. Thus, team members may tend to contribute positively to the teamwork. Continue reading
Motivation – Definition, Process, Types, Features and Importance
Definitions of Motivation The word Motivation derives from the Latin word “Movere”. The Latin word “Movere” means “To move”, “To drive” or “To drive forward” etc. Motivation can be defined as stimulating, inspiring and inducing the employees to perform to their best capacity. Motivation is a psychological term which means it cannot be forced on employees. It comes automatically from inside the employees as it is the willingness to do the work. Joe Kelly defined Motivation as “Motivation is a process where by needs instigate behavior directed towards the goals that can satisfy those needs.” According to W. G. Scot, “Motivation means a process of stimulating people to action to accomplish the desired goals.” According to Michael J. Jucius, “Motivation is the act of stimulating someone or oneself to get a desired course of action, to push the right button to get a desired results.” Process of Motivation Unsatisfied Continue reading