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MOB 2 22

The document outlines key concepts in management and organizational behavior, focusing on planning, organizing, leading, and controlling. It defines planning as a process to achieve organizational goals and highlights its importance, steps, and various types of plans. Additionally, it discusses organizational structures, leadership theories, and the controlling function necessary for measuring progress and ensuring alignment with objectives.

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6 views45 pages

MOB 2 22

The document outlines key concepts in management and organizational behavior, focusing on planning, organizing, leading, and controlling. It defines planning as a process to achieve organizational goals and highlights its importance, steps, and various types of plans. Additionally, it discusses organizational structures, leadership theories, and the controlling function necessary for measuring progress and ensuring alignment with objectives.

Uploaded by

gururaj_71
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Management

and
Organizational
Behaviour

Mod 2
Planning

The meaning of the word ‘planning’ is a paradox. To some, it


means everything a person does, to others it is a specific activity.

Definition by Hart : “The determination in advance of a line of


action by which certain results are to be achieved.” Planning is the
deciding of a course required for reaching organizational goals. The
line of action is decided in advance so that actual execution
becomes easy later on.
Importance of Planning

1. Increases efficiency
2. Reduces business-related risks
3. Facilitates proper coordination
4. Gives right direction
5. Keeps good control
6. Helps to achieve objectives
7. Motivates personnel
Steps of Planning
Types of Plans

1. Strategic Plan
2. Tactical Plan
3. Operational plan
4. Contingency Plan
Types of Plans
Types of Plans
Planning tools and techniques

Planning Tools are instruments that help guide organizational action steps
related to implementation of an initiative, program, or
intervention. ... Planning Tools are likely to be initiative-specific and may
include: Organizational timelines. Action item checklists.

Planning Tools

1. Management By Objectives (MBO)


2. SMART Goals
3. Benchmarking
MBO is defined as a process whereby the employees and he superiors come
together to identify common goals, the employees set their goals to be
achieved, the standards to be taken as the criteria for measurement of their
performance and contribution and deciding the course of action
SMART Goals
Benchmarking

A benchmark is a standard used for comparison


purposes. Benchmarking is looking at performance levels outside of
your organization, or sometimes across departments or divisions
inside your organization, to evaluate your own performance.

Related areas :

1.Industry
2.Geography
3.Organization
4.Process
5.Innovation
Ex of Benchmarking
Organizing

Definitions:

Organizing is a management function that involves arranging people,


resources, and activities in a structured and coordinated manner to
achieve specific goals and objectives. It is the process of establishing a
framework that enables individuals and teams to work together
effectively towards a common purpose.
Types of Organization Structure

1. Functional Structure : In this structure, employees are grouped


based on their function or role within the organization, such as
marketing, finance, or operations. Each department is headed by a
functional manager who reports to the top-level management.
Types of Organization Structure

Functional Structure
Types of Organization Structure

2. Divisional Structure: This structure divides the organization


into smaller, more specialized divisions based on product lines,
geographic regions, or customer groups. Each division operates like
a mini-company, with its own functional departments and
management team.
Types of Organization Structure

Divisional Structure
Types of Organization Structure

3. Matrix Structure This structure combines aspects of both


functional and divisional structures, with employees reporting to both
a functional manager and a project or product manager. This allows
for greater flexibility and cross-functional collaboration.
Types of Organization Structure

Matrix Structure
Types of Organization Structure

4. Flat Structure: This structure is characterized by a small number


of management levels, with fewer layers of management between
front-line employees and top-level executives. It emphasizes
collaboration, communication, and employee empowerment.
Types of Organization Structure

Flat Structure
Types of Organization Structure

5. Hierarchical Structure: In this structure, there are many levels


of management, with strict lines of authority and communication
channels. This structure is often used in large, bureaucratic
organizations.
Types of Organization Structure

Hierarchical Structure
Types of Organization Structure

A traditional organizational structure is a hierarchical structure that


follows a well-defined chain of command with clear lines of authority
and communication. This structure is based on a top-down approach to
management, where decisions are made by upper-level management
and passed down through the chain of command.
Types of Organization Structure
What is the Span of Control ?
Span of Control can be defined as the total number of direct
subordinates that a manager can control or manage. The number of
subordinates managed by a manager varies depending on the
complexity of the work.

For example, a manager can manage 4-6 subordinates when the


nature of work is complex, whereas, the number can go up to 15-20
subordinates for repetitive or fixed work.
Leading

In business and management, leading refers to the process of guiding


and directing the efforts of others towards achieving a goal or objective.

Leadership can be defined as the process of influencing and guiding


others towards a common goal or objective. It involves the ability to
inspire and motivate others to work towards a shared vision or purpose,
and to make decisions that can lead to positive outcomes for
individuals, teams, or organizations.
Nature of leadership

1. Vision and direction


2. Influence
3. Communication
4. Emotional intelligence
5. Adaptability
6. Decision-making
Traits of leadership

1. Accountability
2. Adaptability
3. Confidence
4. Creativity
5. Empathy
6. Focus
7. Positivity
8. Risk Taking
9. Stability
10.Team building
Behaviors of leadership

1. Solving problems effectively


2. Operating with a strong results orientation
3. Seeking different perspectives
4. Supporting others
Contingency theories of leadership

The contingency theory of leadership focuses on how specific


situations affect a leader’s effectiveness and how a leader’s ability to
adapt can be their most important tool in the workplace.

The contingency theory of leadership puts forth the idea that the
success of a leader hinges on the specific situation at hand. Certain
factors come into play that define whether a particular leader or
leadership style will be effective for the given situation.
Contingency theories of leadership

1. Fiedler’s Contingency Theory


2. Situational Leadership
3. Path-Goal Theory
4. Decision-Making Theory
1. Fiedler’s Contingency Theory

Fiedler proposed that there are three key situational factors that
affect the leader's effectiveness:

1.Leader-member relations: This refers to the degree of trust, respect,


and confidence that followers have in their leader.
2.Task structure: This refers to the degree to which the task is well-
defined and structured.
3.Position power: This refers to the degree of authority and influence
the leader has over their followers.
2. Situational Leadership
2. Situational Leadership
3. Path goal theory
4. Vroom-Yetton/Decision making model

The Vroom–Yetton contingency model is a situational leadership


theory of industrial and organizational psychology developed by Victor
Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur
Jago (1988). The situational theory argues the best style of leadership
is contingent to the situation.
Transformational leadership

Transformational leadership is a leadership style in which leaders encourage,


inspire and motivate employees to innovate and create change that will help
grow and shape the future success of the company. This is accomplished by
setting an example at the executive level through a strong sense of corporate
culture, employee ownership and independence in the workplace.

This style end goal is to develop followers into leaders


Transformational leadership

The concept of transformational leadership was initially introduced by


leadership expert and presidential biographer James MacGregor Burns.
According to Burns, transformational leadership can be seen when
"leaders and followers make each other to advance to a higher level of
moral and motivation

Later, researcher Bernard M. Bass expanded upon Burns's original ideas to


develop what is today referred to as Bass’s Transformational Leadership
Theory.
Transformational leadership or
Bennis and Nanuso model
Controlling

Controlling can be defined as that function of management which


helps to seek planned results from the subordinates, managers and
at all levels of an organization. The controlling function helps in
measuring the progress towards the organizational goals & brings
any deviations, & indicates corrective action.
Need for Control

A control system is needed for three purposes

1. to measure progress
2. to uncover deviation and
3. to indicate corrective action.
Steps in Controlling
process
1. Establish the Standards
2. Measure Actual Performance
3. Compare Performance with the Standards
4. Take Corrective Action and Reinforcement of Successes
Types of control

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