Pages: 27

The chapter provides a universal view on Management right from the concept and nature to the objectives. The interpretation of the term Management from the aspect of a process, activity, and discipline provides substantive clarity to the readers. The organizational, personal, and social objectives of an organization need to be aligned with and effectively managed and so does ensuring optimal cost and utilization of the resources within an organization. With the business environment being highly dynamic, it is through good management, appropriate actions on the forecasts are taken, those which create either opportunities or threats. The chapter throws adequate light on the growth and survival of an organization and provides insights into the levels of Management and functions across the levels. The requirements with respect to technical, human, and conceptual skills, in addition to managerial competencies that constitute conflict resolution, aligning to performance-oriented goals, strategic planning, and decision-making, building relationships, and diversifying have been introduced in this chapter supported by examples, mini-cases, and case studies. The functional areas of management, the impact of external (macro) and internal factors (micro) on the businesses, and the tactics to manage the same are some of the key highlights of this chapter.

Pages: 37

The chapter initially provides a narrative on the management principles from a historical perspective, from the Indian context, and then transitions to showcase the confluence of principles and paradigms contributed by the gurus of the western world. A vivid description and elaboration on the alignment of thoughts, ideas, concepts, and principles laid down by the Management Gurus of the eastern and the western world in terms of setting up realistic targets, diversifying the economy, modernization of cities, investment provision for sustainable growth, and decentralization of power are the points of discussion in this chapter. The chapter also deals with classical management approaches that evolved as a result of the Industrial Revolution with magnanimous contributions from Winslow, Gilbreth, Fayol, and Weber in the areas of scientific, administrative, and bureaucratic management. The behavioral approach to Management and its theories discussed by Elton Mayo, Mary Follett, Douglas McGregor, Chris Argyris, and Abraham Maslow in the chapter emphasizes the need of employee motivation and good relations. Two prominent models, the Burns and Stalker model and the Lorsch and Lawrence model, focused on organic organizations and the need to maintain the equilibrium within. The chapter also discusses the systems and the mathematical or quantitative approach to management. C.K. Pralahad, and Stuart L. Hart's idea of fortune at the bottom of the pyramid and the management principles that revolve around the same have set the base for evolution and maturation of modern management practices and concepts ascertaining emphasis on Globalization, Technology, and Sustainability.

Pages: 33

The chapter on planning through various case scenarios and examples emphasizes the need for a business plan and explains how planning as an activity can be vital to the organization. Aligning the execution of a task or series of tasks to the project or business plan to track the status and progress made in any business activity enumerates the benefits of a business plan. Identifying the target, defining the assumptions and conditions, reviewing the constraints formulating strategies, and creating a framework for assessment and feedback are the essential steps in planning that have been discussed in detail in this chapter. Various definitions of planning by George Terry, Hurley, Massie, Koontz, and Donnell feature in the initial section of the chapter. Planning helps improve organizational efficiency and is always accompanied by implementation. Factors such as money, material, and equipment are controlled fully by the management of any organization whereas semi-controllable measures such as demand for the product incorporate futuristic assumptions; on the other hand non-controllable premises are transnational agreements or government rules and regulations. Considering the above, the chapter discusses the importance and limitations of planning. The chapter, through multiple examples, explains forecasting and benchmarking as important tools for planning and making business decisions. In addition, it lays down the essentials of a good plan right from creating and establishing a network; planning for marketing, advertising, and innovation; and tapping emerging markets.

Pages: 49

The chapter on organization explores the concept of organizing, principles, and processes of organizing, organizational structure, and its concepts and provides perceptions on the functional aspect of organizing. The chapter provides a direction on the alignment of an organization's mission, vision, and objectives to the organization's structure and its impact on the business. The readers get a holistic view of the centralization and decentralization concepts and their impact on organizational growth. The chapter discusses in detail, the various internal and external environments that affect the overall functioning of the organizations, getting insights on different approaches to the organization, the principle of organizing, and understanding the effect of technology on the organizational structure. The chapter exposes the structure of organizations, both formal and informal, and differentiates the two based on purpose, relation, nature, and dynamism. The discussion centers around the mechanistic and organic structures, their advantages and disadvantages, and also structures based on product, market, location and process, flat, tall, matrix, network, etc., and several organizations’ fitment to the above. The span of control within an organization can be deduced based on the workers, their reporting managers, and the nature of tasks performed, and this plays an important role in the allotment and distribution of resources to managers for efficient execution. The centralization and decentralization of authority are important concepts explained with the help of examples and graphs to better understand their benefits and disadvantages from the perspectives of the type and structure of organizations.

Pages: 35

This chapter deals with the staffing, training, and development of personnel and ensures that readers understand the significance of staffing as a function of management. Getting an insight into the nature of staffing, the process and characteristics of staffing, and the benefits enable an organization to optimize the resources and have the Right People at the Right Place at the Right Time. The chapter also deliberates on the need for devising a recruitment plan or performing manpower planning which necessitates analyzing the current inventory of resources, the future forecasts for human resources, developing employee and training programs for existing as well as fresh recruits, and performing appropriate recruitment process control and evaluation. The chapter discusses the types of employee remuneration and compensation management, on-the-job and off-the-job training programs such as apprenticeship and internship for the former, T group training, and transactional analysis for the latter. The chapter gives an outline of performance management and evaluation and performance appraisal techniques that are specific to organizations based on their working culture, the work they do, and the objectives and goals they have set. It also gives a global perspective on employee staffing that explains ethnocentric, poly-centric, and region-centric staffing. Examples and case studies make every topic easily interpretative.

Pages: 34

This chapter presents Directing and Controlling, as essential processes of management, of which the former follows a top-down approach through the organizational hierarchy. Directing helps achieve organizational objectives and goals and ensures organizational stability by enabling four elements of the directing function, leadership, communication, supervision, and motivation subsist within the organization, for the departments or the units to work efficiently. The chapter elaborates on the principles and the processes of directing and enlisting harmony of objectives, communication, comprehension, and effective leadership to be the key to attaining organizational goals. The autocratic, consultative, and free-rein techniques and characteristics of directing are also discussed in this chapter. Controlling, on the other hand, is a process that deals with setting up standards, and taking corrective action whenever the performance deviates from the stated standards, provides value additions, helps in coping with changes, and facilitates teamwork. The design of a control process helps in enabling timely revisions, feedback, and suggestions that are presented in the chapter. The chapter also lists the types of control ranging from market control to strategic control. An extensive discussion on budgeting and its segments is given in the chapter along with financial control techniques such as profits, costs, turnovers, or revenues. Non-financial control techniques constitute market research, human resource control, test marketing, etc., those that are extensively discussed using examples.

Pages: 41

This chapter deals with perceptions in decision-making for organizational effectiveness, which enables the reader to gain an understanding of its importance in the context of the organization's growth, diversification into other businesses, and opportunity utilization. It also outlines the quantitative techniques of decision-making essentially based on mathematical models. Decision-making can be done under certainty and also in uncertain conditions where probabilities of possible outcomes are not known. Some criteria followed during decision-making under uncertainty are Maximax, Maximin, Laplace, Hurwicz, and others. Decision-making under the Risk criterion is the Expected Monetary value that determines the expected payoff of each alternative, whereas the other measure can be the Expected Profit with Perfect Information. The types of decisions can be Programmed and Non-Programmed Decisions and Strategic and Tactical Decisions. The decision-making models that are discussed in this chapter constitute classical, rational, administrative, and political. Later, the Herbert Simon Model segregated decision-making into the following—Design, Intelligence, and Choice phases. The decision-making styles and the quantitative techniques used for decision-making are explained with relevant examples in this chapter such as the economic order quantity (EOQ) model, Just in Time, and Material Requirements Planning. Several other tools such as Cost Benefit Analysis, Force Field and Grid Analysis, Decision trees and tables, Paired Comparison and Break-Even Analysis, and program evaluation and review technique (PERT) and Gantt charts have also been explained with examples.

Pages: 38

The strategic management process helps organizations to consider the present scenario, plan and devise strategies, evaluate the internal and the external factors, i.e., the macro and the micro determinants, formulate the strategy, deploy them, and examine the potency of the enforced management strategies, that which are explained in this chapter using multiple case scenarios and examples. This chapter also sheds light on integrating and applying knowledge gained, the usage of design thinking and analytical tools in the formulation, implementation, and management of strategy. Analyzing and evaluating critically real-life business scenarios and understanding the tangible and intangible benefits gained in the design and implementation of an organization's strategy. In the subsequent section of the chapter, the focus is on the organization's goals and their importance, i.e., how they impact the structure and performance of an organization, and the steps needed to translate the goals and objectives so that they are specific, measurable, acceptable, realistic, and time-bound. The chapter describes Max E. Douglas's Model for Writing Effective Objectives using examples. The PEST Analysis, the BCG matrix, the SWOT Analysis, Michael Porter's Five Forces Analysis, and Balanced Scorecard are a few tools that are used in the formulation of strategies by adhering to the organization's goals.

Pages: 29

This chapter helps gain an awareness of how effective organizational behavior contributes to improved organizational performance and sheds light on assessing the impact of people, structure, technology, and environment on key elements of organizational behavior. It also presents a detailed discussion of the various models of organizational behavior and the trends and implementation of these models. A categorization of the levels of analysis (organizational, group, and individual) has been carried out. The chapter also discusses organizational environment, group and inter-group behavior, process and design, and extends the deliberations to inter- and intra-organization relationships. The elements of organizational behavior namely the people, structure, technology, and environment are presented using visuals and supported with examples for better readability. The approaches to organizational behavior as a system, contingency, and productivity are well explained in this chapter and so also are the custodial, collaborative, and autocratic models of organizational behavior and their anticipated benefits. The challenges that are envisaged, with respect to people and processes, within the organization constitute enhancing value and output, upgrading employee skill sets, managing workforce diversity, etc. With respect to global trends, the subsection of this chapter considers renewal, exploration, and realignment of global and global-corporate strategies, as also alliance and convergence of competitive strategies as points of discussion extending up to emergence of e-organizations, governance, giving rise to new methods and opportunities for doing business.

Pages: 31

The chapter “Understanding and Managing Individual Behavior” on attitude, its aspects, and components helps in understanding the impact of workplace attitudes on organizational productivity. The attitude types and components of attitude, affective, behavioral, and cognitive, help in understanding the Utilitarian, Ego Defensive, and Value Expressive classification of attitudes and can create an impact at the workplace with regard to validation, competition, inventiveness, and retention of employees in the workplace. The chapter also takes the readers through several learning theories of human perception and decision-making. It is said that behavior and learning have a high degree of correlation and perception of the environment can happen only through the information gained. The perceptual process constitutes six phases from selection to reaction and is affected by factors such as situation that further have an impact on the decision-making of the individual. These are categorized in the chapter across 18 dimensions. Adequate light has been thrown across the various factors influencing personality and the big five personality traits using appropriate examples. The Myers–Briggs Type Indicator (MBTI) has also been explained in order to assess the big five personality traits that affect the environment at the workplace.

Pages: 28

The chapter on group and group dynamics lays emphasis on the significance of forming groups, and the characteristics and classification of groups. Formal and informal groups are categorized based on source, size, behavioral trends, stability, etc. A section of the chapter focuses on the models of group development like the Five-Stage Model, the Punctuated Equilibrium Model that depicts the stages of group development. The importance of group dynamics is conveyed through examples in the chapter along with the enumeration of the role it plays in the survival of the group in the context of an organization. The case of Group Decision-Making conveys the principle of generality, where discussions should be pushed to higher levels of generality as the generalization of ideas unites people in the group. Group Behavior also has been adequately dealt with by talks about Group Roles, Group Cohesiveness, and Group Decision-making strategies that can be autocratic, democratic, or consensus. Group influence can lead to phenomena like Groupthink, Deindividuation, and group shift. The chapter also illustrates external factors impacting group behavior that include resources, availability, work culture and conditions, performances, rewards, etc. The chapter uses case studies to illustrate phenomena, traits, influence, and impact of group behavior from an organization's context that successively impacts the business growth of an organization.

Pages: 21

Teams include individuals having different skills that when put together help accomplish the desired output, and this constitutes the discussion of the chapter on Team and Teamwork. A team is characterized by clarity in the goals and objectives, situational leadership, decisions taken by consensus, valued diversity, and continuous self-assessment for efficiency and productivity. The chapter draws a comparison between teams and groups and states that effective management of teams encompasses the idea generation and implementation and control by the manager as well as members to achieve the objective where there is a distribution of responsibility that is not found within groups. The chapter then elaborates on the benefits of teamwork from the individual and organizational perspective and enumerates examples of classification of teams based on the nature of management, period of existence, and also the nature of work. Ideally, an organizational goal enables the team members to commonly reach a consensus on performance, a set of strategies to be devised and incorporated to attain the performance of individual units, summing up to the organization's performance on the whole. At each instance, the top management is kept in the loop for its inputs and implementation of new ideas, as required. The various reasons for a team's failure and underperformance of teams (as reported by McKinsey) are aptly described in this chapter, and the approach followed to create effective teams and their outcomes are discussed using case studies.

Pages: 36

Effective leadership plays a crucial role in the success of an organization, whether big or small and that benefits the business in many ways. The leadership traits encompass sympathy, steadiness, direction, complexity resolution, innovation, strategic action, etc. The chapter on leadership discusses all of the above. It also provides a detailed insight into leadership styles like being directive, participative, or free reign. The chapter sights eight key differences between a leader and a manager and deliberates rigorously on Likert's Management System that reinforces the four different systems where authority can be exploitative or benevolent, consultative or participative. The Blake Mouton Model of concern for People and Products, Hershey Blanchard's model of leadership, task versus relationship constituting of telling, selling, delegating, and participating, and levels of maturity, the Path–Goal theory that assumes two variables, environment and group characteristics, to depict the leader behavior–outcome relationship are the prime discussion points of this chapter. Several theories like behavioral theories; contingency theories like Leader–Member Exchange Theory, Vroom–Yetton Model; and transformational theories like Vroom, Yetton, and Jago Model and Transactional Model by McCarthy and De Gaulle have been extensively discussed and applied in case studies considering the conditions and situations within the organizations. Transformational theories entail that leaders take up the initiative to inculcate the spirit of high involvement and ownership among followers to achieve organizational objectives and enable initiative thinking among the readers.

Pages: 41

This chapter deals with the concept of motivation, its nature and process, and its significance with respect to employee performance and productivity within the organization. It also discusses and deliberates on the types of motivation to name a few, intrinsic as skill trees of the Duolingo App that enhances learners’ competence and advancements through progress visualization or the extrinsic like word of appreciation or the hike in salary of an individual. In addition, types of motivation can be positive, negative, financial, or non-financial. The theories of motivation, namely the content and the process theories, have seen contributions in the form of Maslow's hierarchy of needs, McClelland's learned needs theory, Alderfer's existence, relatedness, and growth (ERG) theory, Herzberg's two-factor theory, etc., that correlate to the content approach. Also, different theories developed with the process approach include equity theory by Adams, expectancy theory by Porter and Lawler, and expectancy theory of motivation by Vroom. Some theories like Temporal Motivation Theory compute motivation in terms of expectancy (success), value (reward linked to that outcome), impulsiveness (sensitivity to delay), and delay (the time for realization). The Equity theory presents equality among employees with respect to work, responsibility, pay, etc., illustrated by an individual outcome to inputs vis-a-vis partner's outcome to inputs and its applicability to businesses. The Theories X and Y of motivation by McGregor, on the other hand, deal with the negative and positive behavioral traits of the employees, and Theory Y expresses a distributed sense of power, teamwork, and participative decision-making in an organization and is a preferred theory adopted by the organizations. The chapter also presents a detailed view of managing and motivating cross-cultural teams within organizations and the challenges associated with them.

Pages: 34

The chapter starts with an opening note on rebuilding trust and communication, resolving differences, and understanding conflict from traditional and modern-day perspectives. The modern-day perspective states that conflict contributes to organizational performance if prevalent minimally and detracts from organizational performance if it goes beyond control. Conflicts can be both functional and dysfunctional. The process of conflict constitutes opposition, cognition (felt/perceived), intentions, behavior, and outcomes. The levels of conflicts can be interpersonal, intrapersonal conflicts, intergroup, and intragroup conflicts, and their impact on the organization's strategic and operational activities. The stages of communication between two or more people can correlate to the moves of the game as stated by Berne and Harris and this concept defines transactional analysis which revolves around the parent, adult, and child ego state. The chapter has explained this concept as very meaningful for organizations through examples. The transaction types can be crossed, complementary, or ulterior, but using the Johari window one can assess self, and disseminate useful information to others thus resulting in the strengthening of interpersonal relationships and lessening interpersonal conflict. Several conflict management approaches have also been listed in the chapter and styles such as competition, collaboration, accommodation, compromise, and avoidance have been fitted in several case scenarios and also examples to give the readers a clear view of the resolution patterns.

Pages: 44

The chapter on Organizational Development and Culture creates awareness of the goals and importance of organizational development and the principles of practice for organization development. It lays focus on the various models of organizational development and types of organizational interventions by using the exemplary approach. The chapter also gives an in-depth analysis of organizational culture taking into consideration its importance from the perspective of an organization's growth, creating a culture within an organization, the types of organizational culture and their characteristics, and how organizational culture is built from stories, heroes and artifact, work climate, rituals and ceremonies, language, and customs. The changes in organizational culture, the forces leading to the change, and resistance exhibited for the change implemented give the reader a broader perspective on organizational development, which strongly recommends that culture should evolve in every organization based on which employees can identify themselves and work toward the specified goals. It also projects the need for adaptability to changes within an organization for sustenance within changing markets and business scenarios. This chapter also explains different models of organizational change along with the threats to organizational culture and the ways to adjust to the changing culture using relevant examples.

Pages: 39

This chapter defines Change Management as the use of procedures, tools, and methods to achieve relevant business outcomes. It also discusses the changes in organizational culture, the forces leading to the change, and the resistance shown in the changes implemented. It portrays the significance of adaptability to changes within the organization so that there is an increased chance of sustenance, succeeded by stages of reflection and review with changing market and business scenarios. The chapter also outlines the demographic characteristics, social and political pressures, globalization, legislation, and competition as external causes to change, while internal being manpower, employee expectations, work environment, organizational restructuring, and innovation. Managing resistance to change and reasons for showcasing resistance have been discussed in detail. Identifying the strategies to unlock resistance to change and prepare a conducive atmosphere for people to work together through greater involvement, training, negotiation, and co-optation. The personalities who can drive change through varying degrees are substantiated with evidence and examples in this chapter, and also various change management models such as Kurt Lewin's Model, ADKAR model, Kotter's model, and the famous McKinsey's 7s model are explained in detail in this chapter.

Pages: 21

This chapter gives an overview of stress, its types, signs, and symptoms with a special focus on organizational stress. It also provides insights into the causes of stress and methodologies adopted to handle them. The general adaptation syndrome for stress stage-wise reflects alarm reaction, followed by resistance and exhaustion, and in the succeeding section draws a relation between stress and performance level, with levels as low, moderate, and high. The type of organizational stress as acute, episodic acute, and chronic and their organizational and non-organizational causes are aptly described along with the importance of undertaking meditation in order to relieve them.

Pages: 16

The chapter describes power from an organizational perspective which means that a team that exudes more power has the potential to impact the conduct of individuals in other functional units. This can affect resource assignment, space allocation, long- and short-term goals, recruitment decisions, and many other outcomes within an organization. Dependency being the key element of power results in the non-substitutability of an individual and the chapter's theme centers around comprehending and contrasting sources of power, and the tactics used to obtain power. The chapter also deliberates on the relationship between the use and abuse of power with a focus on gender harassment and explains the politics as power in action and the causes and consequences of political behavior through specific examples. It elaborates on factors contributing to organizational politics and ethics in politics through relevant scenarios.