1. Interpret the various elements in planning?

Planning as a managerial process consists of the following

elements or components:
1. Objectives:
The important task of planning is to determine the objectives of the
enterprise. Objectives are the goals towards which all managerial
activities are aimed at. All planning work must spell out in clear terms
the objectives to be realised from the proposed business activities.
When planning action is taken, these objectives are made more
concrete and meaningful. For example, if the organisational objective is
profit earning, planning activity will specify how much profit is to be
earned looking into all facilitating and constraining factors.

2. Forecasting:
It is the analysis and interpretation of future in relation to the activities
and working of an enterprise. Business forecasting refers to analysing
the statistical data and other economic, political and market
information for the purpose of reducing the risks involved in making
business decisions and long range plans. Forecasting provides a logical
basis for anticipating the shape of the future business transactions and
their requirements as to man and material.

3. Policies:
Planning also requires laying down of policies for the easy realisation of
the -objectives of business. Policies are statements or principles that
guide and direct different managers at various levels in making
decisions. Policies provide the necessary basis for executive operation.
They set forth overall boundaries within which the decision-makers are
expected to operate while making decisions. Policies act as guidelines
for taking administrative decisions.

In a big enterprise, various policies are formulated for guiding and

directing the subordinates in different areas of management. They may
be production policy, sales policy, financial policy, personnel policy etc.
But these different policies are co-ordinated and integrated in such a
way that they ensure easy realisation of the ultimate objectives of
business. Policies should be consistent and must not be changed
frequently.

4. Procedures:
The manner in which each work has to be done is indicated by the
procedures laid down. Procedures outline a series of tasks for a
specified course of action. There may be some confusion between
policies and procedures. Policies provide guidelines to thinking and
action, but procedures are definite and specific steps to thinking and
action. For example, the policy may be the recruitment of personnel
from all parts of the country; but procedures may be to advertise and
invite applications, to take interviews and offer appointment to the
selected personnel.
Thus, procedures mean definite steps in a chronological sequence
within the area chalked out by the policies. In other words, procedures
are the methods by means of which policies are enforced. Different
procedures are adopted in different areas of business activities. There
may be production procedure, sales procedure, purchase procedure,
personnel procedure etc.

Production procedure involves manufacturing and assembling of parts;

sales procedure relates to advertising, offering quotations, securing and
execution of orders; purchase procedure indicates inviting tenders,
selecting quotations, placing orders, storing the goods in go-down and
supplying them against requisition to different departments and
personnel procedure is the recruitment, selection and placement of
workers to different jobs.

5. Rules:
A rule specifies necessary course of action in a particular situation. It
acts as a guide and is essentially in the nature of a decision made by the
management authority. This decision signifies that a definite action
must be taken in respect of a specific situation. The rules prescribe a
definite and rigid course of action to be followed in different business
activities without any scope for deviation or discretion.

Any deviation of rule entails penalty. Rule is related to parts of a

procedure. Thus, a rule may be incorporated in respect of purchase
procedure that all purchases must be made after inviting tenders.
Similarly, in respect of sales procedure, rule may be enforced that all
orders should be confirmed the very next day.

6. Programmes:
Programmes are precise plans of action followed in proper sequence in
accordance with the objectives, policies and procedures. Programmes,
thus, lead to a concrete course of inter-related actions for the
accomplishment of a purpose. Thus, a company may have a programme
for the establishment of schools, colleges and hospitals near about its
premises along with its expanding business activities.

Programmes must be closely integrated with the objectives.

Programming involves dividing into steps the activities necessary to
achieve the objectives, determining the sequence between different
steps, fixing up performance responsibility for each step, determining
the requirements of resources, time, finance etc. and assigning definite
duties to each part.

7. Budgets:
Budget means an estimate of men, money, materials and equipment in
numerical terms required for implementation of plans and
programmes. Thus, planning and budgeting are inter-linked. Budget
indicates the size of the programme and involves income and outgo,
input and output. It also serves as a very important control device by
measuring the performance in relation to the set goals. There may be
several departmental budgets which are again integrated into the
master budget.

8. Projects:
A project is a single-use plan which is a part of a general programme. It
is part of the job that needs to be done in connection with the general
programme. So a single step in a programme is set up as a project.
Generally, in planning a project, a special task force is also envisaged.

It is a scheme for investing resources which can be analysed and

appraised reasonably and independently. A project involves basically
the investment of funds, the benefits from which can be accrued in
future. Examples of such investment may be outlays on land, building,
 machinery, research and development, etc. depending upon the
situation.

9. Strategies:
Strategies are the devices formulated and adopted from the competitive
standpoint as well as from the point of view of the employees,
customers, suppliers and government. Strategies thus may be internal
and external. Whether internal or external, the success of the plans
demands that it should be strategy-oriented.

The best strategy of planning from the competitive standpoint is to be

fully informed somehow about the planning ‘secrets’ of the competitors
and to prepare its own plan accordingly. Strategies act as reserve forces
to overcome resistances and reactions according to circumstances.
They are applied as and when required.
•

2. Discuss about various selection process towards recruitment.

1. Preliminary Screening: Preliminary screening facilitates the manager of

the organization to shortlist the candidates and eliminate those who are not
suitable for the job based on the details mentioned in the application form.
Preliminary interviews help avoid the unfit for reasons that did not emerge in
the application forms. In this interview round, the candidates are questioned
by the interviewer on account of their qualifications, experiences, etc.
2. Selection Test: This type of test is a method that is either a written test or
an exercise that tries to find out some particular skill or ability of the
employees either based on their mental ability, personality, physical capacity,
or mindset.
Some of the important selection tests that are performed for the selection of
employees are as follows:
• Intelligence test: It refers to the measurement of one’s intelligence based
on memory, reasoning, etc. It is an indicator of one’s ability to make
decisions and judgments.
• Aptitude test: This test is taken to check if the candidate has the talent to
learn new skills or the capability to grasp those skills that are needed to
perform the specified job.
• Personality test: This test of the employee is conducted to understand the
personal characteristics of the candidates, such as their values, mindset,
patience, beliefs, etc.
• Trade test: It is a test to determine a candidate’s actual talents, i.e., they
are given work according to their specified jobs. These tests are based on
the employee’s level of knowledge and competency in the professional
areas.
• Interest test: Every individual has their own set of interests or particular
fields that they would like to work in. The interest test helps determine the
candidate’s area of interest and the kind of job that would suit him. This
ensures that the employees work with greater enthusiasm and efficiency.
3. Employment Interview: An interview is a formal conversation between two
people, i.e., the candidate and the interviewer. It is conducted to test the
individual’s capability. The interviewer’s job is to question the candidate and
obtain as much information as possible, and that of the interviewee is to
provide the information with confidence. Though in the present time, the
contrary is also seen.
4. Reference and Background Checks: Personal details such as names,
addresses, and telephone numbers of the references may also be requested
to be provided to attain extra information about the candidates. The
references can be anyone who knows the applicant, teachers, professors, ex-
employers, etc.
5. Selection Decision: The candidates who qualify for the tests, interview
rounds, and reference checks ultimately get selected for the final decision. In
this process, the opinion of concerned the manager makes the concluding
decision as to who will be selected among those final candidates qualifying for
that particular job.
6. Medical Examination: After the selection decision and before the job offer
is provided, the candidate goes through a medical examination to prove that
they are physically and mentally fit for that job. Only then the candidate is
given the job offer.
7. Job Offer: The step following all the other steps is receiving the job offer.
The job offer is provided to only those who have passed all the prior
obstacles. The job offer is provided through a letter of appointment, which
approves the candidate’s acceptance. The letter of appointment normally
contains the date on which the candidate has to report on duty. The letter also
prescribes a specified time at which the candidate is supposed to report.
8. Contract of Employment: When the job offer is provided and accepted by
the candidate, both the employer and the candidate are required to put into
effect certain documents, like an attestation form. Such a form contains
certain details that are verified and attested by the candidate. It is a document
that may be beneficial in the future. It is also important to prepare a contract
of employment. The information necessary to be written in the contract of
employment may differ according to the level of the job. Some of the details
that the contract include are as follows- Job Title, Duties, Responsibilities,
Date of joining of the employee, rates of pay, allowances, the disciplinary
procedure, work rules, working hours, leave rules, illness, grievance
procedure, termination of employment, etc.

3. Interpret the results of Blake and Mouton - Managerial grid on leadership theories.

The managerial grid model (The Blake and Mouton Managerial Grid model)is a
self-assessment tool by which individuals and organizations can identify a
manager's or leader's style. The grid was originally developed by Robert R.
Blake and Jane S. Mouton in the 1960s and has evolved in subsequent
decades.

The Blake Mouton Grid is created using a horizontal axis and a vertical axis
that meet at a right angle and are rated on a nine-point scale:

• Horizontal axis -- concern for production. A one, or low concern for

production, is placed to the far left of the horizontal axis, close to the right
angle; a nine, or high concern for production, is located on the far right of
the horizontal line. A high concern for production indicates that the leader
prioritizes objectives, results and productivity when determining how a task
should be accomplished.
• Vertical axis -- concern for people. A one, or low concern, falls at the
bottom of the vertical line, close to the base near the right angle, while a
nine, or high concern for people, is placed at the top of this vertical axis. A
high concern for people indicates that the leader prioritizes the needs and
interests of people when determining how a task should be accomplished.

The Blake Mouton Grid shows whether an organization's leader is more people
centric or production centric. On the basis of these focus areas, Blake and
Mouton identified five leadership or management styles:

Impoverished management
This is represented by a manager who rates a 1/1 and falls on the grid's lower
left quadrant. They have a low concern for both production and people. This is
known as the impoverished management style, according to Blake and
Mouton.

The impoverished management style is mostly ineffective both at meeting

people's needs and at generating positive results for the organization. If
anything, this style frequently leads to a disharmonious work environment and
fails to resolve conflicts among team members.

Produce-or-perish management
A manager rated 9/1 will be positioned in the grid's lower right quadrant. This
person has a high concern for production and results but low concern for
people. They have a produce-or-perish management style.

Another term for a produce-or-perish manager is authoritarian or authority-

compliance manager. This person can drive impressive results using strict
rules and punitive measures. However, their unstinting focus on results over
people adversely affects team morale and motivation, which then leads to an
eventual decline in the quality and timeliness of desired results.

Middle-of-the-road management
A rating of 5/5 means that the leader falls in the center of the grid and is said to
have a middle-of-the-road management style that suggests that the manager is
equally concerned about both production and people. They try to balance both.
However, the style can be ineffective because they are unable to prioritize
either aspect.

Country club management

A manager with a 1/9 rating will be positioned in the top left quadrant. This
person has a low concern for production but high concern for people and is
said to have a country club management style.

Managers with a country club style of management try to make their

people happy and satisfied at work. They believe that happy people will work
hard and generate good results for the company. However, they trust people to
manage themselves, so they may not provide adequate direction and coaching.
As a result, they frequently find that productivity suffers and results are not
what they expected or wanted.

Team management
A 9/9 rating would place the manager in the grid's upper right quadrant,
indicating a team management leadership style. This person is highly
committed to both production and people. These managers harness this
commitment to creating a positive work environment where people feel
respected, seen and heard.

This environment motivates and inspires people to give their best effort to the
organization. In doing so, productivity goes up, and the leader can generate
desirable results for the organization. By increasing employee satisfaction, they
can also reduce absenteeism and turnover.

4. Reddin’s Managerial Grid

The Reddin 3D Leadership Model was developed by William James Reddin, who was a British
professor and manager who developed various theories on situational leadership styles and the
impact on the efficiency of organisations.
Reddin 3D Leadership Model: Managerial styles
The following types of orientations are considered in this model.
• Task orientation: the tendency of individuals to direct their efforts towards assigned activities or tasks
(initiating, organising and directing).
• Relationship orientation: the way in which individuals direct their efforts towards personal
relationships with their work team (listening, trusting, motivating).
• Effectiveness orientation: is the behaviour that is perceived as appropriate to the requirements of the
situation.

Reddin identifies four basic leadership styles:

1. Related
This style defines that the leader enjoys most doing cooperative work with his team. He does not
dictate or direct his subordinates, he allows his workers to have freedom and responsibility by
listening to their opinions and conversing with them. He is a people person where relationships are
vital in order to deliver the results he wants.
2. Integrated
This style represents the integrated manager, which means that he/she likes team cooperation and
two-way communication. They like communication to be an essential part of developing the team’s
potential for task development. Your orientation is to work towards the future. Uses teamwork to
connect individual needs with tasks.
3. Dedicated
This style is the manager who tends to dominate others. He or she likes to give instructions and direct
what others should do. The dedicated manager is always aware of time as for them the importance of
immediacy is vital to production. Does not work well in situations where they do not have the power
they wants. The dedicated manager is direct and makes demands on others in their tasks.
4. Separated
In this type of leadership the manager is concerned with correctness or deviations. He or she tends to
follow policies and rules and imposes them on others so that they are fully complied with. He/she
always takes into account past performance in order to overcome or further improve it. Balance is
vital to follow rules and processes.
Separated basic styles in The Reddin 3D Leadership Model
1. Deserter, less effective leadership style
This is the manager who is limited in his or her relationship or task-oriented actions.
This is a person who is non-committal, passive and negative towards managing the development of a
project.
2. Bureaucratic, most effective leadership style
This is the manager who likes to follow the rules to such an extent that he / she can achieve the
reputation of being a rigid and complicated person, as he/she does not agree to solutions that are not
in line with the company’s entire business scheme (processes, beliefs, traditions).
It is difficult to make him / her understand how to step outside the context of the hierarchical
processes that the organisation has already established.
Related basic styles in The Reddin 3D Leadership Model
3. Missionary, less effective leadership style
This manager is less task-oriented and more focused on personal relationships. They like to have
harmony in the work team. They try to keep their team always happy, listen to their requests and
opinions and do their best to provide protection.
This type of style can lead to the manager not giving honest appraisals and demanding compliance
with the controls and processes that employees must have in place.
4. Developer, more affective leadership style
This type of manager uses a limited task orientation and relies much more on relationships with
subordinates.
They like to share knowledge and encourage the development of professional growth in others. This
makes him/her proud to promote the development of human talent in his/her team and can bring
more effectiveness.
Dedicated basic styles in The Reddin 3D Leadership Model
5. Autocratic, less effective leadership style
In this leadership style the manager acts in a cold and calculating way by focusing much more on the
completion of tasks and personal relationships are of no importance.
He tends to manage and follow work processes carefully as he does not have enough trust in others.
They do not explain their decisions as for them their word and action has more power than that of
others. They do not like mistakes and their personal interaction is low.
6. Benevolent autocrat, the most effective leadership style
The manager agrees on objectives and helps his team in the process. They like to solve operational
problems, but do not have as much patience for solving human relations problems.
They like to be fair when they disagree with someone or need to get an employee’s attention. They
can handle team relationships in general with ease but find it difficult to focus on individual
relationships.
Integrated basic styles in The Reddin 3D Leadership Model
7. Compromiser, less effective leadership style
The manager uses both task-oriented and relationship-oriented management styles.
For this type of manager both are equally important so they focus on both, but they may lose control
of this focus and not know how to balance both. They can be indecisive and sensitive when making
decisions.
8. Executive, the most effective leadership style
In this style the manager uses both task achievement and relationship management orientations.
They like to work in a problem-solving, goal-achievement oriented way and to develop the human
talent of other employees.
 5. Express the different types of communication and mention the barriers for effective communication.
Communication can be defined as the process through which information, instructions, and
feedback are exchanged among individuals and teams within an organization. This encompasses
both formal and informal communication methods and includes verbal, written, and non-verbal
communication.

• Verbal – It is a method that uses speech in the form of speaking to convey a message or
information. It is the most popular and effective mode of communication, usually practised
during video conferences, phone calls, presentations, one-on-one conversations, and
meetings. It supports both nonverbal and written communication.

• Nonverbal – It is basically a practice of gestures, facial expressions, and body language to

send information. It can be implemented intentionally and unintentionally when
communicating. For instance, a person can smile unintentionally when they hear an
interesting piece of information or a pleasant idea.

• Written – It is all about typing, printing symbols, numbers, letters, and writing to send a piece
of information. Sometimes used to record information for evidence or reference purpose. In
general, the written style of communication is used in books, blogs, pamphlets, memos, and
letters to share and spread information. In the workplace, e-mail is a common example of
written communication.

• Visual – It uses art, photographs, sketches, graphs, charts, and drawings, to pass on the
information. It is used especially during presentations to present to give a visual effect and
support written or verbal communication.

1. Semantic Barriers
The branch of science that deals with the meaning of words and sentences is
known as Semantic. The problems and obstructions in the process of
encoding and decoding message into words or impressions is known
as Semantic barriers. This barrier arises because different words mean
different things to different people. A breakdown in communication can occur
when two individuals attach different meanings to a word. For example, for
organisations, ‘Profits‘ may mean growth and efficiency, but for employees, it
may mean excess funds generated by paying inadequate wages and
benefits.
Some of the common forms of Semantic Barriers are as follows:
• Badly Expressed Message: When a message lacks clarity and precision,
it is said to be a badly expressed message. Communication becomes
ineffective when the language of the message is vague, imprecise, or there
is the use of wrong words or omission of needed words.
• Symbols with Different Meanings: The same words may carry different
meanings to different people, and can convey different meanings under
different situations. For example, words like effect and affect, ideal and
idle, advice and advice, bear and bare, etc., sounds similar, but they have
different meanings.
• Faulty Translations: Sometimes, people do not understand the language
in which a message is given by the sender. In such cases, it becomes
necessary to translate the message into a language, which is
understandable by the receiver. The translator should be proficient enough
to translate the language, otherwise, this can also be a barrier to
communication.
• Unclarified Assumptions: The receiver may have different assumptions if
the sender does not clarify the assumptions about the message. For
example, a boss may say, ‘Complete the work’. Here, the boss has not
mentioned the day and date when the work has to be completed. He may
mean to complete the work by tomorrow, but subordinates may understand
it as a week’s target.
• Technical Jargon: Technical Jargon or terminology are used by many
experts and specialists to communicate messages. Such jargon is not
understood by the common people, which leads to poor communication.
• Body Language and Gesture Decoding: Non-verbal or gestural
communication is also an effective means of communication. Facial
expressions, gestures, body language, etc., should correspond to the
language. The receiver may get confused and can misunderstand the
message if verbal language does not match the body language.
2. Psychological Barriers
Barriers which arise on the account of emotional and psychological status of
the sender and receiver of the message are known as Psychological
Barriers. For example, a person who is under stress cannot communicate
properly.
Some of the common forms of Psychological Barriers are as follows:
• Premature Evaluation: The tendency of forming a judgement before
listening to the entire message is known as premature evaluation. This
distorts understanding and acts as a barrier to effective communication.
This can also lead to prejudices against communication.
• Lack of Attention: Communication can be less effective, and the
message can be misunderstood if proper attention is not given to it. This
inattention may arise due to the preoccupied mind of the receiver. For
example, a superior gave instructions to operate a new software, however,
the subordinate was preoccupied with other personal issues. Such lack of
attention makes the communication process one-way and ineffective.
• Loss by Transmission and Poor Retention: There is loss of or
transmission of inaccurate information when communication passes
 through various levels or channels in the organisation. It is more common
in the case of oral communication. Poor retention also acts as a barrier
when people are unable to retain the information for a long time.
• Distrust: Lack of mutual trust between the sender and the receiver also
acts as a barrier to communication. Parties involved in communication
cannot understand the message in an original sense when they do not
believe each other.
3. Organisational Barriers
In an organisation, communication has to pass through various levels and
channels, hence it may not reach the same place as it was sent by the
sender. Organisation structure, rules and regulations, authority relationships,
etc., act as a barrier to effective communication.
Some of the Organisational Barriers are as follows:
• Organisational Policy: Effectiveness of communication is affected by
organisational policy. The communication process is hampered if the policy
is not supportive of the free flow of communication. For example, in a
centralised organisation, free communication is not encouraged, and
communication has to follow through a proper channel only.
• Rules and Regulations: The process of communication is affected by
rigid and cumbersome rules and regulations. The channels and the subject
matter are already prescribed through, which the messages are to be
communicated. These prescribed rules, regulations, and channels are rigid
and can act as barriers.
• Status: Psychological distance is created between superior and
subordinate because of status. Such statuses stand in the way of true and
accurate communication. Subordinates are also not allowed to express
their feeling freely if the manager is status conscious.
• Complexity in Organisation Structure: Organisation structure can also
act as a barrier to communication. If there are many managerial levels in
an organisational structure, then communication gets delayed and
distorted.
• Organisational Facilities: If facilities like frequent meetings, conferences,
suggestion boxes, complaint boxes, etc., are absent in an organisation,
then effective communication is hampered.
4. Personal Barriers
The effectiveness of communication is influenced by the personal factors of
both sender and the receiver.
Some of the Personal Barriers are as follows:
• Fear of Challenge to Authority: If a superior fears that a particular
communication can hamper his authority, then he may withhold such
communication, as he always wants to maintain a higher position and
prestige in the organisation.
• Lack of Confidence of Superior on his Subordinates: When superiors
do not have faith or confidence on the competence of their subordinates,
then communication is said to be hampered. When there is a lack of trust
and confidence in subordinates, the superior may not take advice or
suggestions from the subordinates.
• Unwillingness to Communicate: Unwillingness to communicate can be
another reason for ineffective communication. Many times, subordinates
do not communicate with their superiors because they believe that if the
information is not correct or appropriate, it will adversely affect them.
• Lack of Proper Incentives: Subordinates also do not take initiative to
communicate, when there is no motivation or incentives for
communication. For example, if there is no reward for the suggestion given
by the subordinates, then they will not take initiative.

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6. Illustrate theory X and theory Y.

The idea that a manager’s attitude has an impact on employee motivation was originally
proposed by Douglas McGregor, a management professor at the Massachusetts
Institute of Technology during the 1950s and 1960s. In his 1960 book, The Human Side
of Enterprise, McGregor proposed two theories by which managers perceive and address
employee motivation. He referred to these opposing motivational methods as Theory X
and Theory Y management. Each assumes that the manager’s role is to organize
resources, including people, to best benefit the company. However, beyond this
commonality, the attitudes and assumptions they embody are quite different.
Theory X

According to McGregor, Theory X management assumes the following:

• Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible.
• Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
• Most people have little aptitude for creativity in solving organizational problems.
• Motivation occurs only at the physiological and security levels of Maslow’s
hierarchy of needs.
• Most people are self-centered. As a result, they must be closely controlled and
often coerced to achieve organizational objectives.
• Most people resist change.
• Most people are gullible and unintelligent.

Essentially, Theory X assumes that the primary source of employee motivation is

monetary, with security as a strong second. Under Theory X, one can take a hard or soft
approach to getting results.

The hard approach to motivation relies on coercion, implicit threats, micromanagement,

and tight controls— essentially an environment of command and control. The soft
approach, however, is to be permissive and seek harmony in the hopes that, in return,
employees will cooperate when asked. However, neither of these extremes is optimal.
The hard approach results in hostility, purposely low output, and extreme union
demands. The soft approach results in a growing desire for greater reward in exchange
for diminished work output.

It might seem that the optimal approach to human resource management would lie
somewhere between these extremes. However, McGregor asserts that neither approach
is appropriate, since the basic assumptions of Theory X are incorrect.

Drawing on Maslow’s hierarchy of needs, McGregor argues that a need, once satisfied,
no longer motivates. The company uses monetary rewards and benefits to satisfy
employees’ lower-level needs. Once those needs have been satisfied, the motivation
disappears. Theory X management hinders the satisfaction of higher-level needs
because it doesn’t acknowledge that those needs are relevant in the workplace. As a
result, the only way that employees can attempt to meet higher-level needs at work is to
seek more compensation, so, predictably, they focus on monetary rewards. While money
may not be the most effective way to self-fulfillment, it may be the only way available.
People will use work to satisfy their lower needs and seek to satisfy their higher needs
during their leisure time. However, employees can be most productive when their work
goals align with their higher-level needs.

McGregor makes the point that a command-and-control environment is not effective

because it relies on lower needs for motivation, but in modern society those needs are
mostly satisfied and thus are no longer motivating. In this situation, one would expect
employees to dislike their work, avoid responsibility, have no interest in organizational
goals, resist change, etc.—creating, in effect, a self-fulfilling prophecy. To McGregor, a
steady supply of motivation seemed more likely to occur under Theory Y management.

Theory Y

The higher-level needs of esteem and self-actualization are ongoing needs that, for most
people, are never completely satisfied. As such, it is these higher-level needs through
which employees can best be motivated.

In strong contrast to Theory X, Theory Y management makes the following assumptions:

• Work can be as natural as play if the conditions are favorable.

• People will be self-directed and creative to meet their work and organizational
objectives if they are committed to them.
• People will be committed to their quality and productivity objectives if rewards are in
place that address higher needs such as self-fulfillment.
• The capacity for creativity spreads throughout organizations.
• Most people can handle responsibility because creativity and ingenuity are common
in the population.
• Under these conditions, people will seek responsibility.
Under these assumptions, there is an opportunity to align personal goals with
organizational goals by using the employee’s own need for fulfillment as the motivator.
McGregor stressed that Theory Y management does not imply a soft approach.

McGregor recognized that some people may not have reached the level of maturity
assumed by Theory Y and may initially need tighter controls that can be relaxed as the
employee develops.

If Theory Y holds true, an organization can apply the following principles of scientific
management to improve employee motivation:

• Decentralization and delegation: If firms decentralize control and reduce the

number of levels of management, managers will have more subordinates and
consequently need to delegate some responsibility and decision making to them.
• Job enlargement: Broadening the scope of an employee’s job adds variety and
opportunities to satisfy ego needs.
• Participative management: Consulting employees in the decision-making process
taps their creative capacity and provides them with some control over their work
environment.
• Performance appraisals: Having the employee set objectives and participate in
the process of self-evaluation increases engagement and dedication.

If properly implemented, such an environment can increase and continually

fuel motivation as employees work to satisfy their higher-level personal needs through
their jobs

7. Discuss the Maslow’s need hierarchy theory.

Physiological needs
Physiological needs are the base of the hierarchy. These needs are the biological
component for human survival. According to Maslow's hierarchy of needs, physiological
needs are factored into internal motivation. According to Maslow's theory, humans are
compelled to satisfy physiological needs first to pursue higher levels of intrinsic
satisfaction.[1] To advance higher-level needs in Maslow's hierarchy, physiological needs
must be met first. This means that if a person is struggling to meet their physiological
needs, they are unwilling to seek safety, belonging, esteem, and self-actualization on
their own.

Physiological needs may include:

• Air
• Water
• Food
• Heat
• Clothes
• Reproduction
• Shelter[2]
• Sleep

Safety needs
Once a person's physiological needs are satisfied, their safety needs take precedence
and dominate behavior. In the absence of physical safety – due to war, natural
disaster, family violence, childhood abuse, etc. and/or in the absence of economic safety
– (due to an economic crisis and lack of work opportunities) these safety needs manifest
themselves in ways such as a preference for job security, grievance procedures for
protecting the individual from unilateral authority, savings accounts, insurance policies,
disability accommodations, etc. This level is more likely to predominate in children as
they generally have a greater need to feel safe – especially children who have
disabilities.[19] Adults are also impacted by this, typically in economic matters; "adults are
not immune to the need of safety".[6] It includes shelter, job security, health, and safe
environments. If a person does not feel safe in an environment, they will seek safety
before attempting to meet any higher level of survival. This is why the "goal of
consistently meeting the need for safety is to have stability in one's life",[6] stability brings
back the concept of homeostasis for humans which our bodies need.

Safety needs include:

• Health
• Personal security
• Emotional security
• Financial security
Love and social needs
After physiological and safety needs are fulfilled, the third level of human needs is
interpersonal and involves feelings of belongingness. According to Maslow, humans
possess an effective need for a sense of belonging and acceptance among social
groups, regardless of whether these groups are large or small; being a part of a group is
crucial, regardless if it is work, sports, friends or family.[2] The sense of belongingness is
"being comfortable with and connection to others that results from receiving acceptance,
respect, and love."

Esteem needs
Esteem is the respect, and admiration of a person, but also "self-respect and respect
from others".[19] Most people need stable esteem, meaning that which is soundly based
on real capacity or achievement. Maslow noted two versions of esteem needs. The
"lower" version of esteem is the need for respect from others and may include a need for
status, recognition, fame, prestige, and attention. The "higher" version of esteem is the
need for self-respect, and can include a need for strength, competence,[3] mastery, self-
confidence, independence, and freedom. This "higher" version takes guidelines, the
"hierarchies are interrelated rather than sharply separated".[17] This means that esteem
and the subsequent levels are not strictly separated; instead, the levels are closely
related.

Esteem comes from day-to-day experiences which provide a learning opportunity that
allows us to discover ourselves. This is incredibly important for children, which is why
giving them "the opportunity to discover they are competent and capable learners" [19] is
crucial. To boost this, adults must provide opportunities for children to have successful
and positive experiences to give children a greater "sense of self". [19] Adults, especially
parents and educators must create and ensure an environment for children that is
supportive and provides them with opportunities that "helps children see themselves as
respectable, capable individuals". It can also be found that "Maslow indicated that the
need for respect or reputation is most important for children ... and precedes real self-
esteem or dignity",[2] which reflects the two aspects of esteem: for oneself and others.

Unit V

1. Various pillars of TPM

Total Productive Maintenance (TPM) is a set of strategic initiatives focusing on maintaining and improving
production and quality systems through the machines, equipment, processes and employees that add value to an
organization.
TPM has eight pillars that are mainly aimed at proactively improving the reliability of machines.
People are at the center of this system and must be continuously trained to identify and eliminate waste.

PILLAR 1 - 5S :
TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and
organizing the workplace helps the team to uncover problems. Making problems visible is the first step of
improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organisation Sort

Seiton Tidiness Systematise

Seiso Cleaning Sweep

Seiketsu Standardisation Standardise

Shitsuke Discipline Self - Discipline

SEIRI - Sort out :

This means sorting and organizing the items as critical, important, frequently used items, useless, or items that are
not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that
are not be used in near future, should be stored in some place. For this step, the worth of the item should be
decided based on utility and not cost. As a result of this step, the search time is reduced.

SEITON - Organise :
The concept here is that "Each items has a place, and only one place". The items should be placed back after
usage at the same place. To identify items easily, name plates and colored tags has to be used. Vertical racks can
be used for this purpose, and heavy items occupy the bottom position in the racks.
SEISO - Shine the workplace :
This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires or oil
leakage from machines.
SEIKETSU - Standardization :
Employees has to discuss together and decide on standards for keeping the work place / Machines / pathways neat
and clean. This standards are implemented for whole organization and are tested / Inspected randomly.
SHITSUKE - Self discipline :
Considering 5S as a way of life and bring about self-discipline among the employees of the organization. This
includes wearing badges, following work procedures, punctuality, dedication to the organization etc.

PILLAR 2 - JISHU HOZEN ( Autonomous maintenance ) :

This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing
up the skilled maintenance people to spend time on more value added activity and technical repairs. The operators
are responsible for upkeep of their equipment to prevent it from deteriorating.
Policy :
1. Uninterrupted operation of equipments.
2. Flexible operators to operate and maintain other equipments.
3. Eliminating the defects at source through active employee participation.
4. Stepwise implementation of JH activities.
JISHU HOZEN Targets:
1. Prevent the occurrence of 1A / 1B because of JH.
2. Reduce oil consumption by 50%
3. Reduce process time by 50%
4. Increase use of JH by 50%
Steps in JISHU HOZEN :
1. Preparation of employees.
2. Initial cleanup of machines.
3. Take counter measures
4. Fix tentative JH standards
5. General inspection
6. Autonomous inspection
7. Standardization and
8. Autonomous management.

PILLAR 3 - KAIZEN :
"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for small improvements, but
carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big spectacular
innovations. Kaizen requires no or little investment. The principle behind is that "a very large number of small
improvements are move effective in an organizational environment than a few improvements of large value. This
pillar is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough
procedure we eliminate losses in a systematic method using various Kaizen tools. These activities are not limited
to production areas and can be implemented in administrative areas as well.
Kaizen Policy :
1. Practice concepts of zero losses in every sphere of activity.
2. relentless pursuit to achieve cost reduction targets in all resources
3. Relentless pursuit to improve over all plant equipment effectiveness.
4. Extensive use of PM analysis as a tool for eliminating losses.
5. Focus of easy handling of operators.
Kaizen Target :
Achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and
unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.
Tools used in Kaizen :
1. PM analysis
2. Why - Why analysis
3. Summary of losses
4. Kaizen register
5. Kaizen summary sheet.

PILLAR 4 - PLANNED MAINTENANCE :

It is aimed to have trouble free machines and equipments producing defect free products for total customer
satisfaction. This breaks maintenance down into 4 "families" or groups which was defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a proactive method and use trained
maintenance staff to help train the operators to better maintain their equipment.
Policy :
1. Achieve and sustain availability of machines
2. Optimum maintenance cost.
3. Reduces spares inventory.
4. Improve reliability and maintainability of machines.
Six steps in Planned maintenance :
1. Equipment evaluation and recoding present status.
2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system, select equipment, parts and members and map out plan.
5. Prepare predictive maintenance system by introducing equipment diagnostic techniques and
6. Evaluation of planned maintenance.
PILLAR 5 - QUALITY MAINTENANCE :
It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on
eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain understanding
of what parts of the equipment affect product quality and begin to eliminate current quality concerns, then move
to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance).
QM activities is to set equipment conditions that preclude quality defects, based on the basic concept of
maintaining perfect equipment to maintain perfect quality of products. The condition are checked and measure in
time series to very that measure values are within standard values to prevent defects. The transition of measured
values is watched to predict possibilities of defects occurring and to take counter measures before hand.
Policy :
1. Defect free conditions and control of equipments.
2. QM activities to support quality assurance.
3. Focus of prevention of defects at source
4. Focus on poka-yoke. ( fool proof system )
5. In-line detection and segregation of defects.
6. Effective implementation of operator quality assurance.

Target :
1. Achieve and sustain customer complaints at zero
2. Reduce in-process defects by 50 %
3. Reduce cost of quality by 50 %.

PILLAR 6 - TRAINING :
It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come to work
and perform all required functions effectively and independently. Education is given to operators to upgrade their
skill. It is not sufficient know only "Know-How" by they should also learn "Know-why". By experience they
gain, "Know-How" to overcome a problem what to be done. This they do without knowing the root cause of the
problem and why they are doing so. Hence it become necessary to train them on knowing "Know-why". The
employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. The
different phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.
Policy :
1. Focus on improvement of knowledge, skills and techniques.
2. Creating a training environment for self learning based on felt needs.
3. Training curriculum / tools /assessment etc conductive to employee revitalization
4. Training to remove employee fatigue and make work enjoyable.
Target :
1. Achieve and sustain downtime due to want men at zero on critical machines.
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
3. Aim for 100 % participation in suggestion scheme.

PILLAR 7 - OFFICE TPM :

Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be
followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses.
This includes analyzing processes and procedures towards increased office automation. Office TPM addresses
twelve major losses. They are
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
 12. Expenses on emergency dispatches/purchases
P Q C D S M in Office TPM :
P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of
tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs,
Rejection/rework in BOP's/job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
• Delay in delivery due to any of the support functions
• Delay in payments to suppliers
• Delay in information
S - Safety in material handling/stores/logistics, Safety of soft and hard data.
M - Number of kaizens in office areas.

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT :

Target :
1. Zero accident,
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our process or
procedures. This pillar will play an active role in each of the other pillars on a regular basis.
A committee is constituted for this pillar which comprises representative of officers as well as workers. The
committee is headed by Senior vice President ( Technical ). Utmost importance to Safety is given in the plant.
Manager (Safety) is looking after functions related to safety. To create awareness among employees various
competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals.

2. Management information system under system approach

A management information system (MIS) is an information system used for decision-making,
and for the coordination, control, analysis, and visualization of information in an organization. The
study of the management information systems involves people, processes and technology in an
organizational context. In other words, it serves, as the functions of controlling, planning, decision
making in the management level setting.

There is a total of five phases of MIS development:

1. Mainframe and minicomputer computing
2. Personal computers
3. Client/server networks
4. Enterprise computing
5. Cloud computing.
Purpose of MIS
The purpose of Management Information System (MIS full form) is to help managers make better
decisions by providing them with accurate and timely information. MIS does this by:
• Planning: MIS helps managers make plans and set goals by giving them important information. This
helps them see what’s coming up and make smart choices.
• Organizing: MIS helps organize things like people, money, and materials so that everything runs
smoothly. It makes processes easier and helps the company work better.
• Controlling: MIS helps managers keep an eye on how things are going in real-time. If something
goes off track, they can fix it quickly.
Key Components of MIS
 An effective Management Information System (MIS) needs five main parts to work well together:
1. People: These are the users of the system, like data entry workers, managers, and analysts. They
need to know how to use the system and understand the information it gives them.
2. Business Processes: These are the ways things get done in a company. The MIS should help these
processes run smoothly by giving the right information at the right time.
3. Data: This is the information the MIS collects and uses. It’s important that the data is accurate
because bad data leads to bad decisions.
4. Hardware: This is the physical stuff that the MIS needs to work, like computers and servers.
5. Software: These are the programs that make the MIS run, like databases and reporting tools.
Here’s how they all fit together:
• People use the Software to put Data into the system based on how things are done in the company.
• The Hardware stores and works with the Data.
• The Software looks at the Data and turns it into useful Information for the People to use.
• A good MIS needs all these parts to work well together. When they do, a company can use the
system to make smart decisions and do their work better.
Types of MIS Systems
Management Information Systems (MIS full form), come in various types, each serving different
purposes within an organization. Here are some common types of MIS systems:
1. Transaction Processing Systems (TPS): These systems handle everyday transactions like sales and
payments.
2. Decision Support Systems (DSS): DSS helps managers make decisions by giving them helpful
analysis tools.
3. Executive Information Systems (EIS): EIS gives top bosses a quick overview of how the company is
doing.
4. Enterprise Resource Planning (ERP) Systems: ERP connects different parts of a business, like
finance and human resources, into one system.
5. Supply Chain Management (SCM) Systems: SCM systems help manage how products get from
suppliers to customers.
6. Customer Relationship Management (CRM) Systems: CRM systems help companies keep track of
their interactions with customers.
7. Knowledge Management Systems (KMS): KMS help store and share important information within
a company.
 8. Office Automation Systems (OAS): OAS help with daily office tasks like managing documents and
emails.
These are just a few examples of the types of MIS systems used in organizations. Each type serves
specific functions and contributes to improving operational efficiency, decision-making, and
strategic planning.

3. Benchmarking

Benchmarking is a strategic management approach that organisations use to gain a competitive edge by
comparing their practices, processes, and performance metrics with those of their industry counterparts
or top performers. It’s a powerful tool that allows companies to identify areas for improvement, set
performance targets, and implement effective strategies to enhance overall organisational performance.
By analyzing data and information obtained from benchmarking partners, businesses can pinpoint
performance gaps and discover best practices that can be adopted.

Steps of Benchmarking
Benchmarking involves a series of systematic steps that organisations can follow to effectively compare
their performance and practices with industry leaders or competitors. The key steps involved in
benchmarking are:
1. Define the Focus: Clearly identify the specific area or process that you intend to benchmark.
Whether it’s a particular function within your organisation or a specific aspect of your industry,
having a clear focus will ensure a targeted approach to improvement.
2. Select Benchmarking Partners: Identify organisations that excel in the chosen area and can serve
as valuable benchmarks. Look for both direct competitors and companies from different
industries known for their best practices. This diverse selection will provide a broader perspective
and fresh insights for your improvement efforts.
3. Gather Data and Information: Collect relevant data and information from your benchmarking
partners. Employ various methods such as surveys, interviews, site visits, or accessing publicly
available reports. It’s crucial to ensure the accuracy and comprehensiveness of the data, focusing
specifically on the benchmarks you have identified.
4. Analyze and Compare: Analyze the collected data and compare it with your organisation’s own
performance. Identify gaps and differences in processes, practices, and performance metrics. This
analysis will enable you to gain a deeper understanding of areas for improvement and learn from
the best practices of your benchmarking partners.
5. Set Performance Targets: Based on the insights gained from the benchmarking analysis, establish
specific performance targets and goals for your organisation. These targets should be challenging
 yet attainable, aligning closely with your strategic objectives. Clear targets provide a roadmap for
your improvement efforts.
6. Develop an Action Plan: Create a comprehensive action plan that outlines the specific steps and
initiatives required to bridge performance gaps and achieve the set targets. Ensure the action
plan includes well-defined timelines, assigned responsibilities, required resources, and key
milestones. Tailor the plan to suit the unique needs and capabilities of your organisation.
7. Implement and Monitor: Put your action plan into motion and execute the identified
improvements within your organisation. Regularly monitor progress, tracking relevant
performance indicators and metrics tied to your benchmarking focus. Ongoing monitoring allows
for timely assessment of the effectiveness of implemented changes and enables necessary
adjustments if required.
8. Learn and Iterate: Benchmarking is an iterative process that fosters continuous learning and
improvement. Evaluate the outcomes of the implemented changes, draw insights from the results,
and identify additional areas for enhancement. Leverage the knowledge gained through
benchmarking to refine your processes, practices, and overall performance.