SundarTechnologies: Business Management : Human Resource Management IBMI Certification

International Business Management Institute

Business Management : Human Resource Management IBMI Certification

Human Resource Management

11 chapters | 3 hours

Course Content

1. Introduction

2. Human Resource Planning

2 Topics

3. Recruitment and Selection

3 Topics

4. Training and Development

3 Topics

5. 360-Degree Assessment

2 Topics

6. Motivation and Satisfaction

4 Topics

7. Compensation and Rewards

2 Topics

8. Organizational Structure

4 Topics

9. Organizational Culture

2 Topics

10. Methods of Control

11. Case Study: Google

Human Resource Management - Exam

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* 1. Introduction :

-------------------

Welcome to Human Resource Management!

-------------------------------------

Recruiting, selecting, hiring, and retaining competent employees திறமையான ஊழியர்கள் as well as implementing

the right internal structures and processes have always been essential for every organization.

In this course, we will dive into the exciting fields of human resource management and organizational

behavior.

Human Resource Management (HRM) includes all management decisions that affect people within an

organization. Today, in a business world shaped by globalization and technological revolutions, this task

may be more important than ever before: businesses, human resource departments, and managers have to react

to those changes and must offer flexible strategies. It is important to understand that all management

decisions have impacts on human resource management and therefore HRM should be linked to all

organizational processes.

Organizational behavior (OB) is the study of how individuals and groups perform together within an

organization. OB focuses on the best way to manage individuals, groups, and organizations.

Organizational behavior includes management theories and practices of motivation, and the fundamentals

of organizational structure and design. Knowledge about organizational behavior can provide managers with

a better understanding of how their company can make its processes more effective and efficient, thus

allowing the firm or organization to successfully adapt to changing circumstances.

From the smallest nonprofit to the largest multinational firm, all organizations have to manage human

resources and organizational behavior.

2. Human Resource Planning :

----------------------------

2. Human Resource Planning

Managers and organizations have to develop a plan for how human resources will be needed to meet short-

and long-term goals. If, for example, a company decides to open a new store, the human resource component

is an essential part of the strategic planning.

2 Topics :

----------

Lesson Content

i. Staffing Plan

ii. Job Descriptions

i. Staffing Plan :

Human resources planning starts by conducting an analysis of staffing needs. This could mean

either assessing the current staffing requirements or projecting future requirements. In

either situation there are several questions that need to be answered:

* What is the organization’s vision and what are the short-term and long-term goals?

* Can any major changes in the market impact the organization’s future?

* What changes in staffing, if any, are needed to support the overall vision?

A staffing plan

involves evaluating the human capacity needed to meet the needs of the organization and estimating the

number of people needed for each unit. This process does require a lot of experience and understanding

of the specific business.

If the managers are new to the company, a good benchmark would be comparing the number of employees

needed in similar organizations or gathering some sort of useful statistics. Here are some signs that

the current staffing needs are not well planned:

* Regular breakdowns in the process flow (like missed deadlines, increased returns, decreased customer

loyalty, and regular administration mistakes)

* Frequent employee absenteeism and turnover caused by employees being over-stressed or having poor morale

* Regularly occurring overtime caused by employees being overworked. Overworking employees can lead to

burnouts எரித்தல் and increased costs in the long run.

Info.!!!!!!! :

Staff planning is a systematic process to ensure that an organization has the right number of people with

the right skills to fulfill its business needs.

ii. Job Descriptions :

Once a staffing plan is developed, job descriptions can be created. This process involves

analyzing each job in the organization in order to generate job specifications, and then

these are aggregated திரட்டப்பட்டது at a firm-wide level. Some thought should be put into

them due to the nature of employees using job descriptions to define their actions.

The job analysis involves collecting information to form a complete understanding of what is necessary to

perform the job. A job description lists the activities that the employee performs, as well as the skills

and qualities that are needed to successfully meet the job objectives. Think of this stage of human resources

planning as if you were a newly appointed sports coach. Firstly, you would identify the positions you would

need to complete the roster, secondly, the qualities you would like for each player, specific to

each position.

Once the job analysis and job descriptions are determined, this information can then be aggregated to form

a human resource inventory to track what skills and capabilities need to be filled in to complete the human

resources requirements. When completed correctly, job descriptions can be a very important tool and can be

used in many different functions, including:

* Giving employees a gauge பாதை of how they will be evaluated within the organization.

* Helping determine the compensation level for individual positions.

* Establishing hiring criteria for specific positions, and giving candidates responsibility expectations.

A typical outline of a job description includes:

1. Job Title

Specific title that would be included in an organizational chart

2. Overall Description

A breif description of the responsibilities

3. Reporting To

List of person(s) to whom this position reports

4. Duties

A list of regular duties this position would be expected to perform

5. Requirements :

A list of mandatory or preferred requirements for the position

6. Criteria :

Specific skills, experience, and knowledge.

Info.!!!!!!! :

A job description is an internal document that clearly states the essential job requirements, duties,

responsibilities, and skills required to perform a specific role. A more detailed job description might

even cover how success is measured in the role so it can be used during performance evaluations.

concepts and tactics-கருத்துக்கள் மற்றும் தந்திரோபாயங்கள்

3. Recruitment and Selection :

------------------------------

Once the planning part of the process is completed, the organization will set forth to implement this

plan through the next set of human resource concepts and tactics: recruitment, selection, appraisal,

rewards, as well as employee training and development.

3 Topics :

----------

Lesson Content

i. Recruitment

ii. Selection

iii. Outsourcing

i. Recruitment

Recruitment is the process by which companies attract candidates to fill present and future

positions, and the appropriate method varies from company to company. In most cases, the human

resources department in the company will work together with managers in departments throughout

the company to determine a recruitment method and approach.

Many recruitment methods are available, including Internet and print advertisements, employee referrals,

and outsourced agencies (“headhunter” executive placement firms, job placement agencies, etc.) that perform

recruitment services for the company, either on a fixed-fee arrangement, much like a consulting relationship,

or on a performance-based basis where the fee is a percentage of the employee’s salary. In some cases, the

employee will pay the fees associated with such outsourced services, but more often the company will pay

these fees. Other recruitment tactics include job fairs and college recruiting and might involve a

combination of several methods.

There are two ways to fill a vacant position: by internal or external recruitment.

----------------

/| Internal |

--------------- / ----------------

| Sources of |/

| Requirement |\

--------------- \ ----------------

\| External |

----------------

Hiring from within the organization (internally) allows the manager to choose from a known pool of talent

and can minimize misperceptions தவறான among candidates about the actual requirements of the position. In

addition, hiring from within can be cost-effective and provide motivation for existing employees.

Generally, it is advisable to look outside the company (externally) when specific skills are required for

the position and existing employees may not be reasonably expected to train for or learn these skills. The

decision to look outside the company tends to be more appropriate when there is a specific need to fill,

such as technical requirements. Hiring from outside also helps to avoid the ripple சிற்றலை effect of

frequent internal staffing changes and the employee “musical chairs” syndrome that does not give staff

time to mature into their respective jobs.

Finally, recruiting outside the company can be an effective way to import experience and creativity or new

ways of doing things. This infusion of outsider perspectives முன்னோக்குகள் and approaches can

infuse உட்செலுத்துதல் the company with a fresh look at its processes and systems.

ii. Selection

The recruitment process will result in a pool of candidates from which the organization has to

select the right employee. This usually involves a combination of different selection methods.

Interviews and reference checks are the most commonly used, but other methods are available depending on

the specific demands of the position. For example, background checks are appropriate when a position

requires that the employee has significant customer interaction or if the prospective employee has a

fiduciary நம்பகத்தன்மை responsibility with the company.

Other selection methods include:

* Skill performance tests/work samples –

for example, a graphic artist may bring in a portfolio of past projects, or a data entry candidate

may be given a simulated work assignment.

* Personality tests –

used especially in customer contact recruitment and selection (e.g., salespersons and customer

service candidates).

* Physical abilities tests –

used in many job requirements where the physical condition is an essential element in job

productivity or success (e.g., a product installation or delivery job).

* Drug tests –

an increasingly used tool to ensure the selection of candidates who do not involve themselves

in chemical or substance dependency.

Face-to-face interviews can be extremely revealing but must be well prepared. The goal of an interview

should be to learn whether the candidate has the competencies and technical skills that are most critical

to the job, and questions should be prepared for each area.

The interviewer’s questions should focus on behaviors, not opinions, and may involve asking applicants to

provide examples from their past experiences. Interviews provide an opportunity to read body language and

the applicants’ ability to “think on their feet,” often replicating the realities of life on the job.

Additionally, to ensure good fit with the culture of the company, an initial interview is often

followed up by several more representing the other employees with whom the potential hire may work,

as well as company representatives at different levels and areas within the company. An important step in

the interview process is to check on a prospective employee’s past performances by making inquiries to

former employers and references.

Four rules for more effective reference checks are:

* Ask the applicant to inform prior employers that you intend to contact them. Former managers are much

more likely to provide useful information if they are aware beforehand that they will be contacted.

* Open the call by describing the corporate culture of the organization. This provides some context for

the previous employer’s comments on the previous employee.

* Reassure the previous employers that the information they provide will not determine the final hiring

decision, but that your goal is to learn more about the prospective வருங்கால hire.

* Save formal questions such as dates of employment and title until the end of the call.

iii. Outsourcing

In the past decade, the use of “employee leasing” and temporary, or project-based,

outsourcing of human resource needs has become more prevalent நடைமுறையில் உள்ளது. In this

scenario, the company contracts with another company that provides the employees for a

specific need or project.

The contracted worker is an employee of the provider company, with the provider company responsible for

payroll, employee taxes, benefits, and other employee-related expenses. The company hiring these contract

employees is thus free of the associated bookkeeping and administrative costs of maintaining these employees

on its payroll – it makes a single payment to the company from which it is leasing the employees, rather

than paying the workers individually.

The upsides and downsides of outsourcing include:

Pros Cons

* Reduced Operating Costs * Employees feel intimidated மிரட்டப்பட்டது

* Reduced work training Costs * Security problems

* Main sight on the business goals * Loss of management and control

These leasing or outsourcing arrangements are attractive to new or emerging companies or mature companies

that may be experiencing an unusual spike in demand, or some other kind of nonrecurring event, presenting

a solution for a company that needs to modify its workforce capacity with some upside or downside

flexibility.

Info.!!!!!!! :

Outsourcing is an agreement in which one company contracts-out a part of their existing internal activity to

another company.

4. Training and Development :

-----------------------------

It is one thing to be able to recruit and hire good employees, but to help them attain their full

potential and to support them to become better is just as or even more important. That’s why training

and developing employees is so vital for any organization today.

3 Topics :

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Lesson Content

i. Orientation

ii. Skill Training

iii. Leadership Training

i. Orientation மாறுபட்ட நிலைக்குத் தக்கவாறு அமைதல்

Training should begin on day one of employment, with every employee given an orientation.

Getting employees off to the right start is a very easy way to build a company that embraces தழுவுகிறது

learning and development. Most small companies do not have formal orientation programs but rely

on individuals finding their way when they first get hired. This seems to work fine in smaller

organizations when there are more informal means of communication, but as organizations grow,

most have found that formal orientation programs are necessary to get employees up to speed and

productive in a timely fashion.

Formal orientation programs can range from an hour to several days, and the level of orientation usually

depends on the level of the positions. Whereas entry-level or unskilled labor will need very little

orientation, experienced professionals will need quite a bit more to get up to speed with the organization.

Each organization needs to define its own orientation needs and programs. Assigning mentors is often done

in place of an orientation program to give new employees a helping hand during the first few weeks on the job.

At a minimum for small or large organizations, orientation programs should include:

* Detailed company history and overview of the current structure and products.

* Overview of employment policies and handbook (if applicable).

* Basics of compensation, benefits, and all other legal issues that arise.

* Health and safety issues.

* Information about business systems such as phone, e-mail, voice mail, and office equipment.

* Employee rewards and incentives சலுகைகள்.

Info.!!!!!!!:

Onboarding new hires at an organization should be a strategic process. How employers handle the first few

days and weeks of a new employee’s experience is crucial முக்கியமான to ensuring high retention retention தக்கவைத்தல்.

ii. Skill Training

What are the main benefits of employee development and training? In general, training…

* increases the value and capacity of the human assets of the company,

* provides an alternative to recruiting, by having qualified personnel to fill vacant positions,

* creates potential future leaders of the company, and

* helps reducing employee turnover by keeping individuals motivated and interested in their positions with

the possibility of advancement.

Skill training is exactly what it says – training employees on new skill sets. This could take many forms,

including training on new software, customer service techniques, or even team-building exercises. Skill

training has two main goals:

* to maintain employees’ current skill level with ever-advancing technology and business practices, and

* to give employees the necessary skills to advance through the organization.

Every organization is going to have a unique set of skills required of its employees. Of course, many

general skills transfer from organization to organization very easily, but the scope of skills is usually

unique for every organization. Prior to implementing training, organizations need to follow a few basic

steps:

(5) Steps :

------------------------------------------------------------

| Skill \ Training \ Align with \ Conduct \ Feednack \

| Assesment / Source / Goals / Training / /

------------------------------------------------------------

* Conduct complete skill assessments, involve all levels of employees, develop core skill competencies for

each position, and assess current gaps in the skill set.

* Choose the training source. Whether you choose outside consultants, assign internal trainers, or devise

online training, the source has to be effective for the given skill set.

* Align training with the broad goals and objectives of the organization. This will help employees see

the importance and be more likely to jump on board with the training.

* Conduct training during work hours (this will help keep a positive attitude toward the training) and in

suitable facilities.

* Plan for feedback and assessment of all training programs.

iii. Leadership Training

As organizations grow, adapt, and mature, there comes a time when existing managers and

leaders will begin to think about stepping down and looking for replacements either inside

or outside the organization. When this situation arises, managers often do not find suitable

and qualified candidates with the right experience within the current organization.

Managers typically find that internal candidates are very good at their current jobs but do not have the

breadth of experiences it takes to manage teams or departments successfully. External candidates are also

very experienced, but the right fit is very hard to find. One way to ensure that suitable replacements for

top managers and leaders are available is to have a program or plan to develop leaders internally.

Leadership development programs are very common nowadays: the risk of not planning for the succession of

current leaders is too much to bear for most organizations. That’s why the leaders of organizations should

ask themselves the question “Would the organization be able to survive successfully if the CEO was the

victim of a fatal accident?” If the answer to this question is no, it would be wise for management to

address this issue.

Leadership development programs take many forms, but they all have similar goals of providing certain employees

with the necessary skills and experience to fill the shoes of top management in the future.

Win.!!!!!!!:

Leadership development programs involve scheduled job rotations with increased responsibility with every

step. High-potential individuals are usually hired into the programs, mentors are assigned, and their

progress is measured regularly. These programs usually span over several years.

Of course, not every individual who enters the program is guaranteed a top management position. All program

participants will have to prove themselves and take a proactive approach to develop themselves professionally;

and hopefully when the time comes for management succession அடுத்தடுத்து, there will be qualified candidates

to choose from.

5. 360-Degree Assessment :

------------------------------

2 Topics :

----------

The 360-degree assessment (also known as 360-degree feedback) is a method of systematically collecting

opinions about an individual’s performance from a wide range of coworkers. This could include peers,

direct reports, the boss, the boss’s peers, or people outside the organization.

Lesson Content

i. Purpose

ii. Implementation

i. Purpose

The 360-degree assessment is a commonly used tool in organizations as a way of giving and

receiving feedback at all levels within the organization. Simply put, a 360-degree

assessment is a system used to gather input on individual employees’ performance, not only

from managers and supervisors but from coworkers and from direct reports as well. Some

companies also involve customers in a 360-degree assessment, especially in the case of

customer-contact personnel.

0 0

/|\ /|\

/^\ /^\

DIRECT REPORTS MANAGER

\ /

\-> 0 <-/

/|\

/^\

FEEDBACK

RECEIVER

/ \

0 <-/ \-> 0

/|\ /|\

/^\ /^\

PEERS CUSTOMERS

More traditional feedback tools, in which only the direct manager provides feedback, can very easily lead

to a one-sided and incomplete employee review. The 360-degree assessment is much more likely to provide

an accurate review and assessment of an employee’s performance.

Almost all large companies today use a form of the 360-degree assessment for their employees; sometimes it

takes on a different name, such as full-circle or multi-source assessment. Here’s how it works.

Typically all employees are given the opportunity to rate and give comments on all employees they work with

on a regular basis, including managers, peers, and subordinates. Each assessment includes several different

categories for employee assessment – for example, leadership, performance management, communication, teamwork,

integrity, quality, problem-solving, vision, trust, adaptability, and reliability. Each organization develops

the assessment criteria based on what it feels is important.

Once the assessment is complete, employees have the opportunity to view how their coworkers assessed their

performance, and managers get to see how they are generally viewed by their subordinates.

Win.!!!!!!! :

Dell, the U.S.-based computer manufacturer, has used 360-degree assessment, and the results have led to

substantial management policy கணிசமான நிர்வாகக் கொள்கை changes, including forcing upper management to be

more in touch with the daily operations and allowing for routine opportunities for management to interact

with subordinates.

Implementing the 360-degree assessment can sometimes be very difficult and can cause more harm than good

if management is not careful. Giving feedback has to be done with caution given the sensitive nature of

the data and the possible defensiveness of the employees who receive it. Some employees will not be

comfortable giving frank feedback to their peers.

An organization needs to have a very high level of trust among the employees for this assessment to work

effectively. If the level of trust is not established prior to the 360-degree evaluation, human tendencies போக்குகள்

such as protectiveness, revenge, and development of hierarchies take precedence முன்னுரிமை and will skew

the results, creating even more distrust within the ranks. If this trust level cannot be established, the

360-degree evaluation should be postponed to a later date.

Info.!!!!!!! :

The 360-degree assessment is a feedback process where not just your superior but your peers and direct

reports and sometimes even customers evaluate you.

ii. Implementation

If a 360-degree evaluation has not been used previously in the organization, it is wise to

introduce it as an internal program for personal improvement, not for management decisions.

This will take the pressure off employees and allow for a more relaxed atmosphere during

the process.

Many large companies have the 360-degree assessment in place for more than a year before they are able to

see any benefits from the program and use it to make decisions. Employees need to feel comfortable with

the system before they will actually use it as a learning tool. This can be achieved by following this

4-step-plan:

|\/|------------------------------------

|1.| Start with test group |

|\/|------------------------------------

|2.| Link individual and company goals |

|\/|------------------------------------

|3.| Train employees |

|\/|------------------------------------

|4.| Turn results into action plans |

| |------------------------------------

1: Start out with a test group

When first implementing the 360-degree evaluation, start out with one department or a small group of

employees. The time and resources needed for a company-wide implementation could end up being substantial.

Starting with a test group will provide insight on issues and problems that likely will arise and will

limit the cost if the 360-degree evaluation does not work within the organization.

2: Link the 360-degree evaluation’s goals with the overall company goals

The 360-degree evaluation needs full cooperation from all employees along with a significant business

reason for the implementation. If the program is linked to the overall goals, individual employees will

have an easier time accepting and providing value.

3: Train employees

The 360-degree evaluation may include hiring an outside firm to handle the process, or if it is handled

internally, there need to be assigned roles and responsibilities. The employees who are responsible need

to be trained on all aspects of the evaluation; they must ensure that complete trust is held throughout

the process.

4: Turn the results into an action plan

Once the evaluation is complete, request ideas for an action plan from all employees. Hold meetings if

necessary or provide other means for feedback opportunities. Ongoing goals and objectives need to be set

for the future in order for everyone involved to feel that the program is effective and useful.

Questions that should be asked prior to implementing a 360-degree evaluation program include:

* How ready is the organization for the 360-degree evaluation?

* Who is going to be involved?

* Is this a mandatory or voluntary project?

* What criteria will be evaluated?

* How will the information be collected, compiled, and distributed?

* Who is going to be responsible for each activity, including planning, assessing, compiling the

information, distributing the results, developing the action plan, and following through?

Info.!!!!!!! :

The 360-degree evaluation, if used correctly can be a valuable organizational tool that will provide a path

for personal and organizational development. It can help direct and mold the corporate culture, set goals,

and create camaraderie among employees. ஊழியர்களிடையே நட்புறவை உருவாக்குங்கள்

6. Motivation and Satisfaction :

--------------------------------

4 Topics :

----------

6. Motivation and Satisfaction

Motivation is an important driver in any organization. It often determines how much effort employees will put

into accomplishing their tasks and it is strongly tied to job satisfaction. Job satisfaction expresses how

individuals feel about the tasks they are supposed to accomplish.

Lesson Content

i. Maslow: Hierarchy of Needs

ii. Herzberg: Two-Factor Theory

iii. McGregor: Theory X and Theory Y

iv. Conclusions from Theories

i. Maslow: Hierarchy of Needs

In 1943, the American psychologist Abraham Maslow developed a theory about human motivation

called the hierarchy of needs. This theory is still very popular and describes human needs

in five general categories. According to Maslow, once an individual has met the needs in

one category, he or she is motivated to seek needs in the next higher level. Maslow’s

hierarchy of needs consists of the following categories:

/ \

/ Self\

/actualiz-\ <| The need for development, Creativitiy, growth.

/ ation \

---------------

/ Ego \ <| The need for self-esteem, power, control, recognition.

-------------------

/ Social \ <| The need for Love, belonging, inclusion.

-----------------------

/ Safety \ <| The need for safety, shelter, stability

---------------------------

/ Physiological \ <| The need for air, food, water, health.

--------------------------------

Note : For the "Maslow’s Hierarchy Categories" refer to the exact image from the local folder of IBMI.

* Physiological needs:

These are the first and lowest level of needs. They relate to the most basic needs for survival and

include the need for food and shelter.

* Safety needs:

The second level of needs involves an individual’s need for security, protection, and safety in the

physical and inter-personal events of daily life.

* Social needs:

The third level of needs is associated with social behavior. It is based on an individual’s desire to

be accepted as part of a group and includes a desire for love and affection.

* Ego/Esteem needs: நான் என்னும் அகங்காரம் / மதிப்பீடு தேவை

he fourth level of needs relates to an individual’s need for respect, recognition, and prestige and

involves a personal sense of competence.

* Self-actualization: சுயமயமாக்கல்

This is the fifth and highest level of needs. Needs of this level are associated with an individual’s

desire to reach his full potential by growing and using his abilities to the fullest and most creative

extent.

As individuals move higher in the corporate hierarchy, they may see higher-order needs as being more

important than those of lower orders. Needs may also vary based on career stage, organizational structure,

and geographic location.

The hierarchy of needs could also lack effective application in different cultural contexts. Certain

cultures may value social needs over psychological and safety needs. In addition, the theory necessitates

that a manager is able to identify and understand an employee’s needs. This is not always easy and can

lead to inaccurate assumptions. Taken in the proper context, however, recognizing the importance of needs

is a useful method for conceptualizing factors of employee motivation and thus being able to direct an

organization’s behavior.

Info.!!!!!!! :

According to Maslow’s hierarchy of needs, people are motivated to fulfill basic needs before moving on to other,

more advanced needs.

ii. Herzberg: Two-Factor Theory

In the 1950s, Frederick Herzberg studied the characteristics of a job in order to determine

which factors served to increase or decrease workers’ satisfaction. His study identified two

factors related to job satisfaction: “hygiene” factors and “motivational” factors.

Hygine Factors-சுகாதார காரணிகள்

Job Dissatisfaction Job Dissatisfaction

<-------------------------------------------------------------------->

< Hygine Factors > < Motivational Factors >

* Pay * Meaningful work

* Status * Challenging work

* Security * Recognition

* Working Conditions * Feeling of Achievement

* Fringe விளிம்பு Benefits * Responsibility

* Policies & Admin Practices * Opportunities for Growth

* Interpersonal Relationships * The Job Itself

<-------------------------------------------------------------------->

peers and subordinates- சகாக்கள் மற்றும் துணை அதிகாரிகள்

Hygiene factors:

These factors must be maintained at adequate போதுமானது levels. They are related more to the environment in which an

employee is working rather than the nature of the work itself. Important hygiene factors include

organizational policies, working conditions, relationships with peers and subordinates, status, job security,

and salary. Adequate levels of these factors are necessary to prevent dissatisfaction; improving these

factors beyond adequate levels, however, does not necessarily lead to an increase in job satisfaction.

Motivational factors:

These set of factors are associated with having a direct effect on increasing job satisfaction. These factors include

achievement, recognition, responsibility, growth, the work itself, and the opportunity for advancement.

Like Maslow’s hierarchy of needs, Herzberg’s factors must be tempered by sensitivity to individual and cultural differences

and require that managers identify what employees consider to be “adequate levels.” Managers sometimes simplify both of these

theories and inappropriately பொருத்தமற்றது assume that they know what their employees need.

Info.!!!!!!! :

Herzberg’s two-factor theory states that there are certain factors in the workplace that cause job satisfaction,

while a separate set of factors cause dissatisfaction.

Authoritarian-சர்வாதிகார

participative -பங்கேற்பாளர்

iii. McGregor: Theory X and Theory Y

Douglas McGregor’s theories focus less on employee needs and more on the nature of managerial behavior. These theories are based on the assumption that a supervisor’s perceptions of her employees will strongly influence the way in which she attempts to motivate her employees. McGregor created two theories based on his studies, called Theory X and Theory Y.

Theory X Theory Y

Management Staff

\ / \ /

\ / \ ^ ^ ^ /

\ / \ | | | /

-------------------- --------------------

| Authoritarian, | | Liberating and |

| repressive style, | | developmental. |

| tight control, no | | Continuous |

| development. | | improvement |

| Produces limited, | | achieved by |

| depressed culture.| | giving |

| | | responsibility |

--------------------- --------------------

/ | | | \ |

/ v v v \ |

/ \ |

Staff Management

exert tight control-இறுக்கமான கட்டுப்பாட்டை செலுத்துங்கள்

hesitantly delegate authority-தயக்கத்துடன் அதிகாரத்தை ஒப்படைக்கவும்

In the case of Theory X,

a supervisor assumes that her employees are averse வெறுப்பு to work and will do

everything they can to avoid it. Acting on this assumption, the supervisor will exert tight control over

employees, monitor their work closely, and hesitantly delegate authority.

In this case of Theory Y,

a supervisor assumes that, contrary மாறாக to Theory X, workers are willing to

work and would be willing to accept increased responsibilities. In light of these assumptions, the

supervisor will provide employees with more freedom and creativity in the workplace and will be more

willing to delegate authority

Managers will seek to motivate their employees based on their perceptions உணர்வுகள் of the employees’

interests. This theory brings to light the variation in practice that can exist depending on the assumptions

that managers make about their employees.

Info.!!!!!!! :

McGregor developed two motivation theories and they refer to two styles of management – authoritarian (Theory X)

and participative (Theory Y).

iv. Conclusions from Theories

The three theories discussed can provide valuable insight into an organization’s behavior.

The following three conclusions can be drawn from them:

Needs:

Employees have needs. In order to motivate employees, supervisors should attempt to understand the breadth

of their employees’ needs. This is not always an easy task and requires open and frequent communication between

managers and employees. By structuring a job so that it meets these needs a supervisor can increase an

employee’s motivation.

perceived inequities-உணரப்பட்ட ஏற்றத்தாழ்வுகள்

Compensation:

Compensation is an important part of motivation, with a goal to compensate employees according to the

contribution each employee makes to the firm. Employees will be dissatisfied if they feel that they are

getting less than they deserve. In order to decrease the likelihood of perceived inequities, a manager

needs to be proactive and informative regarding reward structures.

Rewards:

Employees need to know that the goal they are working toward is achievable and that when they accomplish சாதிக்க

this goal that they will be rewarded in an appropriate and timely manner.

7. Compensation and Rewards :

-----------------------------

2 Topics :

----------

The discussion of motivational theories has shown the importance of assessing employee needs and

rewards. Some of these actions include implementing an adequate compensation program, allowing for

flexible work schedules, and establishing employee involvement programs.

Lesson Content

i. Compensation Programs

ii. Employee Involvement

i. Compensation Programs

Before determining how compensation should be set, it is necessary to align the compensation

program with several elements of the business:

(4 Typelements here)

------------ ------------ ------------- ------------

------------ ------------ ------------- ------------

* Business goals:

A compensation plan should be developed in light of a firm’s business goals. Employees should be

compensated to the degree that their efforts help the business accomplish its goals.

* Employee goals:

A compensation plan should be clear in stating individual employee goals. In order to effectively

motivate employees, they need to know what goals they will be expected to achieve.

* Achievable goals:

The goals that individual employees are expected to accomplish must be realistic and achievable.

If employees feel that the goals associated with their positions are unreachable, they will not be

motivated to work. If a supervisor can set reasonable goals and make the employee aware that numerous

achievable bonuses will be given if these goals are met, the employee will be motivated.

* Employee input:

Employees will be more satisfied with their jobs if they are consulted about the compensation plan

before it is put into effect.

implemented in conjunction - இணைந்து செயல்படுத்தப்பட்டது

An adequate compensation program, taking these issues into account, will affect employee motivation;

a compensation plan should give the highest relative raises to the individuals who achieve the highest

levels of performance. This type of system is referred to as a merit-based pay system and bases pay on

performance. It can be effectively implemented in conjunction with an incentive plan that rewards

employees for achieving specific performance goals. These plans stand in contrast to a system that

provides across-the-board pay raises, which will not motivate workers to put extra effort into

achieving set goals.

Job Security

Employees who feel they are in danger of losing their jobs may not show high work productivity. Worker

satisfaction can, and productivity may be increased by providing job security. One way firms can increase

job security is by providing cross-training in other functions. This will give employees the versatility

to accomplish new tasks if their current positions change or are no longer available.

Flexible Work Schedules

In today’s time-pressed world, many employees view time away from work as an important factor in shaping

their at-work motivation and on-job productivity. There are several methods for allowing flexible work

schedules that meet the needs of employees seeking greater home/work flexibility.

Win.!!!!!!! :

A common approach towards more flexible work schedules is the so-called compressed workweek. This approach

enables employees to work the same number of hours over the course of fewer days. Instead of working five

eight-hour days, an employee might work four ten-hour days instead. Other examples of flexible work

schedules include job-sharing where two or more people share a certain work schedule.

ambitious programs-லட்சிய திட்டங்கள்

ii. Employee Involvement

Employee involvement programs seek to motivate employees by increasing their responsibilities

or getting them more involved in decision-making processes. There are several types of

employee involvement programs; the more basic programs include job enlargement, job rotation,

and teamwork. More ambitious programs include open-book management and worker empowerment.

(5 Types here)

(Job Enlargement)

(Worker Empowerment)-------(Employee Involvement)-------(Job Rotation)

/ \

(Open-Book Management) (Teamwork)

* Job Enlargement:

Job enlargement is a direct way to increase job responsibility. It involves expanding a position

and giving an employee a greater variety of tasks.

* Job Rotation:

A job rotation program periodically reassigns employees to new positions. In addition to increasing

employees’ involvement in the firm and adjusting their responsibilities, job rotation can also

improve employees’ skill sets, thereby increasing their job security. In addition, it can also

relieve the boredom in the workplace associated with doing the same job over a long period

of time.

* Teamwork:

This program attempts to increase motivation by putting individuals with different positions onto

a team and setting them the task of achieving a specific goal. Teamwork serves to increase an

employee’s responsibilities and involvement in the firm. The best types of teams are self-directed.

This provides the team with the authority to make decisions regarding planning, accomplishing, and

evaluating the task they are working on.

* Open-Book Management:

Open-book management is a challenging, but direct way of increasing employee involvement and

responsibility. It involves allowing employees to see how their job performance affects key

performance indicators important to the firm. In order to institute this program, a firm needs

to make key indicators available to employees and educate them on how to interpret key performance

measures. Employees also need to be empowered to make decisions related to their positions and

training and be given the opportunity to see how these decisions affect the rest of the firm.

Open-book management also necessitates an adequate compensation program whereby compensation

is tied to performance.

* Worker Empowerment: தொழிலாளர் அதிகாரம்

Worker empowerment attempts to increase employee job responsibility as well as employee involvement.

It does this by giving employees more authority and involving them in the decision-making process.

Employees who are empowered can often make better and more informed decisions than can a manager

who is not directly involved in the process. Participative management is similar to worker

empowerment. Although it does not provide employees with direct decision-making power, it

encourages managers to consult closely with workers before making decisions. Another type of

participatory management is management by objective. This approach allows employees to set their

own goals and provides them with the freedom to decide how they can best achieve these goals.

But how do managers (after gaining an understanding of the theories of motivation and applying different

approaches to increase job satisfaction) know that their efforts have been successful? In practice, a

manager must draw conclusions on a daily basis from social observations and interactions in the workplace.

Sometimes, however, it is a good idea to conduct a more formal survey. This can be accomplished through

either interviews, surveys, or focus groups that often involve only a specific group of employees.

Win.!!!!!!! :

Two useful surveys are the Minnesota Satisfaction Questionnaire and the Job Descriptive Index. Both of these

surveys address areas of employee satisfaction in regard to different aspects of an organization and provide

managers with useful information. They cover work, working conditions, rewards, opportunities for advancement,

and the quality of relationships with managers and coworkers.

8. Organizational Structure :

-----------------------------

4 Topics :

----------

Whether you start your own business or you want to improve an existing business, it is important to

think about the firm’s organizational structure: Who is responsible for accomplishing நிறைவேற்றுவது various tasks

within the firm? How are employees grouped? Who manages them and how are they managed?

Lesson Content

i. Five Structural Factors

ii. Mechanistic vs. Organic Structures

iii. Functional vs. Divisional Structures

iv. High-Performance Organizations

i. Five Structural Factors

In essence, the primary goal of an organizational structure is to coordinate and allocate a

firm’s resources so that the firm can carry out its plans and achieve its goals and objectives.

The fundamentals of organizational structure revolve around five factors:

-------------- ------------- ------------- ----------- --------------

-------------- ------------- ------------- ----------- --------------

1. Division of Labor

The division of labor involves two steps: dividing work into separate tasks and assigning these tasks to

workers. What are the different tasks carried out by your firm? Who is responsible for accomplishing

these tasks?

2. Departmentalization

Departmentalization is the process of grouping similar types of jobs together so that they can be

accomplished more efficiently and effectively. There are five different ways in which to departmentalize

business activities. Different types of departmentalization can exist to varying degrees within a business.

What types of departmentalization exist within your firm? Could your firm be departmentalized differently?

* Function:

An example of functional departmentalization would be a firm that has a marketing and finance

department. It involves grouping tasks based on the function that the organizational unit accomplishes

within a firm.

* Product:

A consumer electronics firm that has separate departments for cameras and MP3 players is using

product-based departmentalization. In this case, departments are based on the goods or services that

an organizational unit sells or provides.

* Process:

A manufacturing firm that includes separate departments for assembly and shipping is an example of a

firm with process-based departmentalization. In this case, departmentalization revolves around the

production process used by the organizational unit.

* Customer:

A bank with separate departments for its business customers and individual customers is using

customer-based departmentalization. Its departmentalization is based on the type of customer

served.

* Geographic:

An example of a firm using geographic departmentalization is an automobile manufacturing company that

has different departments for each country in which it sells cars. In this case, departmentalization

is based on the geographic segmentation of organizational units.

3. Managerial Hierarchy

Managerial hierarchy relates to the way in which management is layered. It usually includes three

levels – upper or top management, middle management, and supervisory roles. The higher levels of

management generally have fewer employees, but more power.

4. Span of Control (கட்டுப்பாட்டின் வீச்சு )

Span of control is closely related to managerial hierarchy. At each level of management within a firm,

an individual is responsible for a different number of employees. Span of control relates to the number

of employees that a manager directly supervises. Span of control is determined by a number of factors,

including the type of activity, the location of the workers, a manager’s ability to delegate tasks, the

amount and nature of communication between the manager and the individuals being supervised, and the skill

level and motivation of the individuals being supervised.

5. Centralization vs. Decentralization

Centralization is the degree to which formal authority is centralized within a unit or level of an

organization. Decentralization is the process of actively shifting authority lower in a firm’s hierarchical

structure. This effectively gives more decision-making power and responsibility to those in supervisory

roles. Centralization and decentralization have their benefits and costs. While centralization provides

top-level managers with a better overview of operations and allows for tighter fiscal control, it can result in slower decision making and limit innovation and motivation. Decentralization, by contrast, can speed up decision making and increase motivation and innovation, but this is done at the expense of a top manager’s view of the firm and financial control.

Info.!!!!!!! :

The fundamentals of organizational structure revolve around five factors:

1. the division of labor,

2. departmentalization,

3. the nature of the managerial hierarchy,

4. the managerial span of control, and

5. the amount of centralization or decentralization in the organization.

organizational spectrum-நிறுவன ஸ்பெக்ட்ரம்.

ii. Mechanistic vs. Organic Structures

The five structural factors just discussed give rise to numerous organizational possibilities.

Mechanistic and organic structures are two possibilities at opposite ends of the organizational

spectrum. They give shape to the concept of the factors of organizational structure.

Note : For the "Mechanistic vs. Organic Structures" refer to the exact image from the local folder of IBMI.

A mechanistic organization is characterized by the following structural factors:

* Degree of work specialization is high.

* Departmentalization is rigid.கடுமையான

* Managerial hierarchy has many layers.

* Span of control is narrow.

* Decision making is centralized.

* Chain of command is long.

* Organizational structure is very tall.

An organic organization is characterized by the following factors:

* Degree of work specialization is low.

* Departmentalization is loose.

* Managerial hierarchy has few layers.

* Span of control is wide.

* Decision making is decentralized.

* Chain of command is short.

* Organizational structure is flat.

iii. Functional vs. Divisional Structures

1. Functional Structure

Note : For the "Functional Structure" refer to the exact image from the local folder of IBMI.

The organization is divided into segments based on the functions when managing. This allows the

organization to enhance the efficiencies of these functional groups. Functional structures appear to be

successful in large organizations that produce high volumes of products at low costs. The low cost can be

achieved by such companies due to the efficiencies within functional groups. However, there can be a

disadvantage from an organizational perspective if the communication between the functional groups is not

effective.

2. Divisional Structure

Note : For the "Divisional Structure" refer to the exact image from the local folder of IBMI.

These types of organizations divide the functional areas of the organization to divisions. Each division

is equipped with its own resources in order to function independently. There can be many bases to define

divisions. Divisions can be defined based on the geographical basis, products/services basis, or any other

measurement. As an example, take a company such as General Electrics. It can have microwave division,

turbine division, etc., and these divisions have their own marketing teams, finance teams, etc. In that

sense, each division can be considered as a micro-company with the main organization.

3. Matrix Structure

Note : For the "Matrix Structure" refer to the exact image from the local folder of IBMI.

When it comes to a matrix structure, the organization places its employees based on the function and the

product. The matrix structure gives the best of both worlds of functional and divisional structures. In

this type of organization, the company uses teams to complete tasks. The teams are formed based on the

functions they belong to (ex: software engineers) and product they are involved in (ex: Project A). This

way, there are many teams in this organization such as software engineers of project A, software engineers

of project B, QA engineers of project A, etc.

Info.!!!!!!! :

Every organization needs a structure in order to operate systematically. The organizational structures can

be used by any organization if the structure fits into the nature and the maturity of the organization. In

most cases, organizations evolve through structures when they progress through and enhance their processes

and manpower. One company may start as a pre-bureaucratic அதிகாரத்துவம் company and may evolve பரிணாமம் up

to a matrix organization.

effectively and efficiently - திறம்பட மற்றும் திறமையாக

iv. High-Performance Organizations

The goal of the high-performance organization is to effectively and efficiently utilize

intellectual capital. High-performance organizations focus on employee involvement, teamwork,

organizational learning, total quality management (TQM), and integrated production techniques.

-------------- ------------- ------------- ---------- ------------

-------------- ------------- ------------- ---------- ------------

5 of them are :

* Employee involvement

is accomplished through worker empowerment or participative management.

* Teamwork

is accomplished though self-directed groups.

* Organizational learning

involves gathering, communicating, and storing organizational information in order to anticipate

changes and challenges and make more informed decisions about the future.

* TQM

focuses on high quality, continuous improvement, and customer satisfaction.

* Integrated production techniques

implement flexibility in manufacturing and services and involve job design and information systems to

more effectively and efficiently utilize the resources, knowledge, and techniques that a business uses

to create goods or services. It stresses the use of just-in-time production and service systems and

relies heavily on computers to assist, control, and integrate different organizational functions.

Implementing integrated production techniques requires speeding up communication and decision making

within the organizational structure.

The process of transforming an organization into a high-performance organization begins by actively seeking

to understand an organization’s worksite problems and opportunities and its purpose, mission, strategy, and

vision. These elements must be tied together into a new mission statement and vision for the firm that is

aligned with the organization’s core values.

In order to be successful, this process requires the active involvement of individuals from various levels

and groups within the organization. The broad level of participation will also ensure a greater level of

acceptance in the organization. Once these initial steps have been taken, the factors of employee involvement,

teamwork, organizational learning, total quality management, and integrated production techniques can result

in organizational, individual, and community benefits. The organization will be more effective in achieving

its goals, job satisfaction, and employee motivation will increase, and the organization will be better able

to contribute to the community as a whole.

daunting elements -அச்சுறுத்தும் கூறுகள்

Although there are numerous benefits associated with high-performance organizations, establishing and maintaining

them is a difficult task. One of the most daunting elements is successfully integrating employee involvement,

teamwork, organizational learning, total quality management, and integrated production techniques. These are

not separate functions; teamwork must contain elements of employee involvement, organizational learning, and

total quality management. This can be especially challenging for managers who, in addition to their regular

functions, are asked to implement these changes.

Managers can experience many kinds of resistance. Employees may feel that the changes could put them out

of a job. They may be resistant to participating in group decision making or in team-based activities.

Managers may also experience obstacles related to cultural differences regarding hierarchy and

participation. In light of these challenges, some firms succeed in implementing only some of the elements

associated with high-performance organizations.

Info.!!!!!!! :

Successfully creating a high-performance organization requires a high degree of cooperation and a strong

level of commitment and acceptance from all employees. It is a challenging and difficult process, but it

offers significant rewards throughout the organization.

9. Organizational Culture :

---------------------------

An organizational culture, also called corporate culture, is the system of beliefs, goals, and values

that an organization possesses. Strong cultures create high levels of employee motivation and loyalty.

Corporate culture also provides control and structure to the company.

2 Topics :

----------

Lesson Content

i. Leadership Styles and Culture

ii. Successful Culture

i. Leadership Styles and Culture

Individual managers have their own styles of managing, and within organizations, there is often

a predominant முதன்மையானதாக style of leadership which is deeply rooted in the corporate culture.

The four predominant leadership styles – autocratic, democratic, laissez-faire, and

transformational – have many variations. We can compare the effectiveness of each of these

styles as it affects employee performance.

high

| ------------------ ------------------

| | 3 | | 2 |

Emphasis| ------------------ ------------------

| ------------------ ------------------

| | 4 | | 1 |

| ------------------ ------------------

--------------------------------------------------> high

low Task Emphasis

1: Autocratic Leadership எதேச்சதிகார தலைமை

This style of leadership is directive and controlling. The leader will make all decisions without

consulting employees. The autocratic style of leadership limits employee freedom of expression and

participation in the decision-making process. It will not serve to create trust between managers and

subordinates. Further, creative minds cannot flourish under autocratic leadership. Autocratic

leadership may best be used when companies are managing less experienced employees. But managers

should not use the autocratic leadership style in operations where employees expect to voice their

opinions.

2: Laissez-Faire Leadership அதை தலைமைத்துவத்திற்கு விடுங்கள்

This style of leadership makes employees responsible for most of the decisions that are made. This form

requires extensive communication. Laissez-faire leadership may best be used when employees are educated,

knowledgeable, and self-motivated. Employees must have the drive and ambition to achieve goals on their

own for this style to be most effective. Laissez-faire leadership is not a good idea in situations where

employees feel insecure.

3: Democratic Leadership ஜனநாயக தலைமை

This style of leadership is centered on employee participation and involves decision making by consensus.

The leader will involve employees in the decision-making process and they will be encouraged to give input

and delegate assignments. Democratic leadership often leads to empowerment of employees because it gives

them a sense of responsibility for the decisions made by management. Democratic leadership may best be used

when working with highly skilled employees. It is most useful for implementing organizational changes and

when the leader requires input from knowledgeable employees. One of the down-sides of democratic leadership

is that it may lead to endless meetings.

Autocratic Laissez-Faire Democratic

0 0 0

/|\ /|\ /|\

/ \ / \ / \

| | | ^

| | | |

Do this! Do this or that as What do you think

| you se fit we should do?

| | |

v v v

0 0 0 0 0 0 0 0 0

/|\/I\/|\ /|\/|\/I\ /I\/|\/I\

/ \/ \/ \ / \/ \/ \ / \/ \/ \

4: Transformational Leadership உருமாறும் தலைமை

Leaders who have a clear vision and are able to articulate it effectively to others often characterize this

style of leadership. Transformational leaders look beyond themselves in order to work for the greater good

of everyone. This type of leader will bring others into the decision-making process and will allow those

around them opportunity to learn and grow as individuals. They seek out different perspectives when trying

to solve a problem and are able to instill pride பெருமையை ஊக்குவிக்கவும் into those who work under them.

Transformational leaders spend time coaching their employees and learning from them as well.

Win.!!!!!!! :

As with many categories that describe business concepts, an organization and its leadership may apply any

or all of these leadership styles. For instance, a company may utilize an autocratic leadership style with

the lower levels but employ a democratic leadership style with its professional staff in the upper levels.

Info.!!!!!!! :

The most effective leadership style is using a combination of styles. Leaders should know when it is best

to be autocratic and when to be democratic.

ii. Successful Culture வெற்றிகரமான கலாச்சாரம்

Culture creates a sense of order, continuity, and commitment that permeates ஊடுருவுகிறது every aspect of the

organization, from how employees interact to customer perceptions. வாடிக்கையாளர் உணர்வுகள்.

Culture is often difficult for an organization to articulate தெளிவாக உச்சரி , but its impact is far-reaching

and influences management, process, products, employee attraction and retention, productivity, reputation,

and ultimately the bottom line. We will now look at seven important characteristics of

successful corporate cultures:

7 Charateristics : ( CCR EFT M )

~~~~~~~~~~~~~~~~~~

------- Caring ---------

/ \

Merit Challenge

| Successful Culture |

Trust Risk

\ /

Focus ~~~~~~~~~~~ Ethics

Caring:

This involves employees taking responsibility for their actions, caring about both the customer and the

good of the company. It creates high-quality customer service and a positive atmosphere in which to work.

Challenge:

If the CEO of a company states that employees should “think outside the box,” but then squashes ideas

because of their perceived chance உணரப்பட்ட வாய்ப்பு of failure, a contradictory environment is created.

In this type of situation, a challenge to conventional thinking and performing causes employees to fear

losing their jobs; creative employees will leave and a culture of yes-men will be created.

Risk:

A successful company will be able to manage risk and even turn it into a strategic and profitable advantage.

It involves paying attention to reputation and earnings. Employees must anticipate the consequences of

their decisions and actions. This type of risk management can add significant shareholder value.

Ethics:

Often ethics can be the glue that holds the culture of an organization together. An effective leader

should create a written ethical code for the organization. This code of ethics should not only be enforced

but continuously reinforced. The employee’s ethics should serve as a standard by which performance is

evaluated.

* Focus:

A leader has done his or her job well if the managers have a sense of continuity if they know where the

company or organization is heading. If managers feel that the direction of the organization is decided on

by which way the wind is blowing that day, goals will not be met. It is important for employees to know

where they are going and what they should be achieving, and it is the job of the leader to define this for

them. The leader should always know where he or she is going at all times. However, this does not mean that

a leader should not be willing to change. In fact, a leader should be an agent for change, because stagnation

does not often lead to success. It is important that while being accepting to change a leader is able to

align employees with goals.

Trust:

Mutual trust பரஸ்பர நம்பிக்கை is an important hallmark of effective leadership. Management should trust

the leader and the leader should trust management. It is important to note that micromanaging can kill a

trusting culture. When employees come to trust one another, it creates a team environment, where everyone

is working for the common goals of the organization.

Merit:

Organizations often meet their goals by rewarding employee performance based on merit. Merit systems create

fairness and help to further foster a team environment.

Info.!!!!!!! :

Characteristics of successful corporate cultures include:

caring, challenge, risk, ethics, focus, trust, and merit.

10. Methods of Control :

------------------------

Managers achieve organizational goals by managing intellectual capital in order to get the most

out of organizational resources. An important part of this process is monitoring performance and

outcomes. Two common ways that affect organizational behavior are output controls and process

controls.

Controls relate to setting standards, obtaining measurements of results related to these standards, and

taking corrective actions when these standards are not met. Managers must be judicious in their use of

controls so as not to overburden the organization.

/ Output Controls

Methods of Control< / Procedures, and Rules

\ Process Controls <---Standardization

\ Total Quality Management

Output Controls

Output controls are about setting desired outcomes and allowing managers to decide how these outcomes can

best be achieved. Output controls promote management creativity and flexibility. This type of control

serves to separate methods from outcomes and subsequently decentralizes power by shifting it down the

hierarchical structure.

Process Controls

Once effective methods have been determined for solving organizational problems, managers sometimes

institutionalize them in order to prevent the problem from recurring. These types of controls are called

process controls and are a way of regulating how specific tasks are conducted. Three types of process

controls are (1) policies, procedures, and rules; (2) formalization and standardization; and (3) total

quality management controls.

* Policies, Procedures, and Rules:

These are often used in the absence of direct management control. Policies are general recommendations

for conducting activities, while procedures are a more focused set of guidelines. Rules are the

strictest set of limits and establish things that should and should not be done.

* Formalization and Standardization:

Formalization involves creating a written set of policies, procedures, and rules that simplifies

procedures in order to guide decision making and behavior. Standardization is the degree to which

the actions necessary to accomplish a task are limited. It attempts to make sure that when certain

tasks are carried out they are carried out in a similar fashion.

* Total Quality Management Controls:

The previous methods of process control are based on organizational experience. TQM management controls

differ in that they are based on an ongoing statistical analysis of a firm’s operations. TQM involves all

levels of management and has proved to be the most effective when it is instituted in an organization

that has clearly defined outcomes and is done in conjunction with employee empowerment or participatory

management programs.

11. Case Study: Google :

------------------------

Google is an American multinational technology company that specializes in Internet-related services and

products, which include online advertising technologies, search engine, cloud computing, software, and

hardware.

Today, Google (as part of Alphabet Inc.) is one of the biggest and most valuable technology companies in

the world. Human capital and its management have become more important than ever in the 21st century.

However, very few are ‘good as Google’ at managing people. Google has proved that it relies on innovation

in every aspect of its business, even HRM.

Google has established an employee-centered culture. Apart from Google’s technological capabilities,

innovative and efficient HR is the reason that it has acquired as much success and fame. Several things

are different about Google’s HR approach. The most outstanding thing about the tech giant is its mix of

salaries and perks meant to keep its employees motivated and satisfied.

In Google’s early days, founders Larry Page and Sergey Brin focused only on two things: creating a better

way to find information on the internet, and making Google a great place to work. The starting point for

engagement is making employees feel valued. Here are six HR principles of how Google shows its employees

that they’re valued:

1. Inspire People

Google’s approach to employee motivation is its “20 Percent” Rule: Employees spend up to 20% of their time

at work every week on projects that inspire them. With their 20% time, Google employees created Gmail,

Google News, AdSense, and many other highly profitable products. A perk like 20% time inspires employees

because it allows them to focus on things they’re passionate about. That inspiration prevents burnout எரித்து விடு

and increases engagement.

2. Support Flexibility

Another way to increase motivation is increasing flexibility in work schedules. Some of Google’s more

exotic கவர்ச்சியான benefits – like bowling alleys பந்துவீச்சு சந்துகள், massages, gaming rooms, and pools – aren’t

necessarily designed for after-work use. Googlers enjoy those amenities any time they want – even in the

middle of the workday. While most Googlers work some version of a fixed week schedule, they can vary it up

whenever they need to. According to Prasad Setty, VP of People Operations at Google, one of the company’s

core tenants is “if you give people freedom, they will amaze you.”

3. Promote Diversity பன்முகத்தன்மையை ஊக்குவிக்கவும்

In 2015, Google created “Diversity Core” – a program that allows employees to allocate their time to

diversity projects and initiatives. Employees who participate in Diversity Core work on projects that raise

the visibility of women in technology jobs and encourage more Hispanics to apply to work at Google,

among many others. Google locations in the U.S. started to employ more female employees, more Asians,

and more Hispanics over the last years.

4. Listen, Respond, and Adapt

Google collects feedback from its employees. Employees use a tool called Google Moderator—another outcome

of 20% time—to ask questions and vote on others’ questions they want to be answered. Every Friday, the

company holds an all-hands meeting where company leaders respond to the most popular questions of the week.

Also, leaders use a charting tool called Google-O-Meter to measure the popularity of different employee

suggestions. There are plenty of ways for HR teams to solicit வேண்டுகோள் employee feedback: engagement

surveys, pulse surveys, anonymous forms, or even just a basic pen-and-paper suggestion box.

5. Encourage Development

Google has created a work environment that fosters continuous learning. The company has special training

programs related to presentation skills, content development, management, and leadership. Free classes in

foreign language and culture are also provided to Google employees. Learning and development receive

special attention at Google whose learning and development team has continued to expand. This team works

on leadership programs for developing future leaders for Google. 120 hours of training and development

every year is mandatory for all Google employees. This is triple the industry average.

6. Create a Culture of Empathy பச்சாத்தாபம் கலாச்சாரத்தை உருவாக்குங்கள்

Google learned during the company’s quest to determine the composition of the perfect team (Project Aristotle),

that the perfect team had nothing to do with any qualities of the people on that team. The statisticians couldn’t

find patterns. The company observed high- and low-performing teams to look for consistencies in how the teams

interacted and ran meetings. They discovered that members of the highest-performing teams felt safe

speaking up and sharing their ideas. Great teams trust and respect each other, providing all members with

not only a voice but also the confidence to share that voice with others.

Learning from Google

If you’re part of an HR team at a small or medium-sized business that’s looking for ways to boost engagement,

discover new ideas and exciting opportunities by learning more about the employee engagement practices at

Google: there are plenty of ways to support flexibility at your company. Allow employees to work from home

when needed, adopt flex schedules, or increase the amount of personal time employees get each year.

hypothitical- அனுமான

When experimenting, Google recommends that you “treat HR interventions தலையீடுகள் like a medical researcher

treats a drug trial: have a treatment group and an equivalent control group, hypotheses கருதுகோள்கள், a data

collection period, an analysis comparing groups, and quantifiable outcomes.” It is very important to test

the changes first and measure the outcomes. It’s a lot of work, but the engagement benefits will make the

hard work well worth it in the end.

Note !!!!!!! :

Recruiting, selecting, hiring, and retaining competent employees திறமையான பணியாளர்களை தக்கவைத்தல்

as well as implementing the right internal structures and processes have always been essential for every

organization. In this course, you were able to dive முழுக்கு into the exciting உற்சாகமான fields of

human resource management and organizational behavior.

Flag!!!!!!! :

Thank you for taking this course and good luck with the quiz!

Human Resource Management – Exam :

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Welcome to the course quiz!

Now it’s time to test your knowledge and get your course certificate. You will be able to download your

certificate after reaching a minimum score of 70%. You can retake this quiz as often as you like if you

do not reach this score.

You have reached 10 of 11 point(s), (100.0%)

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| Start |

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Question 1 of 13

What does “external recruitment” mean?

Hiring from within the firm.

Employee leasing.

Outsourcing of human resource services.

Answer : Hiring from outside the company.