1. Fayols Principles And FunctionsFunctions of management1. to forecast and plan2. to organize3. to command or direct4. to coordinate5. to develop output6. to control (French: contrler: in the sense that a manager must receive feedback about a process in order to make necessary adjustments and must analyse the deviations)

Principles of management1. Division of work. Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.2. Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.3. Discipline. Employees must obey and respect the rules that govern the organization. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organization's rules, and the judicious use of penalties for infractions of the rules.4. Unity of command. Every employee should receive orders from only one superior.5. Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan.6. Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.7. Remuneration. Workers must be paid a fair wage for their services.8. Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation.9. Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.10. Order. People and materials should be in the right place at the right time.11. Equity. Managers should be kind and fair to their subordinates.12. Stability of tenure of personnel.High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.14. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.

2. Fielders Contingency Leadership Model

Fiedlers situational contingency theory holds that group effectiveness depends on an appropriate match between a leaders style (essentially a trait measure) and the demands of the situation. Fiedler considers situational control the extent to which a leader can determine what their group is going to do to be the primary contingency factor in determining the effectiveness of leader behaviour. Fiedlers contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone

Theories that seek to define leadership style and answer: if this situation, then this is the best style to use. Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence A key factor in leadership success was an individual A key factor in leadership success was an individual s basic leadership style, which he classified as either task-oriented or relationship oriented. Task-oriented Relationship oriented Least-preferred co-worker (LPC) questionnaire

Situational factors in matching leader to the situation:

1. Leader-member relations - Degree of confidence, trust + respect subordinates have in their leader. 2. Task structure - Degree that job assignments are procedurised 3. Position power - Influence leader has over power variables such as hiring & firing.

3. House Path-Goal Theory Theory that says it is a leaders job to assist followers and to provide direction and support that are needed to attain goals. The theory argues that leaders will have to engage in different types of leadership behaviour depending on the nature and the demands of a particular situation. It is the leaders job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organizations goalsFour leadership behaviours Directive leader: Lets subordinates know what is expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. Supportive leader: Is friendly and shows concern for subordinates needs. Participative leader: Consults with subordinates and uses their suggestions before making a decision. Achievement-oriented leader : Sets challenging goals and expects subordinates to perform at their highest level

4. Job Design

Human resource inventory A review of the current make-up of the organisations human resources Job analysis An assessment that defines a job and the behaviours necessary to perform the job (knowledge, skills and abilities ) Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and managers United Parcel Service (UPS) Time and motion studies Time and motion studies 1000 industrial engineers rode in delivery vans and supervised employee performance Job (re)design Scripted interactions Outcomes Productivity growth Organisational growth Profitability Employee Outcomes

Job description A written statement of what the job holder does how it is done and why A written statement of what the job holder does, how it is done, and why it is done.

General Description of Job Duties: General Maintenance and repair of all equipment used within a particular district1. Essential Duty (40%) : Maintenance of Equipment Tasks: Keep a log of all maintenance performed on equipment. Replace parts and fluids according to maintenance schedule Replace parts and fluids according to maintenance schedule.

2. Essential Duty (40%): Repair of Equipment Tasks: Requires inspection of equipment and a recommendation that the piece be scraped or repaired

3. . Essential Duty (10%): Testing and Approval Tasks: Ensure that all required maintenance and repair has been done according to manufacturer specs.

4. Essential Duty(10%): Maintain Stock Tasks: Maintain inventory of parts needed for maintenance and repair of equipment. Responsible for ordering parts at lowest cost

Job specification A written statement of the minimum qualifications that a person must possess to perform a given job successfully.

5. Katz SkillsRobert Katz identified three managerial skills essential to successful management: technical, human, and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill concerns people, and conceptual skill has to do with ideas.

6. Mintzbergs Managerial Roles

Interpersonal1. Figurehead As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.2. Leader This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.3. Liaison Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational 1. Monitor In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.2. Disseminator This is where you communicate potentially useful information to your colleagues and your team.3. Spokesperson Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it.-

Decisional1. Entrepreneur As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.2. Disturbance Handler When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.3. Resource Allocator You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.4. Negotiator You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

7. Performance ManagementPerformance management(PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas.PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.

Performance management system Establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions. Ensuring that employees activities and outputs are aligned with the organisations goals. Performance appraisal Obtaining data on how well an employee is doing his or her job Obtaining data on how well an employee is doing his or her job Performance feedback Providing data to employees about their performance effectiveness Providing data to employees about their performance effectiveness Performance appraisal methods Compensation and benefitsDirect financial gain Grow sales Reduce costs in the organization Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business level goals

Improved management control Flexible, responsive to management needs Displays data relationships Helps audit / comply withlegislativerequirement Simplifies communication of strategic goalsscenario planning Provides well documented and communicated processdocumentation

8. Recruitment And Selection

Recruitment The process of locating, identifying, and attracting capable applicants to an organisation Any practice or activity carried on by the organisation with the primary purpose of identifying and attracting potential employees. purpose of identifying and attracting potential employees. Aims of recruitment Increase the pool of qualified job applicants Increase the pool of qualified job applicants. Reduce the number of under or over-qualified job applicants. Increase the probability that job applicants once recruited and Increase the probability that job applicants, once recruited and selected, will remain with the organisation for a long period of time. Meet EEO and other legal and social obligationsInternal Skills Inventory (computer record Systems) Job posting via bulletin boards (including electronic), newsletters or personal lettersExternal Advertising Employment Agencies Educational Institutions Employee Referrals Unsolicited Applications Professional Associations

Selection Process of screening job applicants to ensure that the most appropriate candidates are hiredSelection Methods1. Interviews : A conversation between two or more people to gather information and evaluate qualifications of an applicant for employment information and evaluate qualifications of an applicant for employment2. Reference checks: Obtaining data from people who know the applicant3. Biographical information: Information in a written document that the organisation can verify via outside checks4. Physical ability tests: Tests that distinguish between individuals on their physical capabilities physical capabilities5. Cognitive ability tests: Tests that distinguish between individuals on their mental capabilities6. Personality inventories: Categorise individuals by what they are like7. Work sample tests: Simulate the job to assess likely job performance

Selection method standards Selection method standards Reliability (of prediction): Degree of consistency with which a selection device measures the same thing. Validity (of prediction): Proven relationship between the selection device used and relevant criterion for successful performance in an organisation Generalisability Utility Legality Selection decision outcomes

9. Strategy Strategy Direction in which an organisation intends to move and creation of a path by which it intends to get there. Strategic management The set of managerial decisions and actions that determines the long-run performance of an organisation. A process or approach to addressing the competitive challenges faced by an organisation.

SWOT analysis Growth Strategies Stability Strategies Renewable Strategies Emergent Stratagies

10. The Big 5 Model

1. Extroversiona. Sociable gregarious assertive talkative Sociable, gregarious, assertive, talkative, expressive.2. Adjustment a. Emotionally stable, non-depressed, secure and content.3. Agreeablenessa. Courteous, trusting, good-natured, tolerant cooperative and forgiving tolerant, cooperative and forgiving.4. Conscientiousnessa. Dependable, organised, persevering, and thorough and achievement orientated.5. Inquisitivenessa. Curious, imaginative, artistically sensitive, broad-minded and playful.

11. The Hersey And Blanchards Situational Leadership

The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished

Describes two leadership dimensions Task behaviour Relationship behaviour Which combined, lead to four leadership styles... Which combined, lead to four leadership styles... Telling: High task, low relationship behaviour Selling: High task, high relationship behaviour Participating: Low task, high relationship behaviour Delegating: Low task, low relationship behaviour Followers readiness varies from level 1 to 4 (1) Unable and unwilling to (4) Able and willing Leaders evaluate subordinates readiness and adopt the right style

12. Training And Development

Training A planned effort by a company to facilitate employees learning job related competencies Presentation methods Classroom instruction Audio-visual methods Classroom instruction, Audio-visual methods Group-building methods Adventure learning Team training Adventure learning, Team training Hands-on methods On-the-job training job training Simulations and activities Case studies Case studies Behaviour modelling What does effective training do? Affective outcomes Cognitive outcomes Skill-based outcomes Results Return on investment (ROI) Purposes of training and development Improve performance Update Employees Skills Solve organisational problems Orient new employees Satisfy personal growth needs