BUSINESS ORGANISATION AND MATERIAL MANAGEMENT.pptx

Material management

1. BUSINESS ORGANISATION AND MATERIAL MANAGEMENT BY SANJIB SEN

2. BUSINESS ORGANISATION ROLE OF HEIRARCHY IN BUSINESS ORGANISATION

3. Management Theories Started in the Industrial Revolution Needed to organize work for many Leverage better technology Management theories help organizations Focus Communicate Evolve

4. Early Management Theories (early 1900s) Scientific Management Theory (Taylor) Championed the efficient and effective completion of tasks Administrative Management Theory ( Fayol ) Fourteen pillars for organizational strength and health Bureaucratic Management Theory (Weber) Encouraged detailed company objectives and division of labor

5. Later Management Theories (1920–1960) Human Relations Management Theory/The Hawthorne Effect (Elton Mayo) Human interaction and management influences productivity General Systems Theory (von Bertalanffy ) The sum of an organization’s productivity is dependent on the health of all its parts X&Y Management Theory (McGregor) X management approach – employees are inherently lazy, hate work Y management approach – employees are internally motivated

6. Understanding Organizational Behavior The academic study of an organization through the behavior of its members Intended to explain behavior and make behavioral predictions Incorporates components of management, psychology, leadership, personality traits, motivation, etc.

7. Three levels of influence The individual The group The organization

8. Telecommuting Positive Qualities Allows employees to work anywhere, anytime Better work/life balance for employees Fewer distractions outside the office environment Better employee retention Lower cost for organizations—no need to provide office Negative Qualities Requires employees to be self-motivated Harder to manage employees that aren’t in close proximity Reduced daily interactions between employees Non-telecommuters resent employees who are able to do so

9. Green Business Practices Increased focus on sustainability as consumers become more aware Organizations struggle to reconcile sustainability practices with business goals and profitability

10. Outsourcing The practice of hiring external assets to provide services to help perform job functions typically done by internal employees Enabled by modern technology Freelancing

11. Workforce Generations Three generations active in today’s workforce: Baby Boomers(1960-1980) Generation X(1981- 2000) Generation Y (Millennials) (2001- 2020)

12. Organizational Behaviour

13. Social Progress in the Workplace The history of social progress in the workplace i )Differentiate between social diversity and social progress ii) The history of social progress iii) The birth of the "Diversity Industry"

14. Class Activity: What is Diversity? Take five minutes and write down everything that you think would fall under the category of “diversity.”

15. Social Diversity vs. Social Progress Social Diversity Social Progress A successful community which includes individuals from diverse backgrounds who all contribute to the success of the community by practicing understanding and respect of different ideas and perspectives The capacity of a society to meet the basic human needs of its citizens, establish the building blocks that allow citizens and communities to enhance and sustain the quality of their lives, and create the conditions for all individuals to reach their full potential

16. Progressive Reforms of the 20 th Century

17. A timeline… Progressive era (late 1800s) Truman’s Executive Order 9981 (1948) Civil Rights Act (1964)

18. Why Social Diversity? Leveraging a cross-cultural (in the broadest sense of the word) awareness to identify opportunities and avoid blind spots Increasing the productivity of employees who feel valued Improving an organization’s employer brand and, therefore, ability to recruit and retain talent Improving the market relevance and market value of a company/organization

19. Encouraging Diversity Acknowledge differences Implicit bias training (for all levels) Accepting and tolerant environment Personnel dedicated to diversity

20. BENEFITS OF SOCIAL DIVERSITY Social progress has helped us move toward social diversity Diversity includes Generational Gender Racial Religious Sexual orientation Differently abled Diversity makes organizations more successful, allowing them to leverage differences, increase productivity and reduce turnover Steps that companies can use to encourage diversity can include acknowledging differences, making implicit bias training available, creating an accepting and tolerant work environment and dedicating human resources to the effort

21. History of Business Ethics Early code of ethics include The Ten Commandments, Aristotle economic relations philosophies Social responsibility becomes a focus in the 1960s Business ethics becomes a topic in business in the early 1970s

22. Business Ethics in the Workplace Personal ethics Professional ethics Organizational ethics

23. Types of Ethical Issues Fraud Sustainability Diversity Exploitation

24. Class Discussion: Ethical Investigations Have you heard any stories in the news about ethical dilemmas or investigations in the workplace? How were these incidents resolved? Or are they still ongoing?

25. Learning Outcomes: Behaving Ethically Describe the methods to encourage ethical behavior in contemporary organizations 1: Examine smart hiring methods 2: Discuss the importance of a company's code of ethics 3: Examine how training can impact ethical behavior 4: Describe how upper management impacts ethical culture

26. Hiring Employers can hire ethically by conducting Behavioral interviews Personality tests Background checks Reference checks

27. An Organization’s Code of Ethics What should it include? Company values Company mission Company principles How should it be implemented? Delivered to all employees Training on ethics and values Signed documentation indicating receipt and understanding

28. Creating an Ethical Culture Upper management sets the example Middle management reinforces All employees at every level responsible for representing company’s ethical code and upholding the organization’s reputation

29. Learning Outcomes: Personality and Behavior in the Workplace Describe how individual personality and behavior impacts the typical contemporary work experience 1: Examine personality traits 2: Discuss how personality traits can influence or predict behavior 3: Discuss situational influences on personality

30. Personality The outer appearance and behavior of a person Personality traits can change with time Often the focus of business, to determine if a new hire fits in with culture, etc. Examples of personality traits: Outgoing Funny Quiet Talkative

31. Character A set of moral and mental qualities and beliefs, that makes a person different from others Indicates the traits of a person which are hidden from sight Requires knowing the individual for some time Examples of character traits: Loyalty Honest Kindliness

32. Personality Testing Myers-Briggs Extrovert vs. introvert Sensing vs. intuition Thinking vs. feeling Judging vs. perceiving The Big Five (OCEAN) Openness Conscientiousness Extraversion Agreeableness Neuroticism

33. Personality and Behavior Personality influences behavior Personality traits are on a spectrum, and the more extreme an individual is on that spectrum, the easier the behavior is to predict. Observing behavior in different scenarios helps predict response

34. Situation Affects Behavior Situations can influence an individual’s personality. An individual’s personality paired with the situation can help to predict behavior.

35. Individuality and the Workplace

36. Individuality vs. Conformity Organizations support individuality to increase job satisfaction Organizations command some conformity to ensure productivity and output Management by Objective (SMART goals) Competency models

37. Learning Outcomes: Individuality and the Workplace Describe how the modern workplace can both homogenize/ conform behavior, and encourage individuality and personal expression 1: Examine how individuality and conformity work together in the modern workplace 2: Describe how companies narrow the range of acceptable behavior 3: Describe the individualized management approach 4: Discuss the impact a technology driven workplace has on organizational behavior

38. Individualized Management Individualized management includes Employees choosing their own hours Employees wearing what they want Encourage employees to develop their own brand Employs people from different cultures Employs people with different intellectual levels Employs people with different skills and interests

39. Technology in the Workplace Communication Workplace environments Organization and efficiency Accessibility

40. Quick Review Personality and character are different, and businesses focus primarily on personality Personality traits can, to a certain degree, assist in predicting workplace behavior Situations can influence personality Individuality is important to business, but organizations must strike a balance between individuality and conformity. They can do so, in part, with individualized management Technology in the workplace impacts individuality and the means by which it is expressed

41. Defining Organizational Culture

42. What is organizational culture? Sets the tone for an organization Defines acceptable behavior Formed by organization’s values and beliefs Outlines organizational procedures

43. Levels of Organizational Culture (Schein)

44. Class Discussion: What’s Your Organization’s Culture? Take a moment as a class to discuss your school’s or your company’s culture. What traits make it different from other schools or companies?

45. Learning Outcomes: External Factors of Organizational Culture 5.2: Describe the external factors associated with organizational culture 5.2.1: Describe external factors and their influence on organizational culture 5.2.2: Analyze how organizations can manage external factors

46. External Factors Impacting Culture Political factors Economic factors Industry factors Social factors Technology factors

47. Learning Outcomes: Internal Factors of Organizational Culture 5.3: Describe the internal factors associated with organizational culture 5.3.1: Describe internal factors and their influence on organizational culture 5.3.2: Discuss organizations’ methods for developing and maintaining culture 5.3.3: Describe the progression of workplace design

48. Internal Factors Impacting Culture Employees Leadership Capability and Support Nature of Business Resources and Technology

49. Developing and Maintaining a Culture Vision statement Mission statement Code of ethics/Value statement Policies and procedures

50. Workplace Design Taylorism Burolandschaft (“office landscape”) Cubicle farm Open workspaces

51. MOTIVATION IN WORKPLACE ROLE PLAYED IN PRODUCTIVITY

52. Define Motivation

53. Motivation at Work: The Expectancy Framework

54. Intrinsic vs. Extrinsic Motivation

55. Locus of Control and Self-Esteem

56. Also to be considered… Employee Needs Cultural Differences

57. Job Design Managers should tailor jobs to meet employee needs by striking a balance of these five elements The right combination of these elements can serve the individual’s intrinsic motivations

58. Training and Working Conditions

59. Goal Setting Management by Objective (MBO) Goals should be Specific Measurable Attainable Reasonable Time-bound or time-specific

60. Corporate Culture Benefits Fosters teamwork Encourages wellness Disadvantage Company Politics Gossip

61. Leaders and Co-workers

62. Equity An employee’s sense that everyone is being treated fairly and the same as one another

63. Maslow’s Hierarchy What you need to know: Maslow depicted five levels of human need and declared that they needed to be fulfilled in order (from the foundation up)

64. The Hawthorne Effect (1920s) What you need to know: Job satisfaction and social issues impact productivity more than pay and working conditions

65. Employee Recognition Programs Personal and team recognition Public or private recognition

66. Employee Involvement Programs Employee Stock Ownership Programs Participative management Representative participation

67. Variable Pay Programs Piece-rate pay Profit sharing

68. THANKS

69. Character A set of moral and mental qualities and beliefs, that makes a person different from others Indicates the traits of a person which are hidden from sight Requires knowing the individual for some time Examples of character traits: Loyalty Honest Kindliness