Management quick revision new_240514_160547.pdf
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May 31, 2024
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About This Presentation
notes
Slide Content
Maharevision of Management
Dr. BarkhaGupta
Dr. BarkhaGupta
What is Management?
•Old concept-
•Modern concept-
getting things done by others.
getting thing done by effective and efficient manner
•Old concept-
•Modern concept-
getting things done by others.
getting thing done by effective and efficient manner
Mintzberg'sManagement Roles
•Henry Mintzbergpublished his
Ten Management Roles in his
book, "Mintzbergon
Management: Inside our
Strange World of
Organizations," in 1990.
•Henry Mintzbergpublished his
Ten Management Roles in his
book, "Mintzbergon
Management: Inside our
Strange World of
Organizations," in 1990.
•The 10 roles are then divided up into three categories, as follows:
Interperson
al roles
Information
al roles
Decisional
roles
•Figurehead
Leader
Liaison
•Monitor
Disseminator
Spokesperson
•Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
Provide Information
Process Information
Use Information
Interperson
al roles
Information
al roles
Decisional
roles
•Figurehead
Leader
Liaison
•Monitor
Disseminator
Spokesperson
•Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
Provide Information
Process Information
Use Information
Management Functions are-
1. Henry Fayol-
He discovered 5 functions of management
1.Planning
2.Organizing
3.Commanding: supervising subordinates in day
to day task and pushing them towards
company goal.
4.Co ordinating: balancing the procedures and
activities performed by the company
5.Controlling
He discovered 5 functions of management
1.Planning
2.Organizing
3.Commanding: supervising subordinates in day
to day task and pushing them towards
company goal.
4.Co ordinating: balancing the procedures and
activities performed by the company
5.Controlling
3. Luther Gullick
In 1937 he created (posdcorb), the 7 function of management
•Planning
•Organizing
•Staffing
•Directing
•Co ordinating
•Reporting : keeping him and his subordinates informed through records and
research etc.
•Budgeting :fiscal planning, accounting and controlling.
In 1937 he created (posdcorb), the 7 function of management
•Planning
•Organizing
•Staffing
•Directing
•Co ordinating
•Reporting : keeping him and his subordinates informed through records and
research etc.
•Budgeting :fiscal planning, accounting and controlling.
4. Koontz & O Donnel
They discovered 5 function of
management
1.Planning
2.Organizing
3.Staffing
4.Leading :is the same meaning
as directing
5.Controlling
They discovered 5 function of
management
1.Planning
2.Organizing
3.Staffing
4.Leading :is the same meaning
as directing
5.Controlling
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What is Corporate Governance?
•CorporateGovernancedealswithhowacorporateisgoverned.
Corporategovernanceisthesystemofrules,practicesandprocesses
bywhichafirmisdirectedandcontrolled.
•Corporategovernanceessentiallyinvolvesbalancingtheinterestsofa
company’smanystakeholders,suchasshareholders,management,
customers,suppliers,financiers,governmentandthecommunity.
•CorporateGovernancedealswithhowacorporateisgoverned.
Corporategovernanceisthesystemofrules,practicesandprocesses
bywhichafirmisdirectedandcontrolled.
•Corporategovernanceessentiallyinvolvesbalancingtheinterestsofa
company’smanystakeholders,suchasshareholders,management,
customers,suppliers,financiers,governmentandthecommunity.
National Income
•Meaning of National Income • National income is the money value of
all the final goods and services produced by a country during a period
of one year. National income consists of a collection of different types
of goods and services.
•Meaning of National Income • National income is the money value of
all the final goods and services produced by a country during a period
of one year. National income consists of a collection of different types
of goods and services.
Basic Concepts in National income
•• Gross Domestic Product (GDP)
••Net Domestic Product (NDP)
•• Gross National Product (GNP)
•• Net National Product (NNP)
•• Gross Domestic Product (GDP)
••Net Domestic Product (NDP)
•• Gross National Product (GNP)
•• Net National Product (NNP)
•Gross Domestic Product
•• Gross domestic product is the money value of all final goods and
services produced in the domestic territory of a country during an
accounting year.
•• Gross domestic product is the money value of all final goods and
services produced in the domestic territory of a country during an
accounting year.
•Net Domestic Product
•• While calculating GDP no provision is made for depreciation
allowance (also called capital consumption allowance). In such a
situation gross domestic product will not reveal complete flow of
goods and services through various sectors.
•Net Domestic Product • A part of is therefore, set aside in the form of
depreciation allowance. When depreciation allowance is subtracted
from gross domestic product we get net domestic product.
•NDP = GDP –Depreciation
•• While calculating GDP no provision is made for depreciation
allowance (also called capital consumption allowance). In such a
situation gross domestic product will not reveal complete flow of
goods and services through various sectors.
•Net Domestic Product • A part of is therefore, set aside in the form of
depreciation allowance. When depreciation allowance is subtracted
from gross domestic product we get net domestic product.
•NDP = GDP –Depreciation
•Gross National Product
•• Gross national product is defined as the sum of the gross domestic
product and net factor incomes from abroad. Thus in order to
estimate the gross national product of India we have to add net
factor income from abroad -income earned by non-resident in India
to form the gross domestic product of India.
•GNP = GDP + NFIA.
•• Gross national product is defined as the sum of the gross domestic
product and net factor incomes from abroad. Thus in order to
estimate the gross national product of India we have to add net
factor income from abroad -income earned by non-resident in India
to form the gross domestic product of India.
•GNP = GDP + NFIA.
•Net National Product
•• It can be derived by subtracting depreciation allowance from GNP.
It can also be found out by adding the net factor income from abroad
to the net domestic product.
•NNP = GNP –Depreciation
•OR NNP = NDP + NFIA
•• It can be derived by subtracting depreciation allowance from GNP.
It can also be found out by adding the net factor income from abroad
to the net domestic product.
•NNP = GNP –Depreciation
•OR NNP = NDP + NFIA
Methods of Measuring national income
•• Three alternative ways,
•• Census method or production method
•• Income method
• Expenditure method
• Added to this, there is yet another method of estimating national
income i.e., Value added method.
•• Three alternative ways,
•• Census method or production method
•• Income method
• Expenditure method
• Added to this, there is yet another method of estimating national
income i.e., Value added method.
Organizational behavioral Model
The nature of organizational Behaviour
1.. A Separate Field of Study and Not a Discipline Only:
2.An Interdisciplinary Approach:
3.. An Applied Science:
4.. A Normative Science:
5.A Humanistic and Optimistic Approach:
6.A Total System Approach:
1.अध्ययन का एक अलग क्षेत्र और केवल एक अनुशासन नह ीं:
2.एक अींतःववषय दृष्टिकोण:
3.. एक अनुप्रयुक्त ववज्ञान:
4.. एक मानक ववज्ञान:
5.एक मानवतावाद और आशावाद दृष्टिकोण:
6.एक कुल प्रणाल दृष्टिकोण:
1.. A Separate Field of Study and Not a Discipline Only:
2.An Interdisciplinary Approach:
3.. An Applied Science:
4.. A Normative Science:
5.A Humanistic and Optimistic Approach:
6.A Total System Approach:
1.अध्ययन का एक अलग क्षेत्र और केवल एक अनुशासन नह ीं:
2.एक अींतःववषय दृष्टिकोण:
3.. एक अनुप्रयुक्त ववज्ञान:
4.. एक मानक ववज्ञान:
5.एक मानवतावाद और आशावाद दृष्टिकोण:
6.एक कुल प्रणाल दृष्टिकोण:
•Dalton has classified informal groups into three categories namely,
horizontal, vertical and mixed.
•Horizontal groups comprise of members who belong more or less to
the same rank and are in lateral relationship with one another.
•Vertical groups have members who belong to the one and the same
department and are in superior-subordinate relationship.
•Membership of Mixed groups is drawn from people working in
various departments and at various levels of hierarchy.
horizontal, vertical and mixed.
•Horizontal groups comprise of members who belong more or less to
the same rank and are in lateral relationship with one another.
•Vertical groups have members who belong to the one and the same
department and are in superior-subordinate relationship.
•Membership of Mixed groups is drawn from people working in
various departments and at various levels of hierarchy.
Team Building
•Teambuildingistheprocessofturningagroupofindividual
contributingemployeesintoacohesiveteam—agroupofpeople
organizedtoworktogethertomeettheneedsoftheircustomersby
accomplishingtheirpurposeandgoals.
T-Together
E-Everyone
A-Achieve
M-More
•Teambuildingistheprocessofturningagroupofindividual
contributingemployeesintoacohesiveteam—agroupofpeople
organizedtoworktogethertomeettheneedsoftheircustomersby
accomplishingtheirpurposeandgoals.
T-Together
E-Everyone
A-Achieve
M-More
•TEAM-
•Team Building-
1.People depend on each other;
2.May or may not work in the same physical location,
3.Combine to achieve something together
The process of working with a team to clarify its task and how team
members can work together to achieve it. A strategy that can help groups
to develop into a real team is “team building”
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•Team Building-
1.People depend on each other;
2.May or may not work in the same physical location,
3.Combine to achieve something together
The process of working with a team to clarify its task and how team
members can work together to achieve it. A strategy that can help groups
to develop into a real team is “team building”
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Group Dynamic
•Agroupcanbedefinedasseveralindividualswhocome
togethertoaccomplishaparticulartaskorgoal.
•Groupdynamicsreferstotheattitudinalandbehavioral
characteristicsofagroup.
•Groupdynamicsconcernhowgroupsform,their
structureandprocess,andhowtheyfunction.
•Agroupcanbedefinedasseveralindividualswhocome
togethertoaccomplishaparticulartaskorgoal.
•Groupdynamicsreferstotheattitudinalandbehavioral
characteristicsofagroup.
•Groupdynamicsconcernhowgroupsform,their
structureandprocess,andhowtheyfunction.
Process of Group Development
In 1965, Bruce
Tuckman
In 1965, Bruce
Tuckman
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Interpersonal Behaviour
•IPB is the study of one’s own perception, knowledge , attitude &
motivation and how these affect one’s behaviorto the self & with others.
•IPB is the study of one’s own perception, knowledge , attitude &
motivation and how these affect one’s behaviorto the self & with others.
•Understanding Interpersonal BehaviourBehavioral scientists
recommend the use of
•Johari Window &
•Transactional Analysis(TA)
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recommend the use of
•Johari Window &
•Transactional Analysis(TA)
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Johari window
•JohriWindowisapsychologicaltoocreatedbyJosephLuft&Harry
Inghamin1955inu.s.Ithelpspeopletounderstandtheirbetter
interpersonalrelations&communicationLuftandInghamcalled
theirJohariWindowmodel'Johari'aftercombiningtheirfirstnames,
JoeandHarry.Inearlypublicationsthewordappearsas'JoHari'.
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•JohriWindowisapsychologicaltoocreatedbyJosephLuft&Harry
Inghamin1955inu.s.Ithelpspeopletounderstandtheirbetter
interpersonalrelations&communicationLuftandInghamcalled
theirJohariWindowmodel'Johari'aftercombiningtheirfirstnames,
JoeandHarry.Inearlypublicationsthewordappearsas'JoHari'.
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•TheJohariwindowmodelisusedtoenhancetheindividual’s
perceptiononothers.Thismodelisbasedontwoideas-trustcanbe
acquiredbyrevealinginformationaboutyoutoothersandlearning
yourselvesfromtheirfeedbacks.
•EachpersonisrepresentedbytheJoharimodelthroughfour
quadrantsorwindowpane.Eachfourwindowpanessignifies
personalinformation,feelings,motivationandwhetherthat
informationisknownorunknowntooneselforothersinfour
viewpoints.
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perceptiononothers.Thismodelisbasedontwoideas-trustcanbe
acquiredbyrevealinginformationaboutyoutoothersandlearning
yourselvesfromtheirfeedbacks.
•EachpersonisrepresentedbytheJoharimodelthroughfour
quadrantsorwindowpane.Eachfourwindowpanessignifies
personalinformation,feelings,motivationandwhetherthat
informationisknownorunknowntooneselforothersinfour
viewpoints.
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Transactional analysis
•ItwasintroducedbyEricBerne.
••Transactionalanalysisisatechniqueusedtohelp
peoplebetterunderstandtheirownandother’s
behaviour,especiallyininterpersonalrelationships.
••Itisagoodmethodforunderstandinginterpersonal
behaviour.
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•ItwasintroducedbyEricBerne.
••Transactionalanalysisisatechniqueusedtohelp
peoplebetterunderstandtheirownandother’s
behaviour,especiallyininterpersonalrelationships.
••Itisagoodmethodforunderstandinginterpersonal
behaviour.
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•TheTransactionalAnalysisreferstothe
psychoanalyticprocesswhereinthe
interpersonalbehaviorsarestudied.In
otherwords,asocialpsychologicalmodel
thattalksaboutthepersonalgrowthand
personalchange,i.e.,identifyingtheego
statesofeachindividualtounderstand
theirbehaviorsandalteringthemtosolve
theemotionalproblems.
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psychoanalyticprocesswhereinthe
interpersonalbehaviorsarestudied.In
otherwords,asocialpsychologicalmodel
thattalksaboutthepersonalgrowthand
personalchange,i.e.,identifyingtheego
statesofeachindividualtounderstand
theirbehaviorsandalteringthemtosolve
theemotionalproblems.
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To understand TA, one should understand the
following:
•1. Ego States,
•2. Life Position and
•3. Analysis of Transactions.
•4. STROKING
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following:
•1. Ego States,
•2. Life Position and
•3. Analysis of Transactions.
•4. STROKING
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•1.EgoStates:
•Itrepresentsaperson’swayofthinking,feelingandbehaving.
•Therearethreeegostatespresentineveryone:child,parent
andadult.
•Theyarerelatedtobehaviourofapersonandnothisage.
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•Itrepresentsaperson’swayofthinking,feelingandbehaving.
•Therearethreeegostatespresentineveryone:child,parent
andadult.
•Theyarerelatedtobehaviourofapersonandnothisage.
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•(a)Child ego:
•Child behaviourreflects a person’s response to
communicate in the form of joy, sorrow,
frustration or curiosity. These are the natural
feelings that people learn as children. It reflects
immediate action and immediate satisfaction.
•A child can be:
•(i) Natural child:He is naturally curious, joyous
or scornful. He does what comes his way
naturally.
•ii)Adaptive child:
•He reacts the way his parents want him to react.
He is trained to act.
•(iii)Rebellious child:
•He has the experience of fear, frustration and
anger.
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•Child behaviourreflects a person’s response to
communicate in the form of joy, sorrow,
frustration or curiosity. These are the natural
feelings that people learn as children. It reflects
immediate action and immediate satisfaction.
•A child can be:
•(i) Natural child:He is naturally curious, joyous
or scornful. He does what comes his way
naturally.
•ii)Adaptive child:
•He reacts the way his parents want him to react.
He is trained to act.
•(iii)Rebellious child:
•He has the experience of fear, frustration and
anger.
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•(b)ParentEgo:
•Parentbehaviourisacquiredthroughexternalenvironment.As
youngchildren,theirparents’behaviourremainsembeddedin
theirmindswhichisreflectedasparentalegowhentheygrowup.
•Thiscanbe:
•(i)Nurturingparentego:
•Asnurturingparents,managerspraisegoodperformanceofthe
workers.Theyinteractwiththemandhelpthemduringtimesof
distress.Theyreflectnurturingbehaviourtowardsothers.
•(ii)Negativeorcriticalparentego:
•Ascriticalparents,managerscriticizeorignorepoorperformance
oftheworkersratherthanhelpthemtoimprove.Theyhavea
criticalattitudewhileinteractingwithothers.
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•Parentbehaviourisacquiredthroughexternalenvironment.As
youngchildren,theirparents’behaviourremainsembeddedin
theirmindswhichisreflectedasparentalegowhentheygrowup.
•Thiscanbe:
•(i)Nurturingparentego:
•Asnurturingparents,managerspraisegoodperformanceofthe
workers.Theyinteractwiththemandhelpthemduringtimesof
distress.Theyreflectnurturingbehaviourtowardsothers.
•(ii)Negativeorcriticalparentego:
•Ascriticalparents,managerscriticizeorignorepoorperformance
oftheworkersratherthanhelpthemtoimprove.Theyhavea
criticalattitudewhileinteractingwithothers.
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•(c)Adultego:
•Adultbehaviourreflectstheabilitytoanalysethe
situationandtakelogicaldecisions.Heovercomes
theemotionalfeelingsandtakesdecisionsbasedon
factsandfigures.Thisstateisbasedupon
reasoning,thinking,experience,rationalityand
discussionbasedonfacts.
•Itupdatestheparentalegotodeterminewhatisright
andwrongandchildegotodeterminewhatfeelings
toexpressandwhatnottoexpress.Theseego
statesarepresentinallhumanbeingsatsome
timeortheother.Peoplerespondtodifferent
situationsindifferentwaysdependingontheirego
state.
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•Adultbehaviourreflectstheabilitytoanalysethe
situationandtakelogicaldecisions.Heovercomes
theemotionalfeelingsandtakesdecisionsbasedon
factsandfigures.Thisstateisbasedupon
reasoning,thinking,experience,rationalityand
discussionbasedonfacts.
•Itupdatestheparentalegotodeterminewhatisright
andwrongandchildegotodeterminewhatfeelings
toexpressandwhatnottoexpress.Theseego
statesarepresentinallhumanbeingsatsome
timeortheother.Peoplerespondtodifferent
situationsindifferentwaysdependingontheirego
state.
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2. Life Position:
•Behaviourofapersondependsuponhis
experienceatdifferentstagesofhislife.
Theyfallintofourcategories:
•(a)IamOK,YouareOK.
•(b)IamOK,YouarenotOK.
•(c)IamnotOK,YouareOK.
•(d)IamnotOK,YouarenotOK.
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•Behaviourofapersondependsuponhis
experienceatdifferentstagesofhislife.
Theyfallintofourcategories:
•(a)IamOK,YouareOK.
•(b)IamOK,YouarenotOK.
•(c)IamnotOK,YouareOK.
•(d)IamnotOK,YouarenotOK.
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3. Analysis of Transactions:
•When two persons interact or communicate with each other,
there is a transaction between them. While transacting, both of
them are at different ego states.
•Based on the ego states, three types of transactions can
take place:
•1. Complementary /open transactions
•2. Non Complementary /Crossed transactions
•3. Ulteriantrasaction
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•When two persons interact or communicate with each other,
there is a transaction between them. While transacting, both of
them are at different ego states.
•Based on the ego states, three types of transactions can
take place:
•1. Complementary /open transactions
•2. Non Complementary /Crossed transactions
•3. Ulteriantrasaction
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STROKING
•Stroking is another important concept of TA , which can be
exhibited in the form of recognition that we usually get from
people around us which can be either positive recognition,
negative feedback or attitude of indifference. It has been found
that it is better to have negative strokes than of indifference as
it will at least show our presence.
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•Stroking is another important concept of TA , which can be
exhibited in the form of recognition that we usually get from
people around us which can be either positive recognition,
negative feedback or attitude of indifference. It has been found
that it is better to have negative strokes than of indifference as
it will at least show our presence.
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Factors determining the Personality
Personality Characteristics that influence individual are
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Perception
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•Perceptionisanintellectualprocessof
transformingsensorystimulitomeaningful
information.Itistheprocessofinterpreting
somethingthatweseeorhearinourmindand
useitlatertojudgeandgiveaverdictona
situation,person,groupetc.
•“Perceptionistheorganizingprocessbywhichwe
interpretoursensoryinput”—EdmundFantino.
•“Perceptionisthefirsteventinthechainwhich
leadsfromthestimulustoaction”—BoringEG.
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transformingsensorystimulitomeaningful
information.Itistheprocessofinterpreting
somethingthatweseeorhearinourmindand
useitlatertojudgeandgiveaverdictona
situation,person,groupetc.
•“Perceptionistheorganizingprocessbywhichwe
interpretoursensoryinput”—EdmundFantino.
•“Perceptionisthefirsteventinthechainwhich
leadsfromthestimulustoaction”—BoringEG.
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Components of compensation management
Base pay
structure {fixed
components)
Variable pay
programs
components
Benefits
Rewards and
Recognitions
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Base pay
structure {fixed
components)
Variable pay
programs
components
Benefits
Rewards and
Recognitions
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1. Base pay structure
•1. Basic components: base pay
•2. HRA (House Rent Allowance)
3. DA (Dearness Allowance)
•4. Leave Travel Allowance (LTA)
•5. Mobile Expenses
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•1. Basic components: base pay
•2. HRA (House Rent Allowance)
3. DA (Dearness Allowance)
•4. Leave Travel Allowance (LTA)
•5. Mobile Expenses
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2. Variable pay programs components
•Variable pay programs are generally classified differently for sales and non-sales.
•1. Variable Pay Plans forSales
•2. Variable Pay Plans for Non-Sales
•The various variable-pay components
•Bonus
•Commissions
•Mixed Plans
•Incentives
•Profit Sharing Payments
•Stock Options
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•Variable pay programs are generally classified differently for sales and non-sales.
•1. Variable Pay Plans forSales
•2. Variable Pay Plans for Non-Sales
•The various variable-pay components
•Bonus
•Commissions
•Mixed Plans
•Incentives
•Profit Sharing Payments
•Stock Options
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3. Benefits
•1. Paid Time Off (Also Referred to as PTO)
•a) Holidays (governed by the law),
•b) Leaves (governed by the shop and establishment act) like Casual Leaves, Sick
Leaves, Earn or privilege leaves, etc.
•2. Insurance Programs:
•3. Social Security Allowance
•Provident Fund (PF)
•Gratuity-Gratuity is also a type of retirement benefit paid to an employee.
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•1. Paid Time Off (Also Referred to as PTO)
•a) Holidays (governed by the law),
•b) Leaves (governed by the shop and establishment act) like Casual Leaves, Sick
Leaves, Earn or privilege leaves, etc.
•2. Insurance Programs:
•3. Social Security Allowance
•Provident Fund (PF)
•Gratuity-Gratuity is also a type of retirement benefit paid to an employee.
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•4. Fringe Benefits: (non-cash payments)
•a)Company cars
•b) Paid vacations
•c) Membership of social/cultural clubs
•d) Entertainment tickets/allowances.
•e) Discounted travel tickets.
•f) Family vacation packages.
•g) Reimbursements
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•a)Company cars
•b) Paid vacations
•c) Membership of social/cultural clubs
•d) Entertainment tickets/allowances.
•e) Discounted travel tickets.
•f) Family vacation packages.
•g) Reimbursements
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4. Rewards and Recognitions
•1. Recognition of merit through certificate
•2. Offering challenging job responsibilities
•3. Promoting growth prospectus
•4. Comfortable working condition
•5. Job sharing and flexi time
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•1. Recognition of merit through certificate
•2. Offering challenging job responsibilities
•3. Promoting growth prospectus
•4. Comfortable working condition
•5. Job sharing and flexi time
USE CODE-BG01 FOR 10% DISCOUNT
INTRODUCTION OF HRM
Human Resource
Management
Human being
(you and me)
Men
Machine
Material
money
a set of activities
directed at the
efficient and
effective utilization
of resources in the
pursuit of one or
more goals.
The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the
people who work for the organization, in aggregate
Human Resource
Management
Human being
(you and me)
Men
Machine
Material
money
a set of activities
directed at the
efficient and
effective utilization
of resources in the
pursuit of one or
more goals.
The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the
people who work for the organization, in aggregate
Evolution of the Concept of HRM
•Concept: What is it all about?
•1. The commodity concept:
Labor was regarded as a commodity to be bought and sold. Wages were based on
demand and supply. Government did very little to protect workers.
•2. The Factor of Production concept:
Labor is like any other factor of production, viz., money materials land etc. Workers
are like machine tools.
•3. The Good will concept:
Welfare measures like safety, first aid, lunch room, rest room will have a positive
impact on worker’s productivity.
•4. The Paternalistic Concept / Paternalism
Management must assume a fatherly and protective attitude towards employees.
•Concept: What is it all about?
•1. The commodity concept:
Labor was regarded as a commodity to be bought and sold. Wages were based on
demand and supply. Government did very little to protect workers.
•2. The Factor of Production concept:
Labor is like any other factor of production, viz., money materials land etc. Workers
are like machine tools.
•3. The Good will concept:
Welfare measures like safety, first aid, lunch room, rest room will have a positive
impact on worker’s productivity.
•4. The Paternalistic Concept / Paternalism
Management must assume a fatherly and protective attitude towards employees.
Role of HRM
1. Administrative Role (Record
keeping and compliance)
2.Operational Role
( Service delivery)
3. Strategic Role
(Planning)
According to R.L Mathis and J. H. Jackson (2010) several roles can be fulfilled by HR management.
The nature and extent of these roles depend on both what upper management wants HR management to
do and what competencies the HR staff have demonstrated. Three roles are typically identified for HR.
1. Administrative Role (Record
keeping and compliance)
2.Operational Role
( Service delivery)
3. Strategic Role
(Planning)
According to R.L Mathis and J. H. Jackson (2010) several roles can be fulfilled by HR management.
The nature and extent of these roles depend on both what upper management wants HR management to
do and what competencies the HR staff have demonstrated. Three roles are typically identified for HR.
Administrative
Role
Operational
Role
Strategic
Role
1.Policy maker
2.Administrative
expert
3.Advisor
4.Housekeeper
5.Counselor
6.Welfare officer
7.Legal consultant
1.Recruiter
2.Trainer,
developer,
motivator
3.Coordinator
pin
4.Mediator
1.Change
agent
2.Strategic
partner
Role
Operational
Role
Strategic
Role
1.Policy maker
2.Administrative
expert
3.Advisor
4.Housekeeper
5.Counselor
6.Welfare officer
7.Legal consultant
1.Recruiter
2.Trainer,
developer,
motivator
3.Coordinator
pin
4.Mediator
1.Change
agent
2.Strategic
partner
Type I and Type-II error of Hypothesis
Which test to Use
7 Theories Constituting LabourWelfare
Activities
7 Theories of Labour Welfare
Activities
7 Theories of Labour Welfare
Balance Score Card
•Abalancedscorecardisastrategicmanagementperformance
metricusedtoidentifyandimprovevariousinternalbusiness
functionsandtheirresultingexternaloutcomes.
•RobertKaplanandDavidNortondevelopedtheBalanceScoreCard
•Abalancedscorecardisastrategicmanagementperformance
metricusedtoidentifyandimprovevariousinternalbusiness
functionsandtheirresultingexternaloutcomes.
•RobertKaplanandDavidNortondevelopedtheBalanceScoreCard
a. Cash flow
b. financial result
quaterly/ yearly
c. return on capital
(ROI) employed
d. return on investment
a . Cost
b . Time
c . Quality
d . Service
a. Process bottlenecks
b. Process automation
c. number of activities per
person
a. Employee turnover
b. training and learning
opportunities
c. is there the correct level of
expertise for the job
d. job satisfaction
b. financial result
quaterly/ yearly
c. return on capital
(ROI) employed
d. return on investment
a . Cost
b . Time
c . Quality
d . Service
a. Process bottlenecks
b. Process automation
c. number of activities per
person
a. Employee turnover
b. training and learning
opportunities
c. is there the correct level of
expertise for the job
d. job satisfaction
Porter's Five Forces
●Porter's Five Forces is a framework for analyzing a company's
competitive environment. The number and power of a company's
competitive rivals, potential new market entrants, suppliers, customers,
and substitute products influence a company's profitability.
●Porter's Five Forces is a framework for analyzing a company's
competitive environment. The number and power of a company's
competitive rivals, potential new market entrants, suppliers, customers,
and substitute products influence a company's profitability.
BCG Matrix
The Boston Consulting group’s product portfolio matrix (BCG matrix) is
designed to help with long-term strategic planning, to help a business
consider growth opportunities by reviewing its portfolio of products to
decide where to invest, to discontinue or develop products. It's also
known as the Growth/Share Matrix.
The growth share matrix was created in 1968 by BCG’s founder, Bruce
Henderson.
The Boston Consulting group’s product portfolio matrix (BCG matrix) is
designed to help with long-term strategic planning, to help a business
consider growth opportunities by reviewing its portfolio of products to
decide where to invest, to discontinue or develop products. It's also
known as the Growth/Share Matrix.
The growth share matrix was created in 1968 by BCG’s founder, Bruce
Henderson.
What is VRIO Analysis? 4 Question VRIO
Framework Explained
Framework Explained
Career
89
89
●Career-A career issequence of separate but related work
activities that provide continuity, order and meaning to a
person's life.
●Career Planning-Career planning isan ongoing process
through which an individual sets career goals and identifies
the means to achieve them.
90
activities that provide continuity, order and meaning to a
person's life.
●Career Planning-Career planning isan ongoing process
through which an individual sets career goals and identifies
the means to achieve them.
90
●Careergoal-Acareergoalisawell-definedstatement
explainingtheprofessionthatanindividualintendsto
pursuethroughouthiscareer.
●CareerPath-Careerpathsareroutesthatindividualstake
fromtheirfirstforayintothejobmarketthroughtotheir
finalpositionbeforeretirement.
91
explainingtheprofessionthatanindividualintendsto
pursuethroughouthiscareer.
●CareerPath-Careerpathsareroutesthatindividualstake
fromtheirfirstforayintothejobmarketthroughtotheir
finalpositionbeforeretirement.
91
●CareerDevelopment-Careerdevelopmentreferstoasetof
programmesdesignedtomatchanindividual'sneeds,abilities,and
careergoalswithcurrentandfutureopportunitiesinthe
organization.
●CareerManagementisalife-longprocessofinvestingresourcesto
accomplishyourfuturecareergoals.Thecareermanagement
processembracesvariousconcepts:Self-awareness,career
developmentplanning/careerexploration,life-longlearning,and
networking.
92
programmesdesignedtomatchanindividual'sneeds,abilities,and
careergoalswithcurrentandfutureopportunitiesinthe
organization.
●CareerManagementisalife-longprocessofinvestingresourcesto
accomplishyourfuturecareergoals.Thecareermanagement
processembracesvariousconcepts:Self-awareness,career
developmentplanning/careerexploration,life-longlearning,and
networking.
92
●Career Anchor-
94
94
Entrepreneur and Intrapreneurs
Four dimensionsof product mix
•The product mix has four dimensions: Breadth,
Length, Depth, and Consistency.
96
•The product mix has four dimensions: Breadth,
Length, Depth, and Consistency.
96
Product Line
•TheProductLinereferstothelistofalltherelated
productsmanufacturedormarketedbyasinglefirm.
•Forexample,Coca-Coladealsinsoft-drinks,juices,and
more.Theseareitsproductlines.Aproductlineincludes
similaritemsthatacompanymakesortheproductsthat
aconsumerusestogether.Acompany,however,may
haveseparateproductlines.
97
•TheProductLinereferstothelistofalltherelated
productsmanufacturedormarketedbyasinglefirm.
•Forexample,Coca-Coladealsinsoft-drinks,juices,and
more.Theseareitsproductlines.Aproductlineincludes
similaritemsthatacompanymakesortheproductsthat
aconsumerusestogether.Acompany,however,may
haveseparateproductlines.
97
•Product Line length refers to the number of products/brands that
come under a single product category/line.
•number of separate product lines owned by acompany is
the product line width
•A product line can contain one product or hundreds. The
number of products in a product line refer to its product line
depth
come under a single product category/line.
•number of separate product lines owned by acompany is
the product line width
•A product line can contain one product or hundreds. The
number of products in a product line refer to its product line
depth
99
100
Attitude Components
Types of Facility Layouts
●Process Layout
●Product Layout
●Fixed Position Layout
●Cellular Manufacturing Layout
●Combination or Hybrid Layout
103
●Process Layout
●Product Layout
●Fixed Position Layout
●Cellular Manufacturing Layout
●Combination or Hybrid Layout
103
TypesofFacilityLayouts
Processlayout:Processlayout,alsocalledfunctionallayoutorbatchproductionlayout,is
characterisedbythegroupingtogetherofsimilarmachines,basedupontheiroperational
characteristics.
Productlayout:Inproductlayout,alsocalledstraightlinelayout,machineryis
arrangedinonelineasperthesequenceofproductionoperations.Materialsare
fedintothefirstmachineandfinishedproductscomeoutofthelastmachine.
Fixedpositionlayout:Thistypeoffacilitylayoutisusedtoassembleproductsthataretoo
large,heavyorfragiletomovetoalocationforcompletion.Inthefixedpositionlayout,
machinery,men,aswellasotherpiecesofmaterial,arebroughttothelocationwherethe
productistobeassembled.
104
Processlayout:Processlayout,alsocalledfunctionallayoutorbatchproductionlayout,is
characterisedbythegroupingtogetherofsimilarmachines,basedupontheiroperational
characteristics.
Productlayout:Inproductlayout,alsocalledstraightlinelayout,machineryis
arrangedinonelineasperthesequenceofproductionoperations.Materialsare
fedintothefirstmachineandfinishedproductscomeoutofthelastmachine.
Fixedpositionlayout:Thistypeoffacilitylayoutisusedtoassembleproductsthataretoo
large,heavyorfragiletomovetoalocationforcompletion.Inthefixedpositionlayout,
machinery,men,aswellasotherpiecesofmaterial,arebroughttothelocationwherethe
productistobeassembled.
104
Cellularmanufacturinglayout:InCellularManufacturing(CM)layout,
machinearegroupedintocells,whichfunctionsomewhatlikeaproductlayoutina
largershoporaprocesslayout.EachcellintheCMlayoutisformedtoproducea
singlepartfamily,thatis,afewpartswithcommoncharacteristics.
Combinationorhybridlayout:Itisdifficulttousetheprinciplesofproduct
layout,processlayout,orfixedlocationlayoutinfacilitiesthatinvolvefabricationof
partsandassembly.Fabricationtendstoemploytheprocesslayout,whileassembly
areasoftenemploytheproductlayout.
105
machinearegroupedintocells,whichfunctionsomewhatlikeaproductlayoutina
largershoporaprocesslayout.EachcellintheCMlayoutisformedtoproducea
singlepartfamily,thatis,afewpartswithcommoncharacteristics.
Combinationorhybridlayout:Itisdifficulttousetheprinciplesofproduct
layout,processlayout,orfixedlocationlayoutinfacilitiesthatinvolvefabricationof
partsandassembly.Fabricationtendstoemploytheprocesslayout,whileassembly
areasoftenemploytheproductlayout.
105
●Factors Affecting a Facility Layout
●Materials
●Product
●Machinery
●Type of Industry
●Management Policies
106
●Materials
●Product
●Machinery
●Type of Industry
●Management Policies
106
107
108
Cross Merchandising
Cross Merchandising
•Cross merchandising refers to the display of
opposite and unrelated products together to earn
additional revenues for the store.
•Products from different categories are kept
together at one place for the customers to
find a relation among them and pick up all.
•According to cross merchandising:
•Unrelatedproductsaredisplayedtogether.
•Theretailermakesprofitsbylinking
productswhicharenotrelatedinanysense
andbelongtodifferentcategories.
•CrossMerchandisinghelpsthecustomers
toknowaboutthevariousoptionswhich
wouldcomplementtheirproduct.
•CrossMerchandisingmakesshoppinga
pleasurableexperienceasitsaves
customer’sprecioustime.
Examples of Cross
Merchandising
•Mobile covers displayed next to mobile phones.
•Recharge coupons with new sim cards
•Batteries with electronic appliances
•Neck ties or cuff links displayed with men’ shirt
•Fashion jewellery, rings, anklets, hand bags with
female dresses
•Shoe laces, shoe shiners, shoe racks with shoes
•Audio CDs with CD Players
Cross Merchandising
•Cross merchandising refers to the display of
opposite and unrelated products together to earn
additional revenues for the store.
•Products from different categories are kept
together at one place for the customers to
find a relation among them and pick up all.
•According to cross merchandising:
•Unrelatedproductsaredisplayedtogether.
•Theretailermakesprofitsbylinking
productswhicharenotrelatedinanysense
andbelongtodifferentcategories.
•CrossMerchandisinghelpsthecustomers
toknowaboutthevariousoptionswhich
wouldcomplementtheirproduct.
•CrossMerchandisingmakesshoppinga
pleasurableexperienceasitsaves
customer’sprecioustime.
Examples of Cross
Merchandising
•Mobile covers displayed next to mobile phones.
•Recharge coupons with new sim cards
•Batteries with electronic appliances
•Neck ties or cuff links displayed with men’ shirt
•Fashion jewellery, rings, anklets, hand bags with
female dresses
•Shoe laces, shoe shiners, shoe racks with shoes
•Audio CDs with CD Players
Green
•GreenMarketingisarelatively
newconcept,whichinvolves
thepromotionofproductsand
serviceswhicharesafeforthe
environment.Itincorporates
abroadrangeofactivities,
including product
modification,changestothe
production process,
sustainablepackaging,as
well as modifying
advertising.
•GreenMarketingisarelatively
newconcept,whichinvolves
thepromotionofproductsand
serviceswhicharesafeforthe
environment.Itincorporates
abroadrangeofactivities,
including product
modification,changestothe
production process,
sustainablepackaging,as
well as modifying
advertising.
Models of consumer behaviour
•Traditional models
•Contemporary models
•Traditional models
•Contemporary models
Models of consumer behaviour
Traditional models
•Economic Model
•Learning Model
•Psychoanalytic Model
•Sociological Model
Contemporary models
•HorwardShethmodel
•Nicosia
•stimulus-Response Model
•Engel-Kollat-Blackwell model
(1978)
Traditional models
•Economic Model
•Learning Model
•Psychoanalytic Model
•Sociological Model
Contemporary models
•HorwardShethmodel
•Nicosia
•stimulus-Response Model
•Engel-Kollat-Blackwell model
(1978)
Economic Model
•Synthesized by Alfred Marshall based on the Theory of
Marginal Utility and Micro-Economic Theory.
•The Focus is on the “Act of Purchase” of an “Average
Consumer”.
•Explains “What” a Consumer would purchase and “In
What Quantity”.
•This model assumes that with limited purchasing power
and a set of needs and tastes, a consumer will allocate his/
her expenditure over different products at a given prices
so as to maximize utility.
•Synthesized by Alfred Marshall based on the Theory of
Marginal Utility and Micro-Economic Theory.
•The Focus is on the “Act of Purchase” of an “Average
Consumer”.
•Explains “What” a Consumer would purchase and “In
What Quantity”.
•This model assumes that with limited purchasing power
and a set of needs and tastes, a consumer will allocate his/
her expenditure over different products at a given prices
so as to maximize utility.
Learning model
•Thismodelhelpmarketerstopromoteassociationofproductswith
strongdriversandcues,whichwouldleadtopositive
reinforcementfromtheconsumers.
•Thismodelisbasedonthebasisofthatconsumerbehaviour
whichisgovernedbytheneedtosatisfybasicandlearned
needs.Basicneedsincludefood,clothingandshelter,while
learnedneedsincludefearandguilt.Thus,aconsumerwill
haveatendencytobuythingsthatwillsatisfytheirneedsand
providesatisfaction.
•Ahungrycustomermaypassuponbuyinganicepieceof
jewellerytobuysomefood,butwilllatergobacktopurchase
thejewelleryonceherhungerissatisfied.
•Thismodelhelpmarketerstopromoteassociationofproductswith
strongdriversandcues,whichwouldleadtopositive
reinforcementfromtheconsumers.
•Thismodelisbasedonthebasisofthatconsumerbehaviour
whichisgovernedbytheneedtosatisfybasicandlearned
needs.Basicneedsincludefood,clothingandshelter,while
learnedneedsincludefearandguilt.Thus,aconsumerwill
haveatendencytobuythingsthatwillsatisfytheirneedsand
providesatisfaction.
•Ahungrycustomermaypassuponbuyinganicepieceof
jewellerytobuysomefood,butwilllatergobacktopurchase
thejewelleryonceherhungerissatisfied.
Psychoanalytical Model:
•The psycho, analytical model takes into consideration the fact that consumer
behaviouris influenced by both the conscious and the subconscious mind.
1.Psychoanalytic theory is attributed to the work of eminent
psychologist Sigmund Freud.
2.Introduced personality as a motivating force in human behaviour.
3.This model is concerned with personality and says that human
behaviourto a great extent is directed by a complex set of deep
seated motives.
4.Mental framework of a human being is composed of three elements
• The Id • The Superego • The Ego
•The psycho, analytical model takes into consideration the fact that consumer
behaviouris influenced by both the conscious and the subconscious mind.
1.Psychoanalytic theory is attributed to the work of eminent
psychologist Sigmund Freud.
2.Introduced personality as a motivating force in human behaviour.
3.This model is concerned with personality and says that human
behaviourto a great extent is directed by a complex set of deep
seated motives.
4.Mental framework of a human being is composed of three elements
• The Id • The Superego • The Ego
•Id is what an individual is born with
•Super-ego are formed out of the values
•Ego acts as a balance between the Id and the Super-ego
•Id remains at the core of each need
•Individuals show behaviouras a gratification to their Id
•Super-ego are formed out of the values
•Ego acts as a balance between the Id and the Super-ego
•Id remains at the core of each need
•Individuals show behaviouras a gratification to their Id
Sociological Model
•Asperthismodel,anindividualbuyerisapartofthe
institutioncalledsociety,getsinfluencedbyitandinturn,
alsoinfluencesitinitspathofdevelopment.
•Theinteractionswithallthesetofsocietyleavesome
impressionsonhimandmayplayaroleininfluencinghis
buyingbehaviour.
•Themarketers,throughaprocessofmarketsegmentation
canworkoutonthecommonbehaviourpatternsofa
specificclassandgroupofbuyersandtrytoinfluencetheir
buyingpattern.
•Forexample,amanagerandanemployeemayhavedifferent
buyingbehavioursgiventheirrespectiverolesinthecompany
theyworkfor,butiftheyliveinthesamecommunityorattend
thesamechurch,theymaybuyproductsfromthesamecompany
orbrand.
•Asperthismodel,anindividualbuyerisapartofthe
institutioncalledsociety,getsinfluencedbyitandinturn,
alsoinfluencesitinitspathofdevelopment.
•Theinteractionswithallthesetofsocietyleavesome
impressionsonhimandmayplayaroleininfluencinghis
buyingbehaviour.
•Themarketers,throughaprocessofmarketsegmentation
canworkoutonthecommonbehaviourpatternsofa
specificclassandgroupofbuyersandtrytoinfluencetheir
buyingpattern.
•Forexample,amanagerandanemployeemayhavedifferent
buyingbehavioursgiventheirrespectiverolesinthecompany
theyworkfor,butiftheyliveinthesamecommunityorattend
thesamechurch,theymaybuyproductsfromthesamecompany
orbrand.
•Family, friends and close associates exert the maximum influence
•Opinion Leader influences the life-style and buying behaviourof an
individual
•Opinion Leader influences the life-style and buying behaviourof an
individual
Contemporary models
Engel-Kollat-Blackwell model (1978)
•This is a problem solving and learning model of consumer behaviour.
•In this model of consumer behaviour, they view consumer behaviour
as a decision process and identify five activities occurring in this
decision process over a period of time.
•they are-
•1. problem recognition
•2. Information Search
•3. Evaluation of alternatives
•4. Choice.
•This is a problem solving and learning model of consumer behaviour.
•In this model of consumer behaviour, they view consumer behaviour
as a decision process and identify five activities occurring in this
decision process over a period of time.
•they are-
•1. problem recognition
•2. Information Search
•3. Evaluation of alternatives
•4. Choice.
•This model was created to describe the increasing, fast-growing body
of knowledge concerning consumer behavior. This model, like in
other models, has gone through many revisions to improve its
descriptive ability of the basic relationships between components
and sub-components, this model consists also of four stages;
of knowledge concerning consumer behavior. This model, like in
other models, has gone through many revisions to improve its
descriptive ability of the basic relationships between components
and sub-components, this model consists also of four stages;
Stimulus-Response Model
A well-developed and tested model of buyer behaviouris known as the stimulus-response model, which is summarised
in the diagram below:
A well-developed and tested model of buyer behaviouris known as the stimulus-response model, which is summarised
in the diagram below:
•In the above model, marketing and other stimuli enter the
customers “black box” and produce certain responses.
•Marketing management must try to work out what goes on
the in the mind of the customer –the “black box”.
•The Buyer’s characteristics influence how he or she
perceives the stimuli; the decision-making process
determines what buying behaviouris undertaken.
customers “black box” and produce certain responses.
•Marketing management must try to work out what goes on
the in the mind of the customer –the “black box”.
•The Buyer’s characteristics influence how he or she
perceives the stimuli; the decision-making process
determines what buying behaviouris undertaken.
HorwardShethmodel
•HowardandShethmodelisanintegratedmodel.It
assumesproblem-solvingapproachinbuyingand
adoptsinput-outputorsystemapproachinbuying.
Howardintroducedlearningprocessinbuying.
Satisfactionleadstobrandloyalty.Discontentment
createsbrand-switchingbybuyers.
•HowardandShethmodelisanintegratedmodel.It
assumesproblem-solvingapproachinbuyingand
adoptsinput-outputorsystemapproachinbuying.
Howardintroducedlearningprocessinbuying.
Satisfactionleadstobrandloyalty.Discontentment
createsbrand-switchingbybuyers.
•Four components involved in the model:
1.Input variables
2.Output variables
3.Hypothetic constructs
4.Exogenous variables
•The model makes significant contribution to understand consumer
behaviour by identifying the variables which influence consumers.
1.Input variables
2.Output variables
3.Hypothetic constructs
4.Exogenous variables
•The model makes significant contribution to understand consumer
behaviour by identifying the variables which influence consumers.
Nicosia model
•FrancescoNicosiapresentedhismodelinflowchart
format.Allvariablesareviewedasinteracting,withnone
beinginherentlydependentorindependent.Thusthe
modeldescribesacircularflowofinfluenceswhereeach
componentprovidesinputtothenext.
•Themodelcontainsfourmajorcomponents:
•1.firm’sattributes,communicationsandconsumer’s
psychologicalattributes
•2.consumer’ssearchforevaluationofalternatives
•3.consumer’smotivatedactofpurchase
•4.Consumerstorageoruseoftheproduct
•FrancescoNicosiapresentedhismodelinflowchart
format.Allvariablesareviewedasinteracting,withnone
beinginherentlydependentorindependent.Thusthe
modeldescribesacircularflowofinfluenceswhereeach
componentprovidesinputtothenext.
•Themodelcontainsfourmajorcomponents:
•1.firm’sattributes,communicationsandconsumer’s
psychologicalattributes
•2.consumer’ssearchforevaluationofalternatives
•3.consumer’smotivatedactofpurchase
•4.Consumerstorageoruseoftheproduct
H.W.
•Which of the following consumer behaviour model is said to be a
system model and takes into consideration the marketing man’s point
of view?
•1. Nicosia model
•2. Howard ShethModel
•3. Webster and wind Model
•4. None of the above
•Which of the following consumer behaviour model is said to be a
system model and takes into consideration the marketing man’s point
of view?
•1. Nicosia model
•2. Howard ShethModel
•3. Webster and wind Model
•4. None of the above
•Ans-A
Brand Management
•Brand managementis a function of marketing
that uses techniques to increase the perceived
value of a product line or brand over time.
•Brand managementis a function of marketing
that uses techniques to increase the perceived
value of a product line or brand over time.
Brand Equity
•Brandequity,inmarketing,istheworthofa
brandinandofitself—i.e.,thesocialvalueof
awell-knownbrandname.Theownerofa
well-knownbrandnamecangeneratemore
revenuesimplyfrombrandrecognition,as
consumersperceivetheproductsofwell-
knownbrandsasbetterthanthoseoflesser-
knownbrands.
•Brandequity,inmarketing,istheworthofa
brandinandofitself—i.e.,thesocialvalueof
awell-knownbrandname.Theownerofa
well-knownbrandnamecangeneratemore
revenuesimplyfrombrandrecognition,as
consumersperceivetheproductsofwell-
knownbrandsasbetterthanthoseoflesser-
knownbrands.
Models of Brand Equity
1. Aaker Model
1. Aaker Model
•Brand Loyalty
•This explains the level of loyalty that a customer shows towards
a brand
•Brand Awareness
•This is the extent to which the brand is popular in the market
•Perceived Quality
•The image of a product and its quality in the eyes of the
customers
•Brand Associations
•The level of recognition that a brand has in its product category
•Proprietary Assets
•The number of patents, intellectual property rights, trademarks,
etc. that a brand owns.
•These components of the Aaker model help to influence the
customer’s choice. A customer will be willing to associate with a
brand that offers higher quality and satisfaction.
•This explains the level of loyalty that a customer shows towards
a brand
•Brand Awareness
•This is the extent to which the brand is popular in the market
•Perceived Quality
•The image of a product and its quality in the eyes of the
customers
•Brand Associations
•The level of recognition that a brand has in its product category
•Proprietary Assets
•The number of patents, intellectual property rights, trademarks,
etc. that a brand owns.
•These components of the Aaker model help to influence the
customer’s choice. A customer will be willing to associate with a
brand that offers higher quality and satisfaction.
Keller’s Customer-Based Brand Equity (CBBE)
model
•Keller’s Model
•Kevin Keller has made a signification
contribution to the branding theory and
has rolled out the concept of customer-
based brand equity. Keller defines brand
as an effect that emerges out of a
favorable association with a brand.
•Happy customers mean profit
model
•Keller’s Model
•Kevin Keller has made a signification
contribution to the branding theory and
has rolled out the concept of customer-
based brand equity. Keller defines brand
as an effect that emerges out of a
favorable association with a brand.
•Happy customers mean profit
•Keller’s model seeks to get answers to 4 questions:
Brand Asset Valuator (BAV) Model
•
•BAV is a brand equity model that gives the
brand equity value of many brands and helps to
compare brand equity across many brands.
•As per the BAV model, collecting consumer
insights will help to improve brand health and
the future of a brand.
•The four key components of brand equity are:
•
•BAV is a brand equity model that gives the
brand equity value of many brands and helps to
compare brand equity across many brands.
•As per the BAV model, collecting consumer
insights will help to improve brand health and
the future of a brand.
•The four key components of brand equity are:
BrandzModel
•Brandzmodel was developed by the marketing research
consultants, MillwardBrown and WPP. BRANDZ is a tool
the is used to diagnose and predict brand equity. In this
model, data is collected with the help of interviews and
publicly available data. Consumers of different brands
are asked questions about the brand that they know.
•This model is developed based on five steps that are in
sequential order. Each of the steps in this model is a
continuity of the previous steps and should be
conducted in the same order.
•Brandzmodel was developed by the marketing research
consultants, MillwardBrown and WPP. BRANDZ is a tool
the is used to diagnose and predict brand equity. In this
model, data is collected with the help of interviews and
publicly available data. Consumers of different brands
are asked questions about the brand that they know.
•This model is developed based on five steps that are in
sequential order. Each of the steps in this model is a
continuity of the previous steps and should be
conducted in the same order.
Theories of motivation
Content theory
Contenttheoriestryto
figure“what”motivates
people.Followingarethe
motivationtheoriesin
contenttheoryperspective.
1.Maslow’s need Hierarchy
2.Herzberg’s Motivation-
Hygiene Theory
3.McClelland’s Needs
Theory
4.Alderfer’sERG Theory
Process theory
•Processtheoriestryto
figure“How” the
motivation occurs.
Followingare the
motivationtheoriesin
processtheoryperspective.
1.Vroom’s Expectancy
Theory
2.Adam’sEquityTheory
3.ReinforcementTheory
Content theory
Contenttheoriestryto
figure“what”motivates
people.Followingarethe
motivationtheoriesin
contenttheoryperspective.
1.Maslow’s need Hierarchy
2.Herzberg’s Motivation-
Hygiene Theory
3.McClelland’s Needs
Theory
4.Alderfer’sERG Theory
Process theory
•Processtheoriestryto
figure“How” the
motivation occurs.
Followingare the
motivationtheoriesin
processtheoryperspective.
1.Vroom’s Expectancy
Theory
2.Adam’sEquityTheory
3.ReinforcementTheory
Maslow’s Hierarchy of Needs
Psychologist Abraham Maslow
proposedMaslow’s Hierarchy of Needstheory
in psychology in 1940.
Psychologist Abraham Maslow
proposedMaslow’s Hierarchy of Needstheory
in psychology in 1940.
Herzberg’s Motivation-Hygiene
Theory
In 1959
Motivational Factors
•There are six motivation
factors that include:
1.Achievement
2.Recognition
3.Work itself
4.Responsibility
5.Advancement
6.Possibility of Growth
•HygineFactors
•They are the
contingent factor may
demotivate the
employees-
1.Company policies
2.Work condition
3.Supervision
4.Salary
5.Interpersonal
relation
6.job security
Theory
In 1959
Motivational Factors
•There are six motivation
factors that include:
1.Achievement
2.Recognition
3.Work itself
4.Responsibility
5.Advancement
6.Possibility of Growth
•HygineFactors
•They are the
contingent factor may
demotivate the
employees-
1.Company policies
2.Work condition
3.Supervision
4.Salary
5.Interpersonal
relation
6.job security
McClelland’s Needs Theory
(early 1940s.)
Other Name-
1.Achievement motivation theory
2.Three need theory
(early 1940s.)
Other Name-
1.Achievement motivation theory
2.Three need theory
Vroom Expectancy Theory
Expectancy Theory of Motivation was developed by Victor H.
Vroom in 1964
The theory is based on the assumption that our behavior is based
on making a conscious choice from a set of possible alternative
behaviors. According to Expectancy Theory, the behavior we
choose will always be the one that maximizes our pleasure and
minimizes our pain.
Expectancy Theory of Motivation was developed by Victor H.
Vroom in 1964
The theory is based on the assumption that our behavior is based
on making a conscious choice from a set of possible alternative
behaviors. According to Expectancy Theory, the behavior we
choose will always be the one that maximizes our pleasure and
minimizes our pain.
Within the theory there are three variables at play:
Expectancy. Effort -> Performance (E -> P)
Instrumentality. Performance -> Outcome (P -> O)
Valence. Outcome -> Reward (V(R))
All three factors must be present to motivate
employees effectively.
Expectancy. Effort -> Performance (E -> P)
Instrumentality. Performance -> Outcome (P -> O)
Valence. Outcome -> Reward (V(R))
All three factors must be present to motivate
employees effectively.
ClaytonP.Alderfer’sERG
theoryfrom1969condenses
Maslow’sfivehumanneeds
intothreecategories:
Existence,Relatednessand
Growth.
theoryfrom1969condenses
Maslow’sfivehumanneeds
intothreecategories:
Existence,Relatednessand
Growth.
Equity Theory or Adam’s Equity
Theory
Intheequitytheoryofmotivation,employee’smotivation
dependsontheirperceptionofhowfairisthecompensationand
treatmentfortheirworkinput.EquityTheorystatesthatthe
employeesperceivewhattheygetfromajobsituation
(outcomes)aboutwhattheyputintoit(inputs)andthen
comparetheirinputs-outcomesratiowiththeinputs-outcomes
ratiosofothers.
Theequitytheoryofmotivationdescribestherelationship
betweentheemployee’sperceptionofhowfairlyishebeing
treatedandhowhardheismotivatedtowork.J.StacyAdams
developedequitytheory.
Adam’s Equity
Theory, also known
as the Equity Theory
of Motivation, was
developed in 1963
by John Stacey
Adams, a workplace
behavioral
psychologist.
Theory
Intheequitytheoryofmotivation,employee’smotivation
dependsontheirperceptionofhowfairisthecompensationand
treatmentfortheirworkinput.EquityTheorystatesthatthe
employeesperceivewhattheygetfromajobsituation
(outcomes)aboutwhattheyputintoit(inputs)andthen
comparetheirinputs-outcomesratiowiththeinputs-outcomes
ratiosofothers.
Theequitytheoryofmotivationdescribestherelationship
betweentheemployee’sperceptionofhowfairlyishebeing
treatedandhowhardheismotivatedtowork.J.StacyAdams
developedequitytheory.
Adam’s Equity
Theory, also known
as the Equity Theory
of Motivation, was
developed in 1963
by John Stacey
Adams, a workplace
behavioral
psychologist.
Logistic and Supply chain Management
Logistics is the overall process of managing how resources are
acquired, stored, and transported to their final destination.
acquired, stored, and transported to their final destination.
supply chain management
•Supply chain management is the management of the flow of goods
and services and includes all processes that transform raw materials
into final products. SCM represents an effort by suppliers to develop
and implement supply chains that are as efficient and economical as
possible.
•Supply chain management is the management of the flow of goods
and services and includes all processes that transform raw materials
into final products. SCM represents an effort by suppliers to develop
and implement supply chains that are as efficient and economical as
possible.
Difference Between Logistics and Supply chain Management
Functions of Logistic Management
Transportation
Warehouse
3
rd
and 4
th
Party Logistics
Reverse Logistic
Transportation
Warehouse
3
rd
and 4
th
Party Logistics
Reverse Logistic
Drivers of supply chain management
Service Marketing
•What is Service Marketing?
•Service marketing is a concept which focuses on business of
non-physical intangible goods. Service marketing is done for
company given benefits which cannot be seen, touched, felt
etc. These are benefits which are driven mostly by people,
process & cannot be kept by a customer. Sectors like
hospitality, tourism, financial services, professional services
etcuse service marketing to drive their business.
•What is Service Marketing?
•Service marketing is a concept which focuses on business of
non-physical intangible goods. Service marketing is done for
company given benefits which cannot be seen, touched, felt
etc. These are benefits which are driven mostly by people,
process & cannot be kept by a customer. Sectors like
hospitality, tourism, financial services, professional services
etcuse service marketing to drive their business.
Main characteristics of service
Service Quality Dimensions
●Correlation
●'Correlation' as the name says it determines the
interconnection or a co-relationship between the variables.
●Regression
●'Regression' explains how an independent variable is
numerically associated with the dependent variable.
172
●'Correlation' as the name says it determines the
interconnection or a co-relationship between the variables.
●Regression
●'Regression' explains how an independent variable is
numerically associated with the dependent variable.
172
173
BASIS FOR
COMPARISON
CORRELATION REGRESSION
Meaning
Correlation is a statistical measure that
determines the association or co-
relationship between two variables.
Regression describes how to
numerically relate an independent
variable to the dependent variable.
Usage
To represent a linear relationship
between two variables.
To fit the best line and to estimate
one variable based on another.
Dependent and
Independent variablesNo difference Both variables are different.
Indicates
Correlation coefficient indicates the
extent to which two variables move
together.
Regression indicates the impact of a
change of unit on the estimated
variable ( y) in the known variable
(x).
Objective
To find a numerical value expressing the
relationship between variables.
To estimate values of random
variables on the basis of the values
of a fixed variables.
BASIS FOR
COMPARISON
CORRELATION REGRESSION
Meaning
Correlation is a statistical measure that
determines the association or co-
relationship between two variables.
Regression describes how to
numerically relate an independent
variable to the dependent variable.
Usage
To represent a linear relationship
between two variables.
To fit the best line and to estimate
one variable based on another.
Dependent and
Independent variablesNo difference Both variables are different.
Indicates
Correlation coefficient indicates the
extent to which two variables move
together.
Regression indicates the impact of a
change of unit on the estimated
variable ( y) in the known variable
(x).
Objective
To find a numerical value expressing the
relationship between variables.
To estimate values of random
variables on the basis of the values
of a fixed variables.
Performance Appraisal Biases
•FirstImpression(primacyeffect):
•Ratersformanoverallimpressionabouttherateeonthe
basisofsomeparticluarcharacteristicsoftheratee
identifiedbythem.Theidentifiedqualitiesandfeatures
maynotprovideadequatebaseforappraisal.
•HaloEffect:
•Theindividual’sperformanceiscompletelyappraisedon
thebasisofaperceivedpositivequality,featureortrait.In
otherwordsthisisthetendencytorateamanuniformly
highorlowinothertraitsifheisextra-ordinarilyhighor
lowinoneparticulartrait.Ifaworkerhasfewabsences,his
supervisormightgivehimahighratinginallotherareasof
work.
•FirstImpression(primacyeffect):
•Ratersformanoverallimpressionabouttherateeonthe
basisofsomeparticluarcharacteristicsoftheratee
identifiedbythem.Theidentifiedqualitiesandfeatures
maynotprovideadequatebaseforappraisal.
•HaloEffect:
•Theindividual’sperformanceiscompletelyappraisedon
thebasisofaperceivedpositivequality,featureortrait.In
otherwordsthisisthetendencytorateamanuniformly
highorlowinothertraitsifheisextra-ordinarilyhighor
lowinoneparticulartrait.Ifaworkerhasfewabsences,his
supervisormightgivehimahighratinginallotherareasof
work.
•Horn Effect:
•The individual’s performance is completely appraised on the basis of a negative
quality or feature perceived. This results in an overall lower rating than may be
warranted. “He is not formally dressed up in the office. He may be casual at
work too!”.
•Excessive Stiffness or Lenience:
•Depending upon the raters own standards, values and physical and mental
makeup at the time of appraisal, ratees may be rated very strictly or leniently.
Some of the managers are likely to take the line of least resistance and rate
people high, whereas others, by nature, believe in the tyranny of exact
assessment, considering more particularly the drawbacks of the individual and
thus making the assessment excessively severe. The leniency error can render a
system ineffective. If everyone is to be rated high, the system has not done
anything to differentiate among the employees.
•The individual’s performance is completely appraised on the basis of a negative
quality or feature perceived. This results in an overall lower rating than may be
warranted. “He is not formally dressed up in the office. He may be casual at
work too!”.
•Excessive Stiffness or Lenience:
•Depending upon the raters own standards, values and physical and mental
makeup at the time of appraisal, ratees may be rated very strictly or leniently.
Some of the managers are likely to take the line of least resistance and rate
people high, whereas others, by nature, believe in the tyranny of exact
assessment, considering more particularly the drawbacks of the individual and
thus making the assessment excessively severe. The leniency error can render a
system ineffective. If everyone is to be rated high, the system has not done
anything to differentiate among the employees.
•CentralTendency:
•Appraisersrateallemployeesasaverageperformers.Thatis,itisan
attitudetoratepeopleasneitherhighnorlowandfollowthemiddlepath.
Forexample,aprofessor,withaviewtoplayitsafe,mightgiveaclass
gradeneartheequaltoB,regardlessofthedifferencesinindividual
performances.
•PersonalBiases:
•Thewayasupervisorfeelsabouteachoftheindividualsworkingunder
him-whetherhelikesordislikesthem-asatremendouseffectonthe
ratingoftheirperformances.PersonalBiascanstemfromvarioussources
asaresultofinformationobtainedfromcolleagues,considerationsoffaith
andthinking,socialandfamilybackgroundandsoon.
•Appraisersrateallemployeesasaverageperformers.Thatis,itisan
attitudetoratepeopleasneitherhighnorlowandfollowthemiddlepath.
Forexample,aprofessor,withaviewtoplayitsafe,mightgiveaclass
gradeneartheequaltoB,regardlessofthedifferencesinindividual
performances.
•PersonalBiases:
•Thewayasupervisorfeelsabouteachoftheindividualsworkingunder
him-whetherhelikesordislikesthem-asatremendouseffectonthe
ratingoftheirperformances.PersonalBiascanstemfromvarioussources
asaresultofinformationobtainedfromcolleagues,considerationsoffaith
andthinking,socialandfamilybackgroundandsoon.
•SpilloverEffect:
•Thepresentperformanceisevaluatedmuchonthebasisofpast
performance.“Thepersonwhowasagoodperformerindistant
pastisassuredtobeokayatpresentalso”.
•RecencyEffect:
•Ratingisinfluencedbythemostrecentbehaviourignoringthe
commonlydemonstratedbehavioursduringtheentireappraisal
period.
•Thepresentperformanceisevaluatedmuchonthebasisofpast
performance.“Thepersonwhowasagoodperformerindistant
pastisassuredtobeokayatpresentalso”.
•RecencyEffect:
•Ratingisinfluencedbythemostrecentbehaviourignoringthe
commonlydemonstratedbehavioursduringtheentireappraisal
period.
OD
intervention
s
178
intervention
s
178
What is OD Interventions?
●OD interventionsare the building blocks which are the planned activities designed
to improve the organisation’sfunctioning through the participation of the
organisationalmembers.
●OD interventions include team development, laboratory training, managerial grid
training, brainstorming and intergroup team building. The intervention should
take place at all three levels, namely,
○individual,
○group and
○organisation.
●OD interventionsare the building blocks which are the planned activities designed
to improve the organisation’sfunctioning through the participation of the
organisationalmembers.
●OD interventions include team development, laboratory training, managerial grid
training, brainstorming and intergroup team building. The intervention should
take place at all three levels, namely,
○individual,
○group and
○organisation.
Types of OD Interventions
●1. Behavioural Techniques:
●2. Non-Behavioural Techniques
●3. Miscellaneous Techniques:
●1. Behavioural Techniques:
●2. Non-Behavioural Techniques
●3. Miscellaneous Techniques:
Behavioural Techniques:
●These techniques are designed to affect the behaviourof individuals
and the group. These include:
●Sensitivity Training
●Role Playing
●Management by Objectives
●Grid OrganisationDevelopment
●These techniques are designed to affect the behaviourof individuals
and the group. These include:
●Sensitivity Training
●Role Playing
●Management by Objectives
●Grid OrganisationDevelopment
Non Behavioral intervention
●These techniques are much more structured than behavioural
techniques. These include:
●Organizational Redesign
●Job Enrichment
●Work Design
●These techniques are much more structured than behavioural
techniques. These include:
●Organizational Redesign
●Job Enrichment
●Work Design
Miscellaneous Techniques
●In addition to the above techniques, there are certain other techniques
which are used in organisationdevelopment, such as
●Survey Feedback
●Process Consultation
●Team building
183
●In addition to the above techniques, there are certain other techniques
which are used in organisationdevelopment, such as
●Survey Feedback
●Process Consultation
●Team building
183
Process of organizational change
Unfreezing
(People become
ready to accept
change)
Changing or moving
(learning new way
of doing things)
Refreezing
(change in old
behavior, make
change
permanent )
Kurt Lewin
Unfreezing
(People become
ready to accept
change)
Changing or moving
(learning new way
of doing things)
Refreezing
(change in old
behavior, make
change
permanent )
Kurt Lewin
Competency mapping
1
8
8
1
8
8
ConceptofCompetencyMapping
•CompetencyMappingisprocessesofidentifyingkey
competenciesforanorganisationand/orajoband
incorporatingthosecompetenciesthroughoutthevarious
processes(i.e.,jobevaluation,training,recruitment)ofthe
organisation.
•CompetencyMappingisprocessesofidentifyingkey
competenciesforanorganisationand/orajoband
incorporatingthosecompetenciesthroughoutthevarious
processes(i.e.,jobevaluation,training,recruitment)ofthe
organisation.
190
Types of Competency
Managerial
Generic
Technical or Functional
Managerial
Generic
Technical or Functional
Types of Competency Mapping
•Intellectual Competencies
Elements of Intellectual Competencies
•Communication
•Creativity
•Analytical Ability
•Planning & Organizing
•Motivational Competencies
Elements of Motivational Competency
•Continuous Learning
•Achievements Orientation
•Time Management
•Perseverance
Broadly, there are 4 types of competency Mapping:
192
•Emotional Competencies
Elements of Emotional Competency
•Optimism
•Initiative
•Managing Stress
•Leadership
•Social Competencies
Elements of Social Competency
•Teamwork
•Responsibility
•Customer Satisfaction
•Inter-personal Skills
•Intellectual Competencies
Elements of Intellectual Competencies
•Communication
•Creativity
•Analytical Ability
•Planning & Organizing
•Motivational Competencies
Elements of Motivational Competency
•Continuous Learning
•Achievements Orientation
•Time Management
•Perseverance
Broadly, there are 4 types of competency Mapping:
192
•Emotional Competencies
Elements of Emotional Competency
•Optimism
•Initiative
•Managing Stress
•Leadership
•Social Competencies
Elements of Social Competency
•Teamwork
•Responsibility
•Customer Satisfaction
•Inter-personal Skills
Recruitment sources
1
9
3
1
9
3
•What is recruitment?
•Recruitment refers to the process of identifying, attracting,
interviewing, selecting, hiring and onboarding employees.
In other words, it involves everything from the
identification of a staffing need to filling it.
•Recruitment refers to the process of identifying, attracting,
interviewing, selecting, hiring and onboarding employees.
In other words, it involves everything from the
identification of a staffing need to filling it.
195
Selection tests
1
9
6
1
9
6
Balance scoreboard
1
9
9
1
9
9
The Need for a Balanced
Scorecard
1. Increasesthefocusonthebusinessstrategyanditsoutcomes.
2. Leadstoimprovisedorganizationalperformancethroughmeasurements.
3. Aligntheworkforcetomeettheorganization'sstrategyonaday-to-daybasis.
4. Targetingthekeydeterminantsordriversoffutureperformance.
5. Improvesthelevelofcommunicationinrelationtotheorganization'sstrategyand
vision.
Robert Kaplan and David Norton developed the Balance Score Card,
Scorecard
1. Increasesthefocusonthebusinessstrategyanditsoutcomes.
2. Leadstoimprovisedorganizationalperformancethroughmeasurements.
3. Aligntheworkforcetomeettheorganization'sstrategyonaday-to-daybasis.
4. Targetingthekeydeterminantsordriversoffutureperformance.
5. Improvesthelevelofcommunicationinrelationtotheorganization'sstrategyand
vision.
Robert Kaplan and David Norton developed the Balance Score Card,
EPRG MODEL
2
0
2
2
0
2
•EPRG stand for Ethnocentric, Polycentric, Regiocentric, and
Geocentric. It is a framework created by Howard V Perlmuterand
Wind and Douglas in 1969.It is designed to be used in an
internationalization process of businesses and mainly addresses
how companies view international management orientations.
Geocentric. It is a framework created by Howard V Perlmuterand
Wind and Douglas in 1969.It is designed to be used in an
internationalization process of businesses and mainly addresses
how companies view international management orientations.
204
Collective bargaining
2
0
5
2
0
5
•Definition: The Collective Bargaining is the process wherein
the unions (representatives of employees or workers), and
the employer (or their representative) meet to discuss the
issues related to wage, the number of working hours, work
environment and the other terms of the employment.
the unions (representatives of employees or workers), and
the employer (or their representative) meet to discuss the
issues related to wage, the number of working hours, work
environment and the other terms of the employment.
207
ADD A FOOTER 208
ADD A FOOTER 209
ADD A FOOTER 210
Functions of Human resource
management
2
1
2
management
2
1
2
213
Components of compensation
management
2
1
4
management
2
1
4
Compensation management
•Compensation management is deigning and implementing total
compensation package with a systematic approach to providing
value to employees in exchange of their work performance.
•Compensation management is deigning and implementing total
compensation package with a systematic approach to providing
value to employees in exchange of their work performance.
Base pay
structure {fixed
components)
Variable pay
programs
components
Benefits
Rewards and
Recognitions
structure {fixed
components)
Variable pay
programs
components
Benefits
Rewards and
Recognitions
Types of welfare facilities: ILO
•Drinking water
•Toilets
•Crèches
•Washing and bathing
facilities
•Rest shelters
•Uniforms & Protective
clothes
•Canteen
•Medical aid
•Recreation facilities
•Housing
•Education
•Maternity benefits
•Transportation
•Sports facilities
•Vocational training
•Holiday homes
•Social Insurance
Intramural Extramural
7 Theories of Labour Welfare
•Drinking water
•Toilets
•Crèches
•Washing and bathing
facilities
•Rest shelters
•Uniforms & Protective
clothes
•Canteen
•Medical aid
•Recreation facilities
•Housing
•Education
•Maternity benefits
•Transportation
•Sports facilities
•Vocational training
•Holiday homes
•Social Insurance
Intramural Extramural
7 Theories of Labour Welfare
7 Theories Constituting LabourWelfare
Activities
7 Theories of Labour Welfare
Activities
7 Theories of Labour Welfare
• Approaches to labourwelfare gives a clear idea about the attitudes,
beliefs and traditions applied by the labourwelfare agencies.
• Many organisationsare becoming aware of the welfare facilities
being provided to its employees.
• employers are establishing welfare standards voluntarily, willingly an
enthusiastically.
• Welfare benefits not only extended to self but the society also.
• Many approaches have been designed in this perspective.
7 Theories of Labour Welfare
beliefs and traditions applied by the labourwelfare agencies.
• Many organisationsare becoming aware of the welfare facilities
being provided to its employees.
• employers are establishing welfare standards voluntarily, willingly an
enthusiastically.
• Welfare benefits not only extended to self but the society also.
• Many approaches have been designed in this perspective.
7 Theories of Labour Welfare
7 Theories of Labour Welfare
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