principles of management UNIT III pom ORGANIZING.pptx

principles of management

1. UNIT III – ORGANIZING

2. SYLLABUS Nature and purpose – Formal and informal organization – organization chart – organization structure – types – Line and staff authority – departmentalization – delegation of authority – centralization and decentralization – Job Design - Human Resource Management – HR Planning, Recruitment, selection, Training and Development, Performance Management , Career planning and management.

3. Objective: To understand the different types of organization and the concept of human resource management.

4. Outcome: The student will be able to elaborate different organization structures and functions of human resources manager.

5. ORGANIZING: Organizing is the process of arranging and structuring work to accomplish an organization’s goal. Organizing is the process of identifying and grouping the activities required to attain the objectives, delegating authority, creating responsibilities and establishing relationship for people to work effectively.

6. ORGANIZING: According to Haimann, “ Organizing is the process of defining and grouping the activities of the enterprise and establishing the authority relationships among them”.

7. ORGANIZING: According to Chester Bernard, “ Organization is the system of consciously coordinated activities or forces of two or more persons”.

8. NATURE AND PURPOSE OF ORGANIZING: NATURE OF ORGANIZING: Common objectives: Every organization exists to achieve some common goals or targets of the organization.

9. NATURE OF ORGANIZING: Division of labour: Overall function of an organization is sub – divided into number of sub – functions (various departments) . Each department is headed by a manager , who is sole responsible for function of the department.

10. NATURE OF ORGANIZING: Authority structure: Graded series of arrangement in an organization, creates a series of superior and subordinate relationships called chain of command. Responsibility associated with various positions are defined.

11. NATURE OF ORGANIZING: Group of persons: Work force of an organization constitute active environment in an organization.

12. NATURE OF ORGANIZING: Communication: Every organization have free flow of communication. These channels of communication are necessary for mutual understanding and cooperation among members of an organization.

13. NATURE OF ORGANIZING: Co- ordination: Diverse efforts of various functional departments are integrated towards the common goal through the process of coordination.

14. NATURE OF ORGANIZING: Environment: No organization works in a vacuum. Social, political, economic and legal factors exert influence on the environment. Beside it is influenced by internal factors like materials, machines, level of technology, economic measures, HR, etc.

15. NATURE OF ORGANIZING: Rules and regulations: Every organization is governed by a set of rules and regulations for orderly functioning of people.

16. NATURE AND PURPOSE OF ORGANIZING: PURPOSE OF ORGANIZING: To facilitate organization : Helps to earn highest profit. A properly designed organization facilitates both management and operation of enterprise.

17. PURPOSE OF ORGANIZING: Increase efficiency of management: A good organization will extract efficient work from an organization. Eliminates redundancy and motivates every employee.

18. PURPOSE OF ORGANIZING: To facilitate growth and diversification: Growth deals with expanding the scale of operation. Diversification means start of production of new products. type of

19. PURPOSE OF ORGANIZING: Optimistic use of resources: Detailed job specifications are prepared in order to match the job with the men. Right persons are placed in right job.

20. PURPOSE OF ORGANIZING: Facilitate coordination and communication: Grouping of activity.

21. PURPOSE OF ORGANIZING: 6. Permit optimum use of technological innovations: in wake of new Modifying authority relationship developments. Provides adequate scope for innovation.

22. PURPOSE OF ORGANIZING: Stimulate creativity and initiative: Provides the opportunity for the employees to show their hidden talent

23. PURPOSE OF ORGANIZING: Facilitate the development of managerial ability: Trained to acquire a wide and variety experience in diverse activities through job rotation.

24. FORMAL AND INFORMAL ORGANIZATION

25. ORGANIZATION: Organization is defined as the place where, process of arranging and structuring work to accomplish a goal happens.

26. FORMAL ORGANIZATION: The formal organization refers to the structure of jobs and positions with clearly defined functions and relationships as prescribed by the top management.

27. FORMAL ORGANIZATION: It can also be defined as system of well defined jobs with a prescribed pattern of communication, coordination and delegation of authority. According to Louis Allen, Formal organization is a system of well – defined jobs, each bearing a definite measure of authority, responsibility and accountability.

28. FORMAL ORGANIZATION: In formal organization everybody is assigned a certain responsibility for the performance of the given task and given the required amount of authority for carrying it out.

29. CHARACTERISTICS OF FORMAL ORGANIZATION: Flexible and properly planned. It is based on principle of division of labour and efficiency in operation. Concentrates more on the performance of jobs but not on the individuals performing the jobs. Flow of organization structure is usually framed. Coordination and control among members of organization are well specified. Responsibility and accountability are clearly defined. Unity of command is normally maintained.

30. ADVANTAGES OF FORMAL ORGANIZATION: Conflicts among workers is eliminated. Overlapping of responsibility is avoided. More stability is ensured in organization. A sense of security arises from classification of the task. 5. Motivates every employee for their personal as organization goal. well as

31. INFORMAL ORGANIZATION: An informal organization is an organization which is not established by any formal authority , but arises from the personal and social relations of the people.

32. INFORMAL ORGANIZATION: Informal organization refers to the relationship between people in the organization based on personal attitudes, emotions, prejudices, likes, dislikes etc.

33. INFORMAL ORGANIZATION: It arises naturally on the basis of friendship or some common interest which may or may not be related with work.

34. INFORMAL ORGANIZATION: Generally large formal groups give rise to small informal or social groups. These groups may be based on same taste, language, culture or some other factor. E.g. People of common language forming group, association of people.

35. CHARACTERISTICS OF INFORMAL ORGANIZATION: Arises voluntarily. Created based on the similarity among the members (age, native, etc.) Has no place in organization structure. A person may become a member of several informal organizations at same time. Rules and regulations are not written , but are followed.

36. ADVANTAGES OF INFORMAL ORGANIZATION: As it gives satisfaction, motivates the workers and maintains the stability of the work. Fills up the gap in an organization. Effective channel of communication.

37. DISADVANTAGES OF INFORMAL ORGANIZATION: May be a hurdle in achieving the objective of an organization . Indirectly reduces effort of management to promote greater productivity. Easily spreads rumor.

38. ORGANIZATION CHART, ORGANIZATION STRUCTURE TYPES

39. WORK SPECIALIZATION: Dividing work activities into separate job tasks. Individual employees specialize in doing part of activity rather than the entire activity in order to increase work output.

40. ORGANIZATION CHART: Organization chart is organization’s structure. the visual representation of an It shows the organizational relationships and activities within an organization.

41. PURPOSE OF ORGANIZATION CHART: Divides work to be done into specific jobs and departments. Assigns task and responsibilities associated with individual jobs. Coordinates jobs into units. Establishes relationship among individuals, groups and departments. Establishes formal line of authority. Allocates and deploys organizational resources.

42. TYPES OF ORGANIZATION CHART: Top – down chart / Vertical chart: Structure will be in form of pyramid.

43. TYPES OF ORGANIZATION CHART: Left to right / Horizontal chart: Lines of command flows horizontally.

44. TYPES OF ORGANIZATION CHART: Circular / Concentric chart: Top executive of organization is located at centre of the chart. Subordinates are located outside.

45. ADVANTAGES OF ORGANIZATION CHART: Defines relationship. Dual reporting relationship and overlapping positions come to light. Helps to identify the limit of authority. Improves communication. Provides clue to lines of promotions. Outsiders can easily identify and understand the structure of organization. Guides every new employee in understanding how their positions fit to the organization.

46. DISADVANTAGES OF ORGANIZATION CHART: Avoids informal relationships. If not clearly defined, may lead to misleading inferences. Fails to show how much authority an individual can exercise and how far he is responsible.

47. ORGANIZATION STRUCUTRE: Organization structure is a flow chart which defines, the formal arrangement of jobs within and organization. An organization structure is designed both from mechanistic and humanistic point of view.

48. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Bureaucratic structure Adaptive structure

49. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Bureaucratic structure: Structures are formed based on the formal authority. Includes hierarchy of authority, promotion based competency. College / university environment.

50. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Characteristics of Bureaucratic structure: Uses division of labour principle. Ensures coordination among employees. Organization is governed by clearly defined rules. Defines the hierarchy of the organization. States the rights of every employee.

51. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Drawbacks of Bureaucratic structure: Lack of flexibility Lack of humanity. May lead to conflict.

52. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Adaptive structure: Maintains high degree of openness to input from internal and external environment. Framed based on knowledge based authority and cooperation. More flexible.

53. TYPES OF ORGANIZATION STRUCUTRE: Based on the flow of power Characteristics of Adaptive structure: Roles are not highly defined.tin Tasks are continuously redefined. Decentralization of control. Quick decision making. Little reliance on formal authority.

54. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Functional structure: Groups the people / employee based on similarity in work nature.

55. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Advantages of Functional structure: High degree of control and communication o functions. Makes employee to feel comfort. Helps to improve productivity. Disadvantages of Functional structure: Isolation leads to narrowed perspectives. Inter – departmental contradiction. Lack of proper communication with other departments.

56. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Divisional structure: Divisions are based on the output of the organization. Each division has its own functional departments.

57. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Advantages of Divisional structure: Size of organization can be increased without problem. Improves ability of organization to respond to customer. Enhances the efficiency of organization. Disadvantages of Divisional structure: Competition may lead to conflicts. Formulation is expensive. Control system is complicated.

58. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Matrix structure: It is the combination of both functional and divisional structure. Resources will be directed to other project when one is completed.

59. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Advantages of Matrix structure: Facilitates better planning. More flexible. Ensures better use of resources, enhances skills of an employee. Disadvantages of Matrix structure: Multiple projects at a time will lead to complex control. Relationship is complicated. Decisions are usually delayed.

60. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Team structure: Comprises members of various departments who work together. E.g. Shift employees.

61. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Advantages of Team structure: Reduces interdepartmental conflicts. Administrative cost is low. Employee learns the function of various departments. Disadvantages of Team structure: Conflict in loyalties. Increased time spent in meetings.

62. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Network structure: Relies on other organization. Permits outsourcing.

63. TYPES OF ORGANIZATION STRUCUTRE: Based on formation of group: Advantages of Team structure: Provides flexibility. Improves quality. Reduces cost. Disadvantages of Team structure: Unpredictability in supply.

64. LINE AND STAFF AUTHORITY, DEPARTMENTALIZATION

65. LINE AND STAFF AUTHORITY: LINE AUTHORITY: Line authority is directly related with attainment of the organizational objectives.

66. LINE AUTHORITY: In line authority, the superior will be exercising the authority directly over the subordinates to carry out orders and instructions.

67. LINE AUTHORITY: Advantages: Simple and easy to understand. Delegation of authority is clear. Channel of communication is clear. Ensures discipline in an organization. Disadvantages: Inflexible. Neglects advices from experts. Limited to small organization.

68. STAFF AUTHORITY: Staff authority is authority that helps line authority in attaining the objectives of the organization. Staff authority involves giving advice to the line managers to carry out the operation.

69. STAFF AUTHORITY: Staff authority can be classified in following forms: 1. Advisory staff authority: Provides advice and assistance to line manager. 2. Compulsory staff consultation: Line authority must compulsorily consult with staff authority while taking decision. Concurring authority: Staff will be given complete authority to take decisions.

70. STAFF AUTHORITY: Advantages: Improves the quality of decision. Reduces complexity to line authority. Leads to innovations. Disadvantages: Managerial problem. Weakens line authority.

71. DEPARTMENTATION: Departmentation is a process of dividing the large monolithic functional organization into small and flexible administrative group.

72. IMPORTANCE OF DEPARTMENTATION: Provides autonomous. Increases operating efficiency. Helps in fixing the responsibilities to various executives. Easier for appraisal identification. Facilitates budget preparation, control over expenditure.

73. DEPARTMENTATION TYPES: Departmentation by numbers: Departments are created on the basis of strength of employees. Same activities will be performed by small groups. e.g.: Military

74. DEPARTMENTATION TYPES: Departmentation by time: Departments are formed on the basis of time of performance. e.g.: Shift work

75. DEPARTMENTATION TYPES: Departmentation by time: Advantages: 24 × 7 service. May provide part time work . Disadvantages: Night time supervision. Lack of coordination.

76. DEPARTMENTATION TYPES: Departmentation by function: Departments are formed on the basis of work nature. Large scale enterprise follows this method.

77. DEPARTMENTATION TYPES: Departmentation by function: Advantages: Ensures performance control. Facilitates delegation of authority. Ensures coordination. Disadvantages: Lack of interdepartmental communication.

78. DEPARTMENTATION TYPES: Departmentation by territory: Departments are formed on the basis of geographical function of organization.

79. DEPARTMENTATION TYPES: Departmentation by territory: Advantages: Helps the organization to improve sales. Reduces operation cost. Expands business. Disadvantages: Lack of communication among branch organization. Friction between regional managers.

80. DEPARTMENTATION TYPES: Departmentation by customers: Departments are formed on the basis of needs of customer. Each expert will serve a specific group of customer.

81. DEPARTMENTATION TYPES: Departmentation by customers: Advantages: Facilitates concentration on customer satisfaction. Helps to analyze the market requirement. Disadvantages: Need experts in specific problems. Production activities cannot be organized effectively.

82. DEPARTMENTATION TYPES: Departmentation by process: Departments are formed on process. the basis of equipments and e.g. Ginning, spinning, weaving, etc. in a textile industry.

83. DEPARTMENTATION TYPES: Departmentation by process: Advantages: Focuses on optimistic technology. Effective utilization of resources. Disadvantages: Lack of coordination. Experts are required. Conflicts.

84. DEPARTMENTATION TYPES: Departmentation by product: Departments are formed on the basis of type of service and product . Each department departments. e.g. Kirloskar, Honda will have individual functional

85. DEPARTMENTATION TYPES: Matrix organization Strategic Business Unit.

86. DELEGATION OF AUTHORITY, CENTRALIZATION AND DECENTRALIZATION

87. SPAN OF CONTROL: Span of control is defined as the number of employees a manager can effectively manage. If span of control increases, it reduces the operational cost of an organization. But sometimes, wider the span lesser will be the effectiveness of control.

88. DELEGATION OF AUTHORITY: Delegation is the process of granting authority or right to decision making in certain defined areas and charging the subordinate with responsibility for carrying through assigned task. R.Arun Kumar, AP/Mech, RIT

89. DELEGATION OF AUTHORITY: It is common knowledge that there is a limit to the number of subordinates a superior can effectively manage, however talented he may be. Once a man’s job grows beyond his personal ability, he succeeds when he delegates his authority. R.Arun Kumar, AP/Mech, RIT

90. Process of Delegation:

91. Process of Delegation: Sizing up the work: Superior has to assess his/her workload in terms of activities and task to be assigned to him/her and result expected of him. He/she should analyze which part of work has to be delegated.

92. Process of Delegation: Assignment of duties to subordinates: Subordinates must explained about the limitation of authority, target expected. nature of work,

93. Process of Delegation: Granting of authority to perform duty: In this process official authority will be given to the subordinate. Work force below the delegate will be instructed to follow the commands of delegate.

94. Process of Delegation: Creation of obligation: Delegate will be taking in charge. He/she will be responsible for all the activities performed.

95. Advantages of Delegation: Reduction of executive burden. Facility of expansion / multiplicity of skill. Efficient running of branch organizations. Identification of talents. Disadvantages of delegation: Dependence on managers. Failure in completion of duty, due to lack of skill. Conflict among workers.

96. CENTRALIZATION: Centralization is the reservation of authority at a central point within the organization. Role of subordinates becomes insignificant in this case.

97. Advantages of Centralization: Facilitates greater uniformity. Lowers operating cost. Enhances coordination. Disadvantages of Centralization: Individual initiative destroyed. Overburden with routine functions. Communication gap with lower units. Keeps the customer away.

98. DECENTRALIZATION: Dispersal of decision making authority down to the level where work is to be performed.

99. Characteristics of decentralization: Reflects the management’s attitude and philosophy. Managerial skills need to be developed among employees. Number of decisions must be made by lower level of management.

100. Advantages of decentralization: Facilitates diversification. Higher motivation for employees. Ensures effective control. Minimizes risk. Development of management. Disadvantages of decentralization: May increase operational cost. Conflict among same level of employees. Lack of communication.

101. DECENTRALIZATION vs DELEGATION: Definition: Delegation is entrustment of authority from one to another. Decentralization is organization wide delegation between top managements and departments.

102. DECENTRALIZATION vs DELEGATION: Essentiality: Delegation is mandatory for an organization. Decentralization is optional.

103. DECENTRALIZATION vs DELEGATION: Range of control: In delegation of authority, top authority will expose maximum control over delegates in delegation. In decentralization, top authority may exercise minimum control.

104. SELECTION, TRAINING AND DEVELOPMENT

105. SELECTION: Selection is the process of choosing the most suitable persons out of all applicants. According to O’Donnell, selection is the process of choosing candidates within or outside the organization, for the current position or for the future position.

106. SELECTION: In this process, relevant information about the applicant is collected and deserving candidates are provided with job opportunity.

107. SELECTION PROCESS: Scrutinizing the application / Initial screening: A large number of applications are scrutinized and unqualified applicants are filtered. This stage reduces unwanted work load and cost.

108. SELECTION PROCESS: Selection tests: Tests are being conducted in this process to evaluate qualities of scrutinized applicants. It is the systematic procedure for comparing the behavior of applicants. e.g.: Ability test, Personality test.

109. SELECTION PROCESS: Interview process: Interview is face to face interaction between interviewer and the candidate. Types: Preliminary, Structured, Unstructured, Stress, Panel, Telephonic, Online.

110. SELECTION PROCESS: Physical examination: Stage where the medical fitness of the candidates is examined.

111. SELECTION PROCESS: Reference check: Getting feedback from the referees.

112. SELECTION PROCESS: Final Selection: Offering formal appointment candidate. order for the shortlisted

113. TRAINING AND DEVELOPMENT: Training is a set of activities that provide acquire and improve job – related skills. opportunity to Development means all round improvement on the performance , personality growth in proficiency, advancement and progress in all other traits.

114. NEEDS: Orientation to new hires. Orientation to potential promotes. Refreshing knowledge of existing employees. Awareness against risk factors. Human relations. Complexity in organization. Upgrading the knowledge.

115. IMPORTANCE: A trained worker can contribute more towards output of the organization. Trained employees will make better use of resources. Helps the employees to be loyal to the organization. Helps to attain promotions. Eliminates risk and accidents. Helps in standardizing the system. Reduces the time to learn the system.

116. TRAINING METHODS: Employee training and development should be guided by principles of motivation, progressive information, practice, individual ability enhancement. The types of training are: On job training Off job training

117. ON JOB TRAINING: Apprenticeship training: Individuals those learns trade skills like plumbing, carpentry, machining, etc are imparted theoretical knowledge. Then they have to go for hands on training practice. R.Arun Kumar, AP/Mech, RIT

118. ON JOB TRAINING: Job rotation: Movement of employee from one job to another. R.Arun Kumar, AP/Mech, RIT

119. ON JOB TRAINING: Coaching / under study: Newly hired employees are trained under the section head / divisional manager. R.Arun Kumar, AP/Mech, RIT

120. ON JOB TRAINING: Syndicate training: Newly hired employees are divided into small groups and are trained under various trainers. R.Arun Kumar, AP/Mech, RIT

121. ON JOB TRAINING: Temporary promotion: In absence of manager, his subordinate will be taking charge. R.Arun Kumar, AP/Mech, RIT

122. OFF JOB TRAINING: Lecture method: Trainees are exposed to concepts, theories, etc. R.Arun Kumar, AP/Mech, RIT

123. OFF JOB TRAINING: Simulation training: Duplication of organization training environment. R.Arun Kumar, AP/Mech, RIT

124. OFF JOB TRAINING: Role playing: Trainees must play their role without rehearsal and prepared dialogues. R.Arun Kumar, AP/Mech, RIT

125. OFF JOB TRAINING: Case studies: Real time problem will be given to the trainees. They must come up with solution for those problems. R.Arun Kumar, AP/Mech, RIT

126. STEPS IN TRAINING: Identification of needs. Establish objectives of the training process. Methodology selection. Preparation of schedule and resources. Implementation. Evaluation. Feedback. R.Arun Kumar, AP/Mech, RIT

127. EVALUATION TECHNIQUES OF TRAINING: Productivity of the organization. Quality of the product and process. Feedback from supervisor. Evaluation test. Behavioral test. R.Arun Kumar, AP/Mech, RIT

128. PERFORMANCE MANAGEMENT R.Arun Kumar, AP/Mech, RIT

129. PEFORMANCE MANAGEMENT: Performance management is defined as the process of evaluating employee performance on the job in terms of job requirements. R.Arun Kumar, AP/Mech, RIT

130. PEFORMANCE APPRAISAL: Performance appraisal is the systematic evaluation of the individual with regard to his or her performance on the job and his potential for development. R.Arun Kumar, AP/Mech, RIT

131. OBJECTIVE OF PERFORMANCE APPRAISAL: To improve employee’s performance. To review the performance of the employees over a given period of time. To judge the gap between the actual and desired performance. R.Arun Kumar, AP/Mech, RIT

132. OBJECTIVE OF PERFORMANCE APPRAISAL: To help management in exercising organizational control. Helps to strengthen the relationship and communication between superior – subordinates and management – employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. R.Arun Kumar, AP/Mech, RIT

133. OBJECTIVE OF PERFORMANCE APPRAISAL: To improve employee’s performance. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. R.Arun Kumar, AP/Mech, RIT

134. OBJECTIVE OF PERFORMANCE APPRAISAL: Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. R.Arun Kumar, AP/Mech, RIT

135. PROCESS OF PERFORMANCE APPRAISAL: R.Arun Kumar, AP/Mech, RIT

136. PERFORMANCE APPRAISAL METHODS: Written Essay: An evaluator writes out a description of an employee's strengths and weaknesses, past performance, and potential. The evaluator would also make suggestions for improvement. R.Arun Kumar, AP/Mech, RIT

137. PERFORMANCE APPRAISAL METHODS: Critical incidents: An evaluator will be considering only specific behaviours, not vaguely defined personality traits, are cited. R.Arun Kumar, AP/Mech, RIT

138. PEFORMANCE APPRAISAL METHODS: Graphic Rating Scales: Employee will be evaluated on various criteria (especially on his quality in all kind of job) on scale basis. R.Arun Kumar, AP/Mech, RIT

139. PEFORMANCE APPRAISAL METHODS: Behaviorally Anchored Rating Scales: The appraiser rates an employee according to items along a numerical scale, but the items are examples of actual behaviour on a single job rather than general descriptions or traits. R.Arun Kumar, AP/Mech, RIT

140. PEFORMANCE APPRAISAL METHODS: Multi person comparison: Employees are compared with work output of other fellow employees. The three most popular approaches to multi person comparisons includes: Group order ranking Individual ranking Paired comparison. R.Arun Kumar, AP/Mech, RIT

141. PEFORMANCE APPRAISAL METHODS: MBO: Employees are evaluated by how well they contribute to the organization. R.Arun Kumar, AP/Mech, RIT

142. PEFORMANCE APPRAISAL METHODS: 360 ° Appraisal: Feedback will be received from supervisors, employees and co- workers, etc. peer R.Arun Kumar, AP/Mech, RIT

143. PEFORMANCE APPRAISAL METHODS: R.Arun Kumar, AP/Mech, RIT

144. CAREER PLANNING AND MANAGEMENT R.Arun Kumar, AP/Mech, RIT

145. CAREER: Career is defined as a series of properly sequenced role experienced leading to an increased level of responsibility, status, power and rewards. R.Arun Kumar, AP/Mech, RIT

146. CAREER TYPES: Individual career: An individual career is a sequence of work related experiences in which a person participates during span of work life. R.Arun Kumar, AP/Mech, RIT

147. CAREER TYPES: Organization career: Standard set of roles to be performed which interacts with flow of individuals within the organization. R.Arun Kumar, AP/Mech, RIT

148. CAREER MANAGEMENT: Career management is the process for enabling employees to better understand and develop their career skills. Helps to use these skills effectively both within the organization and after they leave the organization. R.Arun Kumar, AP/Mech, RIT

149. CAREER MANAGEMENT: Career management = Career planning + Career development R.Arun Kumar, AP/Mech, RIT

150. CAREER MANAGEMENT: Career planning: Career planning is the process by which a person fixes his / her goals and path to attain. It can also be defined as the process of systematically matching career goals and individual capabilities with opportunities for their fulfillment. R.Arun Kumar, AP/Mech, RIT

151. CAREER MANAGEMENT: Career development: Career development is defined as the ongoing process by which individual progress through a series of stages each of which is characterized by a unique set of activities. R.Arun Kumar, AP/Mech, RIT

152. CAREER MANAGEMENT: Career development: Career development must focuses on, correlate individual abilities with organization’s need. develop employee for long term attainments of an organization. R.Arun Kumar, AP/Mech, RIT

153. CAREER MANAGEMENT: Importance of career development: Talent identification Identifies the talent to meet the changing staffing requirements. R.Arun Kumar, AP/Mech, RIT

154. CAREER MANAGEMENT: Importance of career development: Enhancement of employee skills Helps to improve the skill ability of deserving employee. R.Arun Kumar, AP/Mech, RIT

155. CAREER MANAGEMENT: Importance of career development: Loyalty Improves the loyalty of an employee towards the organization. R.Arun Kumar, AP/Mech, RIT

156. CAREER MANAGEMENT: Importance of career development: Retains employee If an employee ensures his career growth along with the growth of the organization, he will be retained by the organization. R.Arun Kumar, AP/Mech, RIT

157. CAREER MANAGEMENT: Importance of career development: Elimination of growth hindrance Helps an employee to overcome the hindrance in growth. R.Arun Kumar, AP/Mech, RIT

158. CAREER MANAGEMENT: Importance of career development: Reduces vagueness and frustration Satisfies the actual need of both organization and individual. Thus it reduces frustration. R.Arun Kumar, AP/Mech, RIT

159. CAREER MANAGEMENT: Importance of career development: Healthy workforce environment Improves cultural diversity and workforce environment. R.Arun Kumar, AP/Mech, RIT

160. CAREER MANAGEMENT: Importance of career development: 8. Organization growth Organization grows along with individuals. R.Arun Kumar, AP/Mech, RIT

161. CAREER STAGES: Exploration stage: 15 – 25 years. A person will be exploring various field of opportunities and identifies his / her area of interest. Relies more on family and close circles. R.Arun Kumar, AP/Mech, RIT

162. CAREER STAGES: Establishment stage: 25 – 35 years. After identifying the field of interest, person will begin his / her career. Focuses more on how to fit to the working environment. R.Arun Kumar, AP/Mech, RIT

163. CAREER STAGES: Advancement stage: 35 – 45 years. Focuses on career growth in organization. In this stage successful persons will have satisfaction. the feel of job R.Arun Kumar, AP/Mech, RIT

164. CAREER STAGES: Late career stage: 45 – 65 years. Person will almost attain the saturation level of his career. Level of competence will start to decline. Engaged in bringing up young talents. R.Arun Kumar, AP/Mech, RIT

165. CAREER STAGES: Disengaging stage: Above 65 years. Retires from his career. Few may continue their organization. profession as an advisor to the R.Arun Kumar, AP/Mech, RIT