PRESENTED BY POUSALI MUKHERJEE

PRETAM LAHASOURAV TIBREWALPANKAJ AGARWAL

NAYAN SAHA

CASELETMANAGEMENT

INSTITUTE

INTRODUCTION

Management Process

Planning Organizin

gControllin

gStaffing Directing

PlanningPlanning involves selecting missions and objectives as

well as the actions to achieve them, which require decision making.

OrganisingEstablishing an intentional structure of roles forpeople to fill an organization.

StaffingIt involves filling and keeping filled, the positions inthe organization structure.

MANAGEMENT PROCESS

MANAGEMENT PROCESS

LeadingInfluencing people so that they will contribute

to organizational and group goals.

ControllingMeasuring and correcting individual and

organizational performance to ensure that events conform to plans

MANAGEMENT INSTITUTE

Well known Management Institute, operated under Dr. S & also founder dean

Dr. S is a doctor in management philosophy from Harvard Business School,USA

Very fast turnover of 20 odd full time facultyHe took decisions in all academic matters

regarding fixing syllabi, deciding on teaching modes etc without concerning other faculties

Dr. S’s behavior was bad, indecent language & there was no internal morale.

Board Of Governing(BOG) members did not take any initiative to improve internal situation.

Maslow's Hierarchy of needs

Maslow's Hierarchy of needs

Physiological needs- In this case the faculties and CEO’s feel the need to meet up the basic needs ( food, shelter, comfort). So that’s why they are leaving for better jobs.

Safety needs- In this case faculties and CEO’s feel insecurity as per job their jobs are concerned naturally their dependents in family also are facing an uncertainty in social life.

Social needs- Constraints imposed on smooth functioning of work in the institute make this faculties and CEO’s to feel a pressure. So befriending attitude is lost among them as well as with the Dean.

Maslow's Hierarchy of needs

Esteem Needs- In this case self esteem among the faculties and CEO’S are reduced to trickle as the institutional head does not show respect to others there by bringing down the confidence level of the staffs.

Self actualization- Morality among the CEO’S has been shattered and as a result creativity has not been encouraged.

Fredrick Herzberg’s “Dual factor theory”

Fredrick Herzberg’s “Dual factor theory”

In this case faculties and the CEO are not permitted to work under congenial atmosphere because the working conditions were always threatening.

In this case the Dean of this Institute Mr. S was not bothered to look after high turn over of leaving jobs by the CEOS . And he was recruiting faculties indiscrieminately.

In this case the working relation is also not good. There was hardly any team work, rapport and individual involvement.

Fredrick Herzberg’s “Dual factor theory”

MOTIVATION FACTORSIn this case he does not give any kind of recognition

to the deserving people rather he tries to promote his flattering followers.

Achievement has been negated . As we have seen in this case dissertation paper submitted by Dr. M was challenged by Mr. S.

Level of responsibility was low among the faculties as Mr. S always use to take all the decisions regarding academic matters.

In this case Mr. S does not have a cordial relationship with the faculties . He should have maintained a good relationship with the faculties.

Levels of consciousness

Conscious What we’re aware of

Preconscious Memories etc. that can

be recalled

Unconscious Wishes, feelings,

impulses that lies beyond awareness

Dr. Sigmund Freud’sPsychoanalytic Theory

Dr. Sigmond Freud’sID-EGO-SUPER EGO

IDOperates according to

the “pleasure principle”

EGOOperates according to the “reality” principle

SUPER EGOContains values and

ideals

Dr. Sigmond Freud’sID-EGO-SUPER EGO

In this case Mr. S is guided by his own whims. He works according to his pleasure and principle.

In this case when CEO’s and faculties were leaving the institute , he was appointing new faculties.

He knows how to preach ideals and values but he himseld does not practice it.

STEPS OF ORGANISING

To fix the objectives.To delegate authorities to the employees.To define the responsibilities of the

employees.To define authority relationship between the

superiors and subordinates.To identify the works which are required to

achieve the objectives.

STEPS OF CONTROLLING

To establish the standards.

To measure the performance.

To follow up and take actions.

STEPS OF STAFFING

Recruitment.Human Resource .Selection.Training and Development.

STEPS OF DIRECTING

To establish the standard.To fix the standard.To find out the deviation.To correct the deviation.

THANK YOU

http://www.unitedworld.edu.in/

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