Marketing and Management Solution

Work Group  A work group is a group that interacts primarily to share information and to make decisions to help each member to perform within his area of responsibility. Characteristics of a work group   According to Rensis Likert, the important characteristics of an effective work group are as follows 1. The members are skilled in all leadership and membership roles. 2. The members of the group are attracted to it and are loyal to its members including the leader. 3. The members and leaders have a high degree of confidence and trust in each other. 4. The values and goals of the group are a satisfactory combination and expression of the relevant values and needs of its members. 5. The group is eager to help each member to develop to his full potential. 6. All the interaction, problem solving, decision making activities of the group occur in a supportive atmosphere. 7. Each member accepts willingly and without dislike the goals and expectations that the individual a

1.  Performance based conversations   Managers get busy with day-to-day responsibilities and often neglect the necessary interactions with staff that provide the opportunity to coach and offer performance feedback.  A performance management process forces managers to discuss performance issues.  It is this consistent coaching that affects changed behaviors. 2. Targeted Staff Development   If done well, a good performance management system can be a positive way to identify developmental opportunities and can be an important part of a succession planning process. 3. Encouragement to staff  Performance  Appraisals should be a celebration of all the wonderful things an employee does over the course of a year and should be an encouragement to staff. There should be no surprises if issues are addressed as they arise and not held until the annual review. 4. Rewards staff for a job well done   If pay increases and/or bonuses are tied to the performance appraisal, process staff

Process of MBO The following are the stages involved in the MBO process 1. Setting of organizational objectives The first step in MBO is the definition of organizational objectives and purpose. Usually the objective setting starts at the top level of organization and moves downward to the lowest managerial levels. The setting objective include defining the purpose of organization, long range and short range organizational objectives, divisional or departmental objective an d individual manager‘s objectives. 2. Identification of Key Result Areas  Organizational o0bjectves provide the basis for the identification of Key Result Areas(KRAs). KRAs are derived from thr expectations of various stakeholders and they indicate the priorities for organizational performance such as profitability, market standing, innovation, productivity, social responsibility etc 3. Setting subordinates‘ objectives  The achievement of organizational goals is only possible through individuals. So e

Management By Objectives (MBO)   MBO Can be defined as a process whereby the performance goals and objectives are set by each subordinate in collaboration with his superior at the start of the appraisal period. MBO is both a philosophy and approach of management. It isa process whereby superiors and subordinates jointly identify the common objectives, set the results that should be achieved by the subordinates, assess the contribution of each individuals, and integrate individuals with the organization so as to make he best use of organizational resources. Thus MBO is a system for integrating managerial activities. According to Koontz and O‘ Donnel, ―MBO is a comprehensive managerial system that integrates many key managerial activities in a systematic manner, consciously directed towards the effective and efficient achievement of organizational objectives. Features of MBO   Like other part of management some of important features of MBO are given below, MBO is an approac

Mc Clelland’s Achievement or Need Theory    David C Mc Clelland  was an American psychologist, noted for his work on Need Theory, a Harvard psychologist, has proposed that there are three major relevant motives, most needs in work place situations. According to him, the motives are 1. The Need for Achievement. Like- strives to succeed. Some characteristics of those person who need achievement motivation Has a strong need to set and accomplish challenging goals. Takes calculated risks to accomplish their goals. Likes to receive regular feedback on their progress and achievements. Often likes to work alone. 2. The Need for Affiliation. Like- warm relationship with others. Characteristics of those person who need affiliation motivation Wants to belong to the group. Wants to be liked, and will often go along with whatever the rest of the group wants to do. Favors collaboration over competition. Doesn't like high risk or uncertainty. 3. The Need for Power.

Maslow’s Need Hierarchy Theory   Abraham Harold Maslow, an eminent US psychologist, gave a general theory of motivation known as Need Hierarchy Theory in 1943. According to him, there seems to be a hierarchy into which human needs are arranged. The needs are as follows 1. Physiological Needs –  These needs are related to the survival and maintenance of life. These include hunger, thirst, shelter, sex and other bodily needs. 2. Safety or Security Needs – These consist of physical safety against murder, fire accident, security against unemployment etc. 3. Social or Love Needs –  These needs are also called as affiliation needs. These consist of need for love, affection, belonging or association with family, friends and other social groups. 4. Esteem or Ego Needs – The esteem needs are concerned with self respect, self confidence, feeling of personal worth, feeling of being unique and recognition. Satisfaction of these needs produces feeling of self confidence, prestige, po

Herzberg’s Two Factor Theory  - The motivation – hygiene theory was proposed by Fredrick Herzberg, a well known psychologist, in 1959. According to Herzberg, there are two separate factors that influence motivation. They are (i) Hygiene or maintenance factors and (ii) Motivational factors. Hygiene Factors  - They are also called as dissatisfiers. The presence of these factors will not motivate people in an organization. Otherwise dissatisfaction will arise. Herzberg called these factors as maintenance factors because they are necessary to maintain a reasonable level of satisfaction in the employees. Any increase beyond this level will not provide any satisfaction to the employees; however, any cut below this level will dissatisfy them.  Hygiene or maintenance factors like Company policy Supervision Relationship with boss Work condition Salary Relationship with peers Motivation Factors  - These factors are satisfiers. These are a set of job conditions which oper

Theories of Motivation  There are many internal and external variables that affect the motivation to work. Behavioral scientists started to search new facts and techniques for motivation. These are called as motivation theories. The most important theories are 1. Mc Gregor‘s Theory X and Theory Y 2. Herzberg‘s Two Factor Theory 3. Maslow‘s Need Hierarchy Theory 4. Mc Clelland‘s Achievement Theory Mc Gregor’s Theory X and Theory Y:  The style adopted by a manager in managing his subordinates is basically dependent upon his assumption about human behavior. Theory X is negative, traditional and autocratic style while theory Y is positive, participatory and democratic. Thus these two theories are contrasting set of assumptions about human behavior.   Theory X – This is the traditional theory of human behavior which makes the following assumptions 1. The average human being has an inherent dislike of work and will avoid it if he can. 2. He lacks ambition, dislikes responsibi