Amrita Kumari

Thursday, 6 December 2012

Organisational conflict

Organisational conflict

Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals — between competing needs and demands — to which individuals respond in different ways.

People don't stop being people at work. Conflict unfortunately is inevitable. But organizational conflict theory says there are several varieties of conflicts within an organization--inter-personal being only one type. Departments have conflicts with one another, senior managements have power struggles and organizations even have conflict with other organizations. But there isn't consensus on what it all means. Some theorists say conflict must be resolved, others say that it drives success.
Conflict within groups
Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive.
Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes.

In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving.

Regards,
amrita Kumari ( BBA, MBA)
Junior HR Executive
www.AeroSoftCorp.com
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence    :
Gtalk                          :   amrita.aerosoft@gmail.com
Y! Messenger                   :   amrita.aerosoft@yahoo.com
Rediff Bol                     :   amrita.aerosoft@rediffmail.com
MSN                            :   amrita.aerosoft@hotmail.com

Managment By Objective

Management By Objective (MBO)

The concept of MBO is closely connected with the concept of planning. The process of planning implies the existence of objectives and is used as a tool/technique for achieving the objectives. Modern managements are rightly described as 'Management by Objectives' (MBO). This MBO concept was popularized by Peter Drucker. It suggests that objectives should not be imposed on subordinates but should be decided collectively by a concerned with the management. This gives popular support to them and the achievement of such objectives becomes easy and quick.

Management by objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization in order to achieve them. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book The Practice of Management.The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.

The principle behind Management by Objectives (MBO) is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization's goal. MBO also places importance on fulfilling the personal goals of each employee.
Some of the important features and advantages of MBO are:

Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.
Better communication and coordination – Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the organization and also to solve many problems.
Clarity of goals-Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

Need for Management by Objectives (MBO):

The Management by Objectives process helps the employees to understand their duties at the workplace.
Management by Objectives process leads to satisfied employees. It avoids job mismatch and unnecessary confusions later on.
Employees in their own way contribute to the achievement of the goals and objectives of the organization. Every employee has his own role at the workplace. Each one feels indispensable for the organization and eventually develops a feeling of loyalty towards the organization. They tend to stick to the organization for a longer span of time and contribute effectively. They enjoy at the workplace and do not treat work as a burden.
Management by Objectives ensures effective communication amongst the employees. It leads to a positive ambience at the workplace.
Management by Objectives leads to well defined hierarchies at the workplace. It ensures transparency at all levels. A supervisor of any organization would never directly interact with the Managing Director in case of queries. He would first meet his reporting boss who would then pass on the message to his senior and so on. Every one is clear about his position in the organization.
The MBO Process leads to highly motivated and committed employees.
The MBO Process sets a benchmark for every employee. The superiors set targets for each of the team members. Each employee is given a list of specific tasks.

Limitations of Management by objectives Process:

It sometimes ignores the prevailing culture and working conditions of the organization.
More emphasis is being laid on targets and objectives. It just expects the employees to achieve their targets and meet the objectives of the organization without bothering much about the existing circumstances at the workplace. Employees are just expected to perform and meet the deadlines. The MBO Process sometimes do treat individuals as mere machines.
The MBO process increases comparisons between individuals at the workplace. Employees tend to depend on nasty politics and other unproductive tasks to outshine their fellow workers. Employees do only what their superiors ask them to do. Their work lacks innovation, creativity and sometimes also becomes monotonous.

Business Ethics

Business Ethics

Business ethics (also corporate ethics) is a form of applied ethics or professional ethics that examines ethical principles and moral or ethical problems that arise in a business environment. It applies to all aspects of business conduct and is relevant to the conduct of individuals and entire organizations.
Academics attempting to understand business behavior employ descriptive methods. The range and quantity of business ethical issues reflects the interaction of profit-maximizing behavior with non-economic concerns. Interest in business ethics accelerated dramatically during the 1980s and 1990s, both within major corporations and within academia.
For example, today most major corporations promote their commitment to non-economic values under headings such as ethics codes and social responsibility charters. Adam Smith said, "People of the same trade seldom meet together, even for merriment and diversion, but the conversation ends in a conspiracy against the public, or in some contrivance to raise prices.
Governments use laws and regulations to point business behavior in what they perceive to be beneficial directions. Ethics implicitly regulates areas and details of behavior that lie beyond governmental control. The emergence of large corporations with limited relationships and sensitivity to the communities in which they operate accelerated the development of formal ethics regimes.

An important distinction to remember is that behaving ethically is not quite the same thing as behaving lawfully:

Ethics are about what is right and what is wrong
Law is about what is lawful and what is unlawful

An ethical decision is one that is both legal and meets the shared ethical standards of the community
Businesses face ethical issues and decisions almost every day – in some industries the issues are very significant. For example:

Should businesses profit from problem gambling?
Should supermarkets sell lager cheaper than bottled water?
Is ethical shopping a luxury we can’t afford?

When business people speak about “business ethics” they usually mean one of three things:
(1) avoid breaking the criminal law in one’s work-related activity;
(2) avoid action that may result in civil law suits against the company; and
(3) avoid actions that are bad for the company image.

Businesses are especially concerned with these three things since they involve loss of money and company reputation. In theory, a business could address these three concerns by assigning corporate attorneys and public relations experts to escort employees on their daily activities.

Business ethics has both normative and descriptive dimensions. As a corporate practice and a career specialization, the field is primarily normative.

Total Quality Managment

Total Quality Managment

Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
TQM is based on the premise that the quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer expectations.Total quality management transcends the product quality approach, involves everyone in the organization, and encompasses its every function: administration, communications, distribution, manufacturing, marketing, planning, training, etc.

Total Quality Management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM takes into account all quality measures taken at all levels and involving all company a system of management based on the principle that every member of staff must be committed to maintaining high standards of work in every aspect of a company’s operations.

Principles of TQM

TQM can be defined as the management of initiatives and procedures that are aimed at achieving the delivery of quality products and services. A number of key principles can be identified in defining TQM, including:

Executive Management – Top management should act as the main driver for TQM and create an environment that ensures its success.
Training – Employees should receive regular training on the methods and concepts of quality.
Customer Focus – Improvements in quality should improve customer satisfaction.
Decision Making – Quality decisions should be made based on measurements.
Methodology and Tools – Use of appropriate methodology and tools ensures that non-conformances are identified, measured and responded to consistently.
Continuous Improvement – Companies should continuously work towards improving manufacturing and quality procedures.

Team building

Team building

'The term 'team building' can refer generally to the selection and motivation of teams or, more specifically, to group self-assessment in the theory and practice of organizational development.'Team building is a philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.It refers to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit organizations designed for improving team performance.

When individuals with similar interest, attitude, and taste come together to work for a common objective, a team is formed. Every individual contributes equally and performs his level best to meet the team targets and achieve the organization’s goal. Team members strive hard to live up to the expectations of others and successfully accomplish the assigned task. A team cannot do well unless and until each and every member is focused and serious about his responsibilities. For every team member, his team should come first and everything else later. Personal interests must take a backseat.

'When a team in an organizational development context embarks upon a process of self-assessment in order to gauge its own effectiveness and thereby improve performance, it can be argued that it is engaging in team building, although this may be considered a narrow definition.'

http://www.inter-conferences.com/Team_Building_Events.html

The integration of purpose, performance and relationship in a team to accomplish goals, so that, the genius of each individual emerges and is used for the higher advancement of everyone.
1. Philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.
2. Ability to identify and motivate individual employees to form a team that stays together, works together, and achieves together.

Every employee is dependent on his fellow employees to work together and contribute efficiently to the organization. No employee can work alone; he has to take the help of his colleagues to accomplish the tasks efficiently. It has been observed that the outcome comes out to be far better when employees work in a team rather than individually as every individual can contribute in his best possible way. In organizations, individuals having a similar interest and specializations come together on a common platform and form a team.
As a small business owner, a cohesive team of employees might be imperative to your success. According to Inc. Magazine, many small businesses find high-performing teams critical because "people must work closely together, wear many hats and work effectively across the organization to get tasks accomplished quickly enough to remain competitive." Because teamwork is so critical to a business' success, team-building activities are vital.

Crisis management

.

Crisis management

Crisis management is the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public. The study of crisis management originated with the large scale industrial and environmental disasters in the 1980s.

Three elements are common to most definitions of crisis:
(a) a threat to the organization,
(b) the element of surprise, and
(c) a short decision time.

"Crisis is a process of transformation where the old system can no longer be maintained." Therefore the fourth defining quality is the need for change. If change is not needed, the event could more accurately be described as a failure or incident.

Crisis management consists of:

Methods used to respond to both the reality and perception of crises.
Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms.
Communication that occurs within the response phase of emergency management scenarios.

Types of crisis
During the crisis management process, it is important to identify types of crises in that different crises necessitate the use of different crisis management strategies. Potential crises are enormous, but crises can be clustered.
These are the seven types of crises

Natural disaster
Technological crises
Confrontation
Malevolence
Organizational Misdeeds
Workplace Violence
Rumours
Terrorist attacks/man-made disasters

Crisis management is the art of making decisions to head off or mitigate the effects of such an event, often while the event itself is unfolding. This often means making decisions about your institution’s future while you are under stress and while you lack key pieces of information.

Wednesday, 5 December 2012

Campus drive proposal

Campus drive proposal

Dear sir/madam

Greetings from AeroSoft Corp. . Our Hr team is looking at Campus Recruitment that will help us hire fresh talent from Various Engineering and Non Engineering colleges. Our organization is fairly new in India, so we intend to use Campus Recruitment's for 2 purposes.

1. would be talent acquisition and
2. branding.

AEROSOFT is Hiring for
HR manager,Jr. HR Executive,Marketing executive,Front Desk Officer,Software engineer,Technical Support Executive
Apply Now.

Company Profile
www.AeroSoftCorp.com
As per more then 350 search Engines is Best Aviation SEO and KPO Team in Asia.
www.AeroSoft.in

JOB DESCRIPTION

Screening of Applications of the candidates
short listing applications putting up for Directors approval
Conducting preliminary interviews and preparing post

Salary: Negotiable
Industry: IT Software, Software Services
Functional Area: HR, Recruitment
Education: (UG - B.Com, B.B.A,B.Tech,B.Sc ) AND (PG - Any PG Course, Post Graduation Not Required)

Desired Candidate Profile
1. Sharp mind
2.Good communication skill
3.Ability to capture the services from other website
4. Ability to work in speed .
5.Problem solving and Positivity in work
6.Communicate Quality standards and maintain customer satisfaction Index.
7 Should come up with new troubleshooting techniques

MSN : amrita.aerosoft@hotmail.com.