Notes for BSc CSIT

 Group  A group is defined as a collection of two or more two people working together to achieve common objectives. Such groups are set of interacting and interdependent people having a common belief on at least one particular objective. There can be several purposes for formulating the groups and hence there can be different types of groups in the organization. For our purpose here, groups are taken as workgroups. Such groups are the basic building blocks of every organization as the productivity of the organization can be scaled high with effective mobilization of workgroups. Workgroups form and follow roles, rules, and norms to control members' behavior. Groups contribute to organizational effectiveness when group goals are aligned with organizational goals. Stephen Robbins - " A group is defined as two or more individuals Interacting and inter-dependent  David  H. Smith - "A group is two or more freely interacting individuals who share a common Identity who have come

 QUALITIES OF GOOD LEADERSHIP A person requires personal, psychological, mental, emotional, conceptual, technical, behavioral, and managerial qualities to be an effective leader. A leader should have a clear vision, a desire of learning new knowledge, and the capacity of understanding human behavior. A leader must be social, cooperative, and initiative. To be a successful leader, the following important qualities are required:  a. Physical fitness: Leaders should be physically fit and in a good fit of health. They should have full of energy, vigor, vitality, and enthusiasm. They should be willing to work hard to attain the organizational goal. Physical fit leaders are well trusted by followers. b. A clear sense of purpose: Every leader must have the ability to define and share the vision, mission, and objectives with their followers. A leader must be clear about the vision, mission, and purpose of an idea, priority, and process. If the leader is not clear, followers cannot be convince

 FEATURES OF LEADERSHIP Leadership has the following common features: 1. Leaders and Followers: Leadership is the essence of the relationship between leaders and followers. Managers or supervisors who influence the subordinates are leaders whereas those who follow or obey the order, command, or direction of leaders are followers. There must be followers for an individual to be a leader. No one can be a leader without having followers. 2  Ability to influence: Leadership is the ability to influence the behavior and efforts of followers. Leaders by position cannot be effective if they cannot influence their subordinates. Here, influencing people means making them ready to obey the order, instructions, and directions without delay. Leaders influence the employee's behavior through power relations, motivation, role modeling, etc.  3. Common objectives: Leaders and followers should have common objectives and goals i.e. the organizational goal. They must be guided by the organizational

 Leadership  Leadership is the art of influencing subordinates to direct their will, abilities, and efforts for the achievement of predetermined organizational objectives.  Stephen Robbins: " Leadership is the ability to influence a group towards achievement of goals."  James Stoner: "Leadership is the process of directing and Influencing the task-related activities of group members " Koontz & Weihrich: "Leadership is defined as an influence, which is the art or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals."   Leadership is the nerve of the organization as we can say that Subordinates are the main concern of organizational leadership. Organizational leadership is an act of setting goals for both individuals and groups of people involved in the organization. Leadership is the essence of the organized vision and dedication of the individual. Leadership, in addition, is the

 Leadership  Leadership is the art of influencing subordinates to direct their will, abilities, and efforts for the achievement of predetermined organizational objectives. Leadership is the essence of the organized vision and dedication of the individual. Leadership, in addition, is the process of meeting the needs of many different types of people who are working together toward achieving the organizational goal. People who direct or command or lead subordinates are called leaders and those who follow the direction or order or the leadership are called followers. In an organization, in general, by hierarchy, managers are leaders of supervisors and supervisors are the leaders of first-line employees. Leader, followers, and situation are the major components of leadership. It's an important function of management.  Stephen Robbins: "Leadership is the ability to influence a group towards achievement of goals. " James Stoner: "Leadership is the process of directing and

Mechanic & Organic Organization.

   CHANGING PERSPECTIVE OF ORGANIZATION The concept about organization has been changing over recent years. Organizational development is being one of the major areas of study from the very beginning of the twentieth century. Traditional views considered organizations as a closed system, operating in a predictable and stable environment but in modern thinking assumes that the organizations are complex entities operating in highly uncertain and unstable environment. The followings are some perspectives of organization: 1. Mechanistic perspective:  This is the traditional view on organizations. Many classical theories of organization represent mechanistic view. Many management experts and economists like F.W Taylor, Henry Fayol, Adam Smith, and Moony contributed to develop mechanistic perspective of organization. Mechanistic perspective is characterized by following features: This perspective assumes organizations as machines. It assumes that organizations operate in a predictable and st

 Concept of Motivation The term motivation is derived from the Latin word movere which means "to move". In simple words, it is the will to work. Hence, motivation may be defined as the set of forces that leads people to behave in a particular way. It is the most difficult factor to manage. The performance of an employee is a function of his abilities and motivation. Motivation is basically a psychological process. It is one of the most complex and important concepts or functions of managers.

(According to syllabus book) NEED HIERARCHY THEORY Need hierarchy theory is developed by well-known psychologist Abraham Maslow in 1943 A.D. This theory is based on human needs. Maslow classified the human needs into a hierarchical form ranging from lower to higher order. In essence, he believed that only unsatisfied needs motivate the people. Further, only after fulfilling a given level of needs is satisfied, higher level of new needs will be emerged. Employees can be motivated for the new needs to fulfill. Assumptions of the Need hierarchy theory People seek growth. Needs move up in the hierarchical form. A satisfied need is not a motivator. A need that is unsatisfied activates seeking behavior.  If a lower level need is satisfied, a higher level emerges.  Adult motives are complex. Such need motives influence the behavior of person.  Higher level needs can be satisfied in many ways than can the lower level needs. No two subsequent levels of needs emerge in the person. Maslow's n

 Critical Evaluation of Maslow's Need Hierarchy Theory As the hierarchy theory is the first formal study in motivation, it has made valuable contribution in the field of motivation. But, there are number of comments made by various researchers. Some of the critical comments are listed below: The needs may or may not follow a definite hierarchical order. So, to say, there may be overlapping in need in hierarchical order. But Maslow's basic assumption is that at a time only one level of needs emerges. The need priority model may not be equally applicable at all times in all the organization and places. Socio-economic, geo-political, culture and family structure, etc. are the factors which may differ the need priority. This is neglected by Maslow.  Behavior of the employees at different times may be guided by multiple factors. Hence, Maslow's proposition that one level of needs is satisfied at one time may also be doubtfully valid.  In few people, the level of motivation may b

Business ethics   Business ethics are moral principles that guide the way a business behaves, wrong Acting in an ethical way involves distinguishing between right and then making the right choice. Business ethics are applied or professional ethics. They may take the form of actions within written and unwritten codes of principles, and values and are determined by an organization's culture. They largely govern the decisions in the organization. However, determining what practices are ethical or not is more difficult since the lines between ethical and unethical can become blurred. The following are some of the notable definitions of business ethics Decenzo & Robbins Ethics commonly refers to a set of rules or principles that defined right and wrong conduct. Ricky W. Griffin Ethics is an individual's personal beliefs about whether a behavior, action o decision is right or wrong. Managerial ethics are the standard of behavior the guides individual managers in their work. Clara

 MODERN ORGANIZATIONAL STRUCTURES Traditional organizational structures are less flexible because of which organizations fail to adapt in changing environments. The less flexible and more permanent nature of the organization structure increases the financial liability of the organization. Thus, organizational structures are modernized with greater flexibility and multiple responsibilities. Following modern organizational structures are common in practice: 1. Work team organization structure A team is a collection of people having complementary skills. The team concept is taken as important means of organizing work activities. It breaks down the departmental barriers and decentralized the decision-making authority to the level of work teams. Teams are formed at operating levels to improve productivity and enhance the performance of employees. Autonomous teams are effective to reduce stress and promote an environment of innovation and creativity. Problem-solving teams, self-managed teams

    Concept of Decentralization Decentralization may be defined as the dispersion (distribution) of functions and powers from a central authority to regional and local authorities. Under it, the decision-making authority is delegated to lower levels. It distributes authority and responsibility to different levels of an organization. It is particularly effective where important knowledge is dispersed throughout the organization and responsiveness to the changing needs of different customer segments is important. Some of the major definitions of decentralization are given below. Koontz and Weihrich" Decentralization is the tendency to disperse decision-making authority in an organized structure. Louis A. Allen"  Decentralization is the systematic and consistent delegation of authority to the level where the work is performed. Dale S. Beach " Decentralization means placing the authority and decision-making power as close as possible to the level at which the work is done. I

  P RINCIPLES OF ORGANIZING Principles are guidelines that are formulated with the findings of a series of tests and practices. Management experts have propounded a number of principle guidelines for designing the organizational structure. Some basic principles of organizing are described below: 1. Principle of unity of objectives:   This principle states that the goals and objectives of the entire organization must be clearly defined and be the same for all the departments and units. This means that the objectives of departments and units should not contradict the goals and objectives of the organization. Objectives of all the departments and units must be directed to achieve organizational goals. This helps utilize the organizational resources to the maximum extent in the direction of attaining organizational goals. 2 Principle of specialization:   This principle states that responsibility to the employee should be assigned on the basis of their interest, qualification, knowledge, sk

  TYPES OF DEPARTMENTATION There is no best way to design the departments in the organization. The choice and need of departmentation differ from organization organization. It should be based on the nature, size, mission, goals, etc. of the organization. Departments can be formed on the basis of functions, products, territory, customers, process, time, etc. Major departmentation methods are discussed as below: 1. Departmentation by function:  The most common and popular basis for departmentation is the functions to be carried out in the organization. Under this method, separate departments are formed by combining the similar works to be performed within a functional unit. For this, first of all jobs are classified into functional areas such as production, sales, marketing, human resource management, research and development, account, finance, etc. Departments under functional departmentation are shown in figure below : Advantages Division of work facilitates specialization and economie