DECISION MAKING: AN IMPORTANT ROLE FOR MANAGERS

Managers play many roles in the organization that they work in depending on the situation. They may have to appear at community functions as representative of their organization, find and provide relevant information to appropriate members of their group, communicate with individuals outside their organization, cope with conflicts and resolve problems, determines how to allocate resources, negotiate for resources, and the lists goes on and on.

In all the roles that they play, it is almost certain that managers have to make decisions to choose the most suitable alternatives for their organization. The decision they make can have a critical impact on the organization. Making the wrong decision could have negative effects on the organization such as loss of profit, reputation and precious time.

There are several conditions in decision making which is decisions under risk condition, uncertainty, ambiguous and certainty. The following article from citeman.com discusses at length the conditions of decision making. Happy reading!!!

Decisions

by Sree Rama Rao on November 9, 2011

Decisions taken are with certainty, risk, uncertainty and ambiguity.

One primary difference between programmed and non-programmed decisions relates to the degree of certainty or uncertainty that managers deal with in making the decision. In a perfect world, managers would have all the information necessary for making decisions. In reality, however some decisions will fail to solve the problem or attain the desired outcome. Managers try to obtain information about decision alternatives that will reduce decision uncertainty. Every decision situation can be organized on a scale according to the availability of information and the possibility of failure. The four positions are certainty risk, uncertainty and ambiguity. Whereas programmed decisions can be made in situations involving certainty many situations that managers deal with every day involve at least some degree of uncertainty and require non-programmed decision making.

Certainty means that all the information the decision maker needs is fully available. Managers have information on operating conditions, resource costs or constraints, and each course of action and possible outcome. For example, if a company considers a Rs 1,000,000 investment in new equipment that it knows for certain will yield Rs 4,000 in cost savings per year over the next five years, managers can calculate a before tax rate of return of about 40 per cent. However, few decisions are certain in the real world. Most contain risk or uncertainty.

Risk means that a decision has clear cut goals and that good information is available but the future outcomes associated with each alternative are subject to chance. However, enough information is available to allow the probability of a successful outcome for each alternative to be estimated. Statistical analysis might be used to calculate the probabilities of success or failure. The measure of risk captures the possibility that future events will tender the alternative unsuccessful. For example, to make restaurant location decisions, a restaurant chain can analyse potential customer demographics, traffic patterns, supply logistics, and the local competition and come up with reasonably good forecasts of how successful a restaurant will be in each possible location. General Electric Aircraft Engines (GEAE) took a risk on the development of regional jet engines, the engines that power smaller planes with seating for up to 100 and ranges of up to 1,500 miles. Based on trends in the environment GEAE’s managers predicted that use of regional jets would grow, so they invested more than $1 billion in new engine technology at a time when no one else was paying attention to the regional jet market. The decision paid off as full service carriers have declined and smaller regional and low fare airlines have grown. GEAC finds itself in an enviable position, with a virtual lock on one of the few growing market segments in commercial aviation.

Uncertainty means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. Managers do not have enough information to be clear about alternatives or to estimate their risk. Factors that may affect a decision, such as price, production costs, volume or future interest rates are difficult to analyse and predict. Managers may have to make assumptions from which to forge the decision even though it will be wrong if the assumptions are incorrect. Managers may have to come up with creative approaches to alternatives and use personal judgement to determine which alternative is best.

Many decisions made under uncertainty do not produce the desired results, but managers face uncertainty every day. They find creative ways to cope with uncertainty in order to make more effective decisions.

Ambiguity is by far the most difficult decision situation. Ambiguity means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable. Ambiguity is what students would feel if an instructor created student groups, told each group to complete a project but gave the groups no topic, direction, or guidelines whatsoever. Ambiguity has been called a wicked decision problem. Managers have a difficult time coming to grips with the issues. Wicked problems are associated with manager conflicts over goals and decision alternatives rapidly, changing circumstances, fuzzy information and unclear linkages among decision elements. Sometimes managers will come up with a solution only to realize that they hadn’t clearly defined the real problem to begin with. Information was fuzzy and fast changing and managers were in conflict over how to handle the problem. Neither side has dealt with this decision situation very effectively, and the reputations of both companies have suffered as a result. Fortunately, most decisions are not characterized by ambiguity. But when they are, managers must conjure up goals and develop reasonable scenarios for decision alternatives in the absence of information.

more at http://www.citeman.com/17219-decisions.html#ixzz2FSzKJ5u0

WHY STUDY MANAGEMENT?

Many students wonder why they need to study management especially if they are not business students.  There are many reasons why students, irrespective of their field of study, need to understand the concepts of management. One of them is of course if you inspire to be a manager in your future career. But that’s not all. Even if you are a chef, a tour operator, a doctor, an engineer or an artist, or even an entrepreneur, you career will involve working in organizations. Organizations are very complex systems. Why they exist, how they exist, what are the activities surrounding them, how the people interact with each other and why every organization is different are interesting concepts of study. Therefore, understanding the concepts of management will be an added advantage and you will be more prepared to enter the organization after you graduate.
 

In studying management, you will be exposed to many models and theories concerning people’s behavior, leadership, and communication. Having skills and knowledge on these models and theories will help you to deal with people in a professional manner. Furthermore, it will give you more confidence to direct teams successfully.

Finally, management is needed in all types and sizes in organization and having an understanding in the concepts of management will greatly assist you in your future career.

                                                                                                                                                                             

WHY DO WE NEED A LEADER?

Moral of the Story: Every organization needs a leader. Without a leader, the employees have no one to provide them instruction, guidance and support. The organization will be disorganized and dysfunctional. The success of an organization depends on how the leader leads the group. Example of successful organizations includes APPLE, MICROSOFT, SAMSUNG to name a few.

OH MY ENGLISH!!!!

A language is a means of communication by the use of sounds or symbols. It is a way of expressing ideas and concepts as well as moods, feelings and attitudes. My topic today is on the importance of being proficient in the English language to students such as you.

English is a universal language. It is used by millions of people around the world. In Malaysia, the English language is most commonly used as a channel of communication by people in the corporate office, businesses as well as in higher learning institutions. In our own learning institution, you must have realized by now that the medium of communication used in class is English. I understand that some of you have difficulties with the language but I believe if you know the importance of being proficient and if you set your mind and effort to improve your English, you can overcome this obstacle.

According to www.themalaysiatimes.com.my, the main reason for English being important is that most employers prefer their employees to speak and write in English fluently. If you plan to work in a multi-national organization in Malaysia, you would also need to be proficient in English, as you may be required to deal on the international level. No matter what career you choose, be it in Culinary Arts or Business, you need to be fluent because you deal with people on a daily basis. Imagine if you are working as a Manager in one of the prestigious hotels in Malaysia such as Shangri-la where some of its clients are foreigners on a business trip or visit, how would you communicate effectively with them if you are not fluent? Therefore, having a solid English language capability and skills is indeed an added advantage to your career. I have seen many people climb up the corporate ladder because of their skills in the language.

Even as a student, being proficient in English is also an advantage as most of the textbooks, reference books and articles are written in English. How will you be able to follow lectures and do your assignments well if you are not proficient? Now do you see the importance? If you feel you are not fluent in English or have difficulties in the language, here are some tips I can offer you, but word of caution - only YOU can make this change. No amount of tips or advice is going to make a difference if you do not want to take the initiative to improve yourself.

 

TIPS TO IMPROVE YOUR PROFICIENCY IN ENGLISH

1.  Have a dictionary with you at all times and refer to them when you do not understand any word. DO NOT rely on your lecturers to translate the words to you all the time. The dictionary from now on is your best friend!!!

2. Invest on good reference books on English grammars so that you can refer to them if you have any problems with grammar.

3. Join or create an English Speaking Group. It could be made up of four (4) to Five (5) members in a group or it could be all your classmates in the group. You could dedicate one (1) day of the week as English speaking day and only speak English on that day.

4. Read more English books or magazines and listen to more English songs. Also watch more English programs or tv-shows.

5. Keep an English journal. Write about your everyday life in English and try to correct any grammar mistakes along the way.

6. Most important of all - PRACTICE, PRACTICE, PRACTICE

 

❝One language sets you in a corridor for life. Two languages open every door along the way.❞
‒Frank Smith

 

 

 

 

SIX ETIQUETTES OF LEARNING

Found this interesting image on the etiquettes of learning. Some of you may be wondering what is the meaning of etiquette? According to the Merriam-Webster dictionary, etiquette means conduct to be observed in social or official life. In simpler words, etiquettes is behavior that is acceptable by the society. In Bahasa Malaysia, etiquette means etika. Common types of etiquette includes working ettiquette, telephone etiquette, social etiquette and eating etiquette. The image below is another type of ettiquette solely for those who are seeking knowledge.

Source: Islamic Reflection Facebook Page

Based on what Ibnu Al-Qayyim state, in learning a new knowledge, you must ask questions in a manner does not offend the person(s) giving knowledge and to listen attentively during lessons. However, knowledge gained will be lost if you don't practice it, therefore step five and sixth suggests that you teach the new found knowledge to your friends and practice them so that you can keep the knowledge forever.

Key words:
Learning - belajar
Knowledge - pengetahuan
Etiquette - etika
Offend - menyinggung perasaan
Attentively - penuh perhatian

CONTROLLING - MAKING CONTROLLING A SUCCESS

I have noticed that majority of students could not answer Question 1 in Part C of Test 2. The question asked for three (3) ways for controlling to be successfully implemented. Some students gave answers such as the types of controlling, barriers to controlling, etc.

The correct answer for the above question are as follows:

In order for controlling to be successfully implemented in organizations:

1. Controlling must be integrated with planning. The more precise the linkage, the more effective control
2. Controlling must be flexible to be able to accomodate changes
3. Information needed for controlling must be accurate otherwise organization may make wrong decision.
4. The control system must provide information as often as necessary. Information must be collected and evaluated quickly to enable managers to solve problems on time.
5. Standards must be objective, that is it must be understandble and measurable. A difficult control system will cause mistake and frustration among both managers and employees.

FUNNY QUOTES

ETHICAL PRACTICE AND SOCIAL RESPONSIBILITY

Last week we learned about the trials of management in the 21st century. One of the significant challenges in management today is ethical practice and social responsiveness. Managers must ensure that when making decisions for the organization, they make ethical decisions and also be concerned with the effects of that decision to the community and society as a whole. Below is an interesting article from Citeman Community discussing how to incorporate ethics in organization. I believe that this article will provide you with further information on ethics.

Institutionalizing Ethics

by V S Rama Rao on June 8, 2012

Business ethics are increasingly addressed in seminars and at conferences. Managers, especially top managers do have a responsibility to create an organizational environment that fosters ethical decision making by institutionalizing ethics. This means applying and integrating ethical concepts with daily actions. This can be accomplished in three ways:

• by establishing an appropriate company policy or a code of ethics,
• by using a formally appointed ethics committee, and
• by teaching ethics in management development programmes;

The most common way to institutionalize ethics is to establish a code of ethics, much less common is the use of ethics board committees. Management development programmes dealing with ethical issues are very seldom used, although companies such as Allied Chemical, International Business machines, and General Electric have instituted such programmes.

The publication of a code of ethics is not enough. Some companies require employees to sign the code and include ethics criteria in the performance appraisal. Moreover, certain firms connect compensation, and rewards to ethical behaviour. Managers should also take any opportunity to encourage ethical behaviour and publicize it. On the other hand, employees should be encouraged to report unethical practices. Most important, managers must be a good example through ethical behaviour and practices.

A code is a statement of policies, principles, or rules that guide behaviour. Certainly, codes of ethics do not apply only to business enterprises; they should guide the behaviour of persons in all organizations and in everyday life.

Simply stating a code of ethics is not enough, and the appointment of an ethics committee, consisting of internal and external directors, is considered essential for institutionalizing ethical behaviour. The functions of such committees may include:

• holding regular meetings to discuss ethical issues.
• dealing with grey areas.
• communicating the code to all members of the organization
• checking for possible violations of the code
• enforcing the code
• rewarding compliance and punishing violations,
• reviewing and updating the code, and
• reporting activities of the committee to the board of directors.

more at http://www.citeman.com/21223-institutionalizing-ethics-2.html#ixzz1ylbsiXBU

MANAGEMENT THEORIES

 

The study of management has evolved through several phases as management practitioners and scholars working in different periods focused on what they feel are important aspects of good management practice.  It is important for managers to understand management theories because we can learn from past mistakes so that they can be avoided in the future and also the past success so that we can repeat it in the future. Futhermore, by understanding management theories, we can strive for continuous improvement for the success of the organization. Below are videos that highlights interesting facts about the evolution of management theories and the people who advocates these theories.

(Source: Courtesy of Aught3 - youtube)

(Source: Courtesy of ryngoksu - youtube)

EFFECTIVE COMMUNICATION





Communication is the process of sending and receiving messages. In an organization context, communication is often used by managers to interact with their subordinates, peers, supervisors, customers, suppliers and the general public. Communication can be done in a variety of ways either orally or written. Non-verbal gestures or body language such as posture, gesture, eye contact, etc. are also considered a form of communication.

Since the invention of technology, specifically, the internet, communication can be done technologically via emails, teleconferencing, broadcasting online. Lately, the most popular form of online communication used worldwide are the social networking sites such as facebook and twitter. 

However, an important point about communication is that communication is considered effective when people understand the message and people respond to the message the way the sender wants them to. If the receiver of the message fail to respond according to the expectations of the sender, this is called miscommunication.

The picture below is a classic example of miscommunication. As you can see, what the customer wants and the end result is totally different.

(Source: Communication images)





Mistakes due to miscommunication can have a tremendous effect on the organization. It could tarnish the image of the organization, and the organization may have to spend thousands of dollars on public relations activities to restore their image.

BERILMU ATAU TIDAK?

Ilmu lebih berharga dari emas dan wang ringgit. Betul tak? Betul lah. Emas dan wang ringgit boleh hilang begitu sahaja, tapi ilmu di dada akan tersemat sampai mati. Tapi ilmu yang macam mana yang harus dicari? Ilmu yang boleh memberi manfaat bukan saja untuk dunia tetapi juga untuk akhirat. Ilmu untuk kita hidup di dunia, ilmu untuk kita bawa ke akhirat. Ilmu untuk kita memilih yang baik dan yang kurang baik.

Orang yang berilmu adalah orang yang bijak menentukan jalan hidupnya sendiri.....adakah anda orang yang berilmu?

POSITIVE VS NEGATIVE MANAGERS

(Source: Positive Thoughts Images)

According to Mary Parker Follet, management is the "art of getting things done through people". A manager's role is to supervise, direct and motivate the people (his/her team) that perform the job. To ensure productivity, managers must motivate his/her team. Motivating people to do the job is one of the most difficult tasks for managers. As people have unique characteristics, the manager must find the motivator factor for each member of his/her team. Easier said than done!

Before a manager can motivate his/her team, he/she must first and foremost maintain a positive attitude. Susan M. Heathfield in her article in About.com, "What Makes a Bad Boss Bad" lists a number of traits of a negative manager which includes failure to communicate, use disciplinary measures inappropriately, may not have concrete goals and expectations, take credit for successes, fail to provide rewards or recognition, does not accept constructive criticism or feedback and continually searches for fault in employees, among others. In my opinion, a negative manager is also an unmotivated manager. If so, how can they then motivate their team?

Bill Gates, founder of Microsoft, indicated that a good manager is a manager that creates a productive environment for his/her team, sets achievable and relevant goals, likes people and is a good communicator, build morale by telling their employees that they matter, and also a “hands on” manager that is a manager who takes up a task/project that is less desirable. Good managers often have a positive attitude and they normally are self-motivated.

In summary, managers with a positive attitude will be able to lead their team efficiently and effectively to achieve goals.  What type of manager do you want to be?

FUNCTIONS OF MANAGERS

According to Goodman, Fandt, Michlitsch and Lewis in their book Management: Challenges for Tomorrow's Leaders, management  is defined as the process of monitoring and coordinating resources effectively, efficiently and in an effort to achieve the goals of the organization. Resources include people, money, raw materials, technology and processes. Managers are responsible to coordinate these resources and establish goals for the organization.  What do managers do? Essentially, managers perform these basic functions:planning, organizing, leading and controlling (POLC). The following is a good article which I have taken from Citeman.Communities newsletter briefly explaining the basic functions of management

Functions of Managers

by V S Rama Rao on May 7, 2012

The functions of managers provide a useful structure for organizing management knowledge. There have been no ideas, research findings, or techniques that cannot readily be placed in the classifications of planning, organizing, staffing, leading, and controlling.

Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, which is choosing future courses of action from the alternatives. There are various types of plans, ranging from overall purposes and objectives to the most detailed actions to be taken, such as ordering a special stainless steel bolt for an instrument or hiring and training workers for an assembly line. No real plan exists until a decision a commitment of human or material resources or reputation has been made. Before a decision is made, all that exists is a planning study, an analysis or a proposal; there is no real plan. The various aspects of planning further.

People working together in groups to achieve some goal must have roles to play, much like the parts actors fill in a drama, whether these roles are the ones they develop themselves, are accidental or haphazard or are defined and structure by someone who wants to make sure that people contribute in a specific way to group effort. The concept of a role implies that what people do have a definite purpose or objective; they know how their job objective fits into group effort, and they have the necessary authority, tools and information to accomplish the task.

This can be seen in as simple a group effort as setting up camp on a fishing expedition. Everyone could do anything he or she wanted to do, but activity would almost certainly be more effective and certain tasks would be less likely to be left undone if one or two persons were given the job of gathering firewood, others the assignment of getting water, a few others the task of starting a fire, the job of cooking and so on.

Organizing then, is that part of managing that involves establishing an intentional structure of roles for people to fill in an organization. It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned, and it is hoped, assigned to people who can execute them best.

The purpose of an organization structure is to help in creating an environment for human performance.

Designing an effective organization structure is not an easy managerial task. Many problems are encountered in making structures fit situations, including both defining the kinds of jobs that must be done and finding the people to do them.

Staffing involves filling, and keeping filled, the positions in the organizational structure. This is done by identifying work force requirements, inventorying the people available, and recruiting, selecting, placing, promoting appraising , planning the careers of, compensating and training or otherwise developing both candidates and current jobholders so that tasks are accomplished effectively and efficiently.

Leading is influencing people so that they will contribute to the organization and group goals it has to do predominantly with the interpersonal aspect of managing. All managers would agree that their most important problems arise from people – their desires and attitudes to their behaviour as individuals and in groups and those effective managers also need to be effective leaders. Since leadership implies followership and people tend to follow those who offer a means of satisfying their own needs, wishes and desires, it is understandable that leading involves motivation, leadership styles and approaches and communication.

Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans. It involves measuring performance against goals and plans, showing where deviations from standards exist and helping to correct deviations from standards. In short, controlling facilitates the accomplishment of plans. Although planning must precede controlling, plans are not self- achieving. Plans guide managers in the use of resources to accomplish specific goals, then activities are checked to determine whether they conform to the plans.

Control activities generally relate to the measurement of achievement. Some means of controlling like the budget for expenses, inspection records, and the record of labour hours lost are generally familiar. Each measures, and each shows whether plans are working out. If deviations persist correction is indicated. But what is corrected? Nothing can be done about reducing scrap, for example, or buying according to specifications or handling sales returns unless one knows who is responsible for these functions Compelling events to conform to plans means locating the persons who are responsible for results that differ from planned action and them taking the necessary steps to improve performance. Thus, outcomes are controlled by controlling what people do.

source: http://www.citeman.com/20968-functions-of-managers.html#ixzz1uRCato93

RELATIONSHIP BETWEEN THE PROCESS OF CONTROLLING AND PLANNING IN AN ORGANIZATION

 What is the the relationship between the process of controlling and planning in an organization?

To answer thia question, you must first understand what is planning and what is controlling. I have informed before that the functions of management are interrelated, starting with planning, organizing, leading and finally controlling. In planning, necessary activities are outlined to achieve goals. What results from planning is the mission, vision, goals and objectives of the organization as well as the policies, procedures, rules and programs to support the achievements of goals. Standards are also set in planning. Where planning is the process of outlining activities, controlling is the process of monitoring these activities to ensure that they are being accomplished as planned. Any deviation from what has been planned in the planning process requires corrective action to ensure that they are back on the right track. In short, planning set activities and controlling monitor the activities so that the planned activities are on the right track.

FORMAL VS INFORMAL ORGANIZATION

An organization is a social unit in which two or more people interact to achieve a common goal. A formal organization is the literal structure of the organization including its organization chart, hierarchical reporting relationships and work processes. The informal organization is the informal working relationships that develop in organizations. There are no formal hierarchy or line of authority as in formal organization. This informal working relationship contributes to the working culture of an organization.

MANAGERIAL ROLES AND MANAGERIAL SKILLS

When marking test papers, I have often noticed that students tend to confuse the terms managerial roles and managerial skills. In this tutorial session, I would like to stress on the difference between these two terms.

MANAGERIAL ROLES
 
Managers are the people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved.  Managerial roles talks about the roles managers play in the organization. Henry Mintzberg identified three major roles of a manager as follows:

In interpersonal roles, the manager is responsible for managing relationships within and outside the organization. The manager must play a role as a figurehead, a leader and a liaison. In informational roles, the manager is responsible for gathering and distributing information to the stakeholders of the organization. Types of informational roles are monitor, disseminator, and spokesperson. Finally, in decisional roles, the manager is reponsible for processing information and reaching conclusions. Types of decisional roles are entrepreneur, disturbance handler, resource allocator and negotiator. (Refer to your notes for explanation on the different types of roles.)

MANAGERIAL SKILLS (MANAGEMENT SKILLS)

Being a manager is not an easy task as he/she is not only required to perform a job well, he/she is also required to manage, direct and motivate his/her subordinate to perform their job well. Therefore, being a manager requires a certain set of skills. 

There are three levels of managers namely first-line managers, middle level managers and top level managers. First line managers supervise the individuals who are directly responsible for producing the organization’s product or delivering its service. They carry the title production supervisor, section chief. Middle level managers supervises first-line managers or staff department. They carry titles such as marketing manager or department head. Top level managers provide the strategic direction for the organization.  They carry titles such as CEO, CFO, CIO or executive vice president.


The figure below indicates the skills managers must have and the degree of importance for each level of managers.

Conceptual skills is the ability to analyze complex information. It enables managers to process information about the internal/external environment of the organization and determine its implications. Top level managers need to have strong conceptual skills if they are to effectively accomplish goals.


Human skills is the ability to work effectively with people.  It involves motivating and disciplining employees, monitoring performance, providing feedback, improving communication and instructing employees. Human skills are most important for middle managers as these managers must coordinate efforts of the members in his group as well as other work groups within the organization.

Technical skills is the knowledge and the ability to use tools, techniques and procedures that are specific to their particular field.  Technical skills tend to be most important for first line managers as they must have the knowledge and the "know-how" to ensure that the products and services of their organization are delivered to customer. 


Hopefully I have cleared up the confusion between these two terms. Remember, managerial roles are the roles that managers play in the organization while managerial skills are the set of skills required by managers to be effective managers.

COMPARISON BETWEEN VERBAL AND NON-VERBAL COMMUNICATION

Verbal communication is the sharing of ideas, opinions, feelings and expressions through word. It is a form of transmitting message by means of spoken words (oral expression), writing letters or memos.


Facial Expressions is a form of non verbal communication

Non verbal communication is the exchange of information, ideas, opinions and feelings by means of gestures, facial expressions, body language, etc..

THEORY X AND THEORY Y - THEORIES OF MOTIVATION

Theory X and Theory Y are theories of motivation formulated by Douglas Mc Gregor.  McGregor propose two contrasting sets of assumptions with which managers may view their subordinates. The factors include employee attitude toward work, management view of direction, employee view of direction and management style.

Comparison of Theory X and Theory Y
Theory X managers perceive that employees i) dislike work and will avoid it if at all possible ii) must be directed, coerced, controlled or threatened to get them to put in effort iii) avoid responsibility, and iv) requires authoritarian style of management. Theory X managers are often seen as authoritarian, preferring to tell subordinates what to do and how to do it.

Theory Y managers perceive that employees i) enjoy work and will actively seek it ii) self-motivated and self-directed iv) seek responsibility and wish to use their creativity, imagination and ingenuity in performing their jobs v) requires participatory style of management.  Theory Y managers are often uses participatory style of managing, preferring to consult with subordinates, asking their opinions and encourage them to take part in decision making.

Managers need to shift their employee attitude and attention from Theory X behavior to Theory Y behavior in order to achieve the desired organizational goals.

Managers can also motivate their employees with Theory X behavior by telling them in detail about what and how to do the work and always monitoring them. For Theory Y behavior, the manager can motivate them by giving rewards or promotions to enhance their work performance. Delegation and empowerment can boost their motivation level to work more efficiently.

WELCOME TO MANAGEMENT ZONE 101!!

I created this blog with the intention of creating an avenue to share information on courses that I teach that is Fundamentals of Management, Introduction to Human Resource Management and Business Communication. My source of information are from books, articles, journals, newspapers, other people's blogs, etc. I hope that you will find this blog useful as a reference to supplement the textbooks or lecture slides.