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Managerial Processes, Team Behaviour and Productivity
By Pushpa Gandhi

First Published : 2004
ISBN : 8177080717
: 9788177080711
Pages : 266
Binding : Hardbound
Size : 5 x 9
Price : US$ 26
ABOUT THE BOOK

The present book builds up a new concept of managerial processes and examines their role in organizational effectiveness. An attempt has been made to identify various managerial processes like leadership, communication, conflict resolution, feedback and innovative management. The scales for assessing these identified managerial processes have been developed through rigorous scientific processes. The book evaluates the impact of these identified managerial processes on productivity and on several selected dimensions of team behaviour. The selected team behaviour aspects are: openness and confrontation, cooperation and inter-personal trust and support.

Detailed guidelines to management practitioners have been provided for various managerial processes which have emerged as significant determinants of productivity. The guidelines for creating conducive climate for better productivity have also been set forth.


CONTENTS
     
1. Basics of Management
1.1 Qualities of a Modern Manager
1.2 Activities of Management
1.2.1 Planning
1.2.2 Organising
1.2.3 Actuating
1.2.4 Controlling
1.2.5 Decision-making
1.3 Communication
1.4 Managing the Boss
1.5 Motivation
1.6 Attitudes: Passport to Success
1.6.1 Benefits of Positive Attitude
1.6.2 Consequences of Negative Attitude
1.7 Action Steps for Improving Attitudes
 
2. Management and Organization
2.1 Why is Management Needed?
2.2 What is Management?
2.3 Formal Organizations
2.3.1 Organizational Effectiveness
2.3.2 Properties of Organization
2.3.3 Activities of Organization
2.3.4 Various Resources of an Organization
 
3. Management and Organization Theories
3.1 Early Thinking on Management
3.2 Scientific Management Approach
3.3 Classical School of Organization Theory
3.4 Bureaucracy School
3.5 Behavioural School
3.6 Human Relations Approach
3.7 Behavioural Science Approach vs. Human Resource Development Approach
3.8 Modern Management Theory
3.8.1 System Approach
3.8.2 Contingency Approach
3.8.3 Strategic Choice Perspective
3.8.4 Synergy Perspective
3.9 Overview
 
4. Managerial Processes in Organizational System
4.1 Goals and Strategies
4.2 Structure and Systems
4.3 Technology
4.4 Tasks and Jobs
4.5 People
4.6 Organizational Processes
4.7 Managers and Managerial Processes
4.8 Sub-Systems of Organizational System
 
5. Managerial Processes and Organizational Effectiveness
5.1 Operational Concept of Departmental Effectiveness
 
6. Identification of Important Managerial Processes
6.1 Management Processes
6.1.1 Planning
6.1.2 Organizing
6.1.3 Leading
6.1.4 Coordinating
6.1.5 Controlling
6.2 Management Orientations Based on Management Processes
6.2.1 Optimization Orientation
6.2.2 Mechanistic vs. Organic Orientation
6.2.3 Participative Orientation
6.3 Managerial Roles
6.3.1 Interpersonal Roles
6.3.2 Informational Roles
6.3.3 Decisional Roles
6.4 Leadership
6.4.1 Leadership vis-à-vis Management
6.4.2 Approaches for Studying Leadership
6.5 Towards Redefining Leadership Dimensions
6.5.1 Task-orientation Leadership
6.5.2 People-oriented Leadership
6.6 Innovation Management
6.6.1 Manager’s Communication
6.6.2 Feedback Process
6.7 Reward Management
6.8 Conflict Management
 
7. Important Aspects of Team Behaviour
7.1 Characteristics of Effective Teams
7.2 Recent Trends
7.3 Indicators of Effective Teamwork
7.4 Core Team Behaviour Dimensions
7.4.1 Openness and Confrontation
7.4.2 Co-operation and Conflicts
7.4.3 Interpersonal Trust and Support
7.4.4 Clear Objectives and Agreed Goals
7.4.5 Sound Procedures
7.4.6 Appropriate Leadership
7.4.7 Regular Review
7.4.8 Individual Development
7.4.9 Sound Intergroup Relations
 
8. Determinants of Departmental Products
8.1 Reward Management and Task Performance
8.1.1 Performance-based Rewards
8.1.2 Non-monetary Rewards
8.1.3 Recognition
8.1.4 Freedom/Autonomy
8.1.5 Personal Growth
8.1.6 Advancement
8.1.7 Favourite Work
8.1.8 Fun
8.1.9 Fairness and Consistency in Rewards
8.2 Learning and Growth Orientation of Reward Management Process
8.3 HRD Oriented Performance Appraisal System
8.4 Functions of Performance Appraisal System
8.4.1 Potential Appraisal and Development
8.4.2 Feedback and Performance Couching
8.4.3 Career Planning
8.4.4 Training
8.4.5 Quality of Work Life
8.4.6 Overview
8.5 Effective Feedback and Performance
8.6 Feedback: A Process of Communication
8.6.1 Creating Climate for Feedback Giving
8.7 What Makes a Feedback Effective?
8.7.1 Feedback should be Focused on Modifiable Aspects
8.7.2 Feedback should Reinforce Positive Behaviour
8.7.3 Feedback should be Well-Timed
8.7.4 Feedback should be Continuous
8.7.5 Feedback should be Descriptive and Not Evaluative
8.7.6 Feedback should be Specific and not General
8.7.7 Feedback should be Clear
8.7.8 Feedback should be Valid
8.7.9 Feedback should be Verifiable
8.7.10 Feedback should be Suggestive and Not Prescriptive
8.8 Openness and Confrontation
 
9. Determinants of Conducive Team Climate
9.1 Modes of Communication
9.1.1 Improving Downward Communication
9.1.2 Improving Upward Communication
9.1.3 Improving Horizontal or Lateral Communication
9.2 Overcoming Barriers to Communication:
9.2.1 Semantic Problems
9.2.2 Status Effects
9.2.3 Cultural Differences
9.2.4 Ideological Barriers
9.2.5 Expectations of Receivers
9.2.6 Unwillingness to Communicate
9.2.7 Lack of Communication Skill
9.2.8 Emotional Blocks
9.2.9 Trust Level
9.2.10 Perceptual Distortions
9.2.11 Physical Distractions
9.2.12 Information Overload
9.2.13 Time Pressure
9.2.14 Self-Concept
9.2.15 Personality
9.2.16 Absence of Two Way Communication
9.3 Effective Listening
9.3.1 Realize That Listening is Hard Work
9.3.2 Prepare to Listen
9.3.3 Choose Your Listening Position Carefully
9.3.4 Listen
9.3.5 Know Your Own Biases
9.3.6 Concentrate
9.3.7 Don’t Be Distracted
9.3.8 Take Notes
9.3.9 Be Open-minded
9.3.10 Be Interested
9.3.11 Be Empathetic
9.3.12 Delay Argument
9.3.13 Delay Judgement
9.3.14 Listen Critically
9.3.15 Listen for More than Words
9.3.16 Look for Main Points
9.3.17 Use Listener Responses
9.3.18 Don’t Interrupt
9.3.19 Use Reflection Phrases
9.3.20 Ask for Added Information
9.3.21 Limit Your Own Talking
9.4 How to Manage Communication?
9.5 Don’t of the Face-to-Face Communication
9.6 Conflict Management
9.7 Sources of Interpersonal Conflicts
9.7.1 Competing Tendency of People
9.7.2 People with Differing Styles, Needs, and Values
9.7.3 Tendencies of Stereotyping, Snap Judgements, Hallo Effects
9.7.4 Single Goals
9.7.5 Exploitatory Tendencies
9.7.6 Positional or Status Differences
9.8 Sources of Role Conflicts
9.9 Sources of Inter-group Conflicts
9.10 Timelines in Conflicts Resolution
9.10.1 Approaching Conflict Resolution
9.10.2 Conflict Resolution Modes
9.10.3 Loss-Win Approach of Conflict Resolution
9.10.4 Win-Lose Approach
9.10.5 Lose-Lose Approach
9.10.6 Win-Win Approach
9.11 Effective Leadership and Conducive Team Climate
9.11.1 Task Oriented Leadership to Build Conducive Team Climate
9.11.2 Providing Support
9.11.3 Confidence Building
9.11.4 The Process of Delegation
9.12 Effective Leadership in Essence
9.13 Innovative Management for Effective Team Climate
9.13.1 Innovative Orientation of Managers
9.13.2 Creating Conducive Structure and Climate for Innovations
9.13.3 Implementation of Innovations
 
10. Conclusion
 
Select Bibliography

Index


ABOUT THE AUTHOR
     

Dr. Pushpa Gandhi, M.A., Ph.D. in organizational behaviour, has worked as research and training officer in HRD division at the Centre for Management of Ahmedabad Textile Industry Research Association, Ahmedabad for 20 years. She has undertaken and accomplished several research projects, and handled numerous consultancy assignments in the area of organizational behaviour. She has to her credit 20 published articles in this area. Presently, she is the managing director of Win-Win Consultancy based in Ahmedabad. Her areas of interest include job attitudes, job satisfaction, motivation to work, organizational processes and management styles.


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