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Management - All Chapter Notes

The document provides an introduction to management, defining it as the art of getting work done through people while ensuring satisfaction for all stakeholders. It outlines the evolution of management thoughts from ancient times to the modern global period, highlighting key developments and figures in each era. Additionally, it discusses the functions of management, including planning, organizing, staffing, directing, controlling, and coordinating, along with their importance and challenges faced in contemporary management.

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Management - All Chapter Notes

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Introduction to

Management
Chapter 1 (18 Marks)
Ty Diploma
(Sem 6)

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Management
• Management is the art of getting work done through
people with satisfaction for employer, employees and
public

• It’s a Process of designing and maintaining an

environment in which individuals, working together
in groups, effectively accomplish selected aims.

• Management is Art as well as Science

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Development stages of Management
1. Ancient Period (Before 1000 A.D.)

2. Medieval (1000 to 1800 A.D.)

3. Colonial and Industrial Period (1800 to 1947)

4. Post Independence (1947 to 2000)

5. Modern Global Period (2000 to Present)

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1. Ancient Period (Before 1000 A.D.)
A. Early Vedic System
• Sabha and Samiti were democratic bodies that discussed policies
• Villages had Gramin or leader which coordinate work, showing First traces of
planning, leadership, and co-ordination.
• Division of work among priests, warriors, farmers and traders
• Group decision – making through assemblies
• Ethical leadership based on Dharma.

B. Kautilya’s Arthashastra – India’s First Management Manual

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1. Ancient Period (Before 1000 A.D.)
B. Kautilya’s Arthashastra – India’s First Management Manual
• Around 300 BC Kautilya (Chankya) wrote Arthashastra a detailed treatise on
administration, economics and leadership under Mauryan Empire.
• Major Ideas from Arthashastra
• Planning & Organization
• Selection and Training
• Supervision and Control
• Motivation
• Ethical Leadership
• Arthashastra establish good governance depnds on planning, control and
ethical administration.

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1. Ancient Period (Before 1000 A.D.)
Village Management in Ancient India :
• Self-sufficient Village
• Panchayat System
• Roles and Responsibility
• Gramika
• Talat
• Chaukidar
• Karmacharis and Astisans
• Economic Management
• Justice and Social Harmony
• Resource and Environment Management
• Education and values
• Governance link
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2. Medieval (1000 to 1800 A.D)
A. Delhi Sultanate
• Maintained ministries such as finance (Diwan-i-wizarat) and
military (Diwan-i-arz), showing departmental organization and record keeping.
B. Mughal Administration;
• Under Emperor Akbar and Raja Todar Mal, Mughal Empire developed.
• Managerial Features
a. Functional Departments
b. Standardization
c. Human Resource Management
d. Communication and Control

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3. Colonial and
Industrial Period (1800 to 1947)
British Administrative Systems:
• Hierarchy and Delegation in Govt. office
• Accounting and documentation were formalized
• Railways, postal and irrigation project
– planned

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3. Colonial and
Industrial Period (1800 to 1947)
Rise of Indian Industrialists
Late 19th and Early 20th Centuries Indian Entrepreneurs like Jamsetji
Tata, GD Birla and Walchand Hirachand
• Adoption of division of labour and time management factories
• Emphasis on employee welfare – housing, education, healthcare
• Introduction to corporate responsibility and long term vision

This period connect Indian ethics with Western efficiency – forming the
base of modern industrial management.
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4. Post-Independence Period (1947-2000)
Focus on Nation-building through planned economic development
i. Public Sector and Planning
Establishment of PSU’s like - BHEL, ONGC, SAIL
ii. Management Education
Establishment of IIM Calcutta
AICTE and MSBTE
iii. Co-oprative and Rural management
Visionaries like [Link] Kurien (Amul) applied management for rural
development.

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5. Modern Global Period (2000-Present)
India stands at crossroad of Tradition and Technology
Key Trends:
i. Technology driven Management
ii. Start-up culture
iii. Ethical and Sustainable Leadership
iv. Blending of East and West

Modern Icons
Tata, Infosys, Reliance Industries, Adani
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Indian Knowledge System (IKS) w.r.t
Management
Arthashastra (Statecraft and Economic Administration)
Bhagavad Gita (Ethics and Leadership)
Trickkural (Work, Virtue, Governance)
Trickkural
Panchtantra (Decision Wisdom)
Temples
Village Panchayats

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Indian Knowledge System (IKS)
Core Ideas Today :
• Purpose and Ethics ( Goal and Karma)
• Stakeholder view (King/leader/trustee)
• Strategy and execution (Planning, Intelligence, Risk, Alliances, Logistics)
• People Management (Guru-Sisya)
• Operations (Accounting : bhai-khata)
• Governance and dispute resolution (Panchayat to Supreme Courts)
• Sustainability (Reverence of Nature – Prakrti)
• Relevance (IKS)

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Management
• Management is the art of getting work done through
people with satisfaction for employer, employees and
public

• It’s a Process of designing and maintaining an

environment in which individuals, working together
in groups, effectively accomplish selected aims.

• Management is Art as well as Science

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Management : Concept Team Activity
Variable
Science
Function
1. Management as an Economic resource
2. Management as a System of Authority Universal
Goal Oriented
Process
3. Management as a Class and Status System

Social Science
Management Methodology
concept
Supreme in
Organizational
Thoughts and
Function
Action

System of
Art
Authority
Profession

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Management : Importance
1. Achievement of Goals
2. Optimum use of resources
3. Better co-ordination
4. Improves Efficiency and Productivity
5. Encourages Innovation
6. Helps in Adapting to Changes
7. Builds teamwork and Morale
8. Reduce wastage and cost
9. Ensure stability and Growth
10. Improves Public Image
11. Provides leadership and direction
12. Contributes to National Development

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Management : Characteristics
Goal Oriented

Multidisciplinary
Catalyst
Subject

Characteristics
Harmony Effect Process

Unifying Force Authority

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Management : Functions
Planning

Co-
Organizing
Ordination

Functions

Controlling Staffing

Directing

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Function : 1. Planning
Goal-
Oriented

Primary
Forecasting
Function

Features

Continuous
Pervasive
Process

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Function : 1. Planning
Provides Direction and Focus

Minimizes Risk
Importance
of Planning Helps in co-ordination

Leads to Efficient use of resources

Sets Benchmark for Future

Planning is “the foundation on which all other function rest”.

Steps in
Organizing

1. Identifying Activities 3. Assigning Duties 5. Establishing relationships

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Function : 2. Organizing
Creates clarity in structure – reduce confusion

Promotes Specialization
Importance
of Organizing Establish co-ordination between departments

Facilitates growth and expansion of business

Improves efficiency and accountability

Recruitment Performance
Appraisal
Key Activities
In Staffing

Selection Promotion and

Career planning

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Function : 3. Staffing
Ensure Availability of Skilled workforce

Importance Boosts Employee morale and Job satisfaction

of Staffing

Reduce labor turnover and absenteeism

Contribute to higher productivity and efficiency

Leadership Motivation
Elements
of
Directing
Supervision Communication

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Function : 4. Directing
Teamwork and better human relations

Encourage innovation and initiative among employee

Importance
of Directing Increase efficiency by keeping everyone focus on goal

Converts plan into real performance and result

Maintain discipline and unity

Directing is “leading people from planning to performance”.

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Function : 5. Controlling
Ensure that goals are achieved

Keeps costs, wastages and errors under control

Importance
of Controlling Encourages accountability for future planning

Provides feedback for future planning

Maintain discipline and order in Organization

Controlling ensures “performance stays on the right track”.

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Function : 6. Co-ordination
Promotes team spirit and co-operation

Avoids duplication of work and waste of resource

Importance
of Co-ordination
Ensures smooth communication between departments

Aligns individual goals with organizational goals

Increases overall efficiency and effectiveness

Co-ordination is “invisible tread that ties all functions of management together”.

Employee
Competition
Motivation

Challenges
Environmental Resource
Concerns Management

Communication
Barriers Ethical Issues
Changing Govt.
Policies

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Scientific Management
It is “a systematic study of work methods aimed at
improving efficiency, productivity and quality”

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FW Taylor’s Principles of Sci. Mangt.
Frederick Winslow Taylor – “ Father of Scientific
Management”.

His Aim – Increase Productivity and reduce wastage

through systematic study, planning and Co-operation.

Focused on – Shop floor efficiency

Development of Maximum output

each and every in place of
person restricted output

Harmony, Financial
Not Discord Incentives

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Henry Fayol’s Principles of Sci. Mangt.
French Industrialist Henry Fayol – “ Father of
Modern Management”.

His ideas based on – Modern Administrative and

Managerial practices.

Focused on – Managing entire organization

Authority &
Scalar Chain
Responsibility

Discipline Order

Principles
Unity of
of Scientific Equity
Command Management
Stability of Tenure
Unity of of
Direction Personnel

Subordination of
Individual Interest Initiative

Remuneration of Esprit de corps

Middle Level Management Tactical Level

Lower Level Management Operational Level

Workers

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Top Management : Strategic Level
Board of Directors
(BOD)
Chief Executive Officer
(CEO)
Managing Director
(MD)
General Manager
(GM)

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Functions of Top Management
To do over all To workout long
strategic work tern plan

To determine and finalize To initiate large

aim / goals / objectives of scale work
organization

To define vision of To decide long

work and Structure of term policies
the Organization

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Middle Management : Tactical Level
Factory Manager

Plant Manager

Heads of Department

Senior Managers

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Functions of Middle Management
To Plan the To send reports to
execution strategies higher authorities

To decide medium scale To help Top

policies management in
strategic decision

To play role as a Buffer To guide Lower

group between top and management in
lower level operational work

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Lower Management : Operational Level
Shift In-charge /
Line In-charge
Senior supervisor /
Junior manager
Trainee Engineer

Foreman /
Workers

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Functions of Lower Management
To Supervise To solve problems and
operation / activities difficulties of workers related
to technical and safety issues

To plan and execute daily work To execute plan

schedules for smooth operations given by middle
and maintain daily record management

To guide workforce about To report higher authority

their work and Assign tasks to about production function
subordinate and related matter

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Functions of Management at
Supervisory level
Planning Organizing Staffing Directing
(Short-term (Work and (Workforce (Leading &
Planning) Resources) Management) Motivating
Workers)

Controlling Co-ordination Marinating Reporting

(Monitoring & (Link between Discipline & And Feedback
Correcting work) Management & Morale
Workers)

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Self-Management Skills
1. Self-Awareness
• It’s a foundation of your own thoughts
• It means understanding your own thoughts, feelings,
strengths, weaknesses, values and behavior.
• To Improve it
• Keep daily diary of your activities
• Ask feedback
• Observe your reaction in different situation
• Self-Awareness gives clarity – it is the first step toward
personal growth.
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Self-Management Skills
2. Self-Discipline
• Means controlling one’s impulses, emotions and desire to
stay focused on long term goal
• It helps a person to do what needs to be done even when
they do not feel like doing.
• To Improve it
• Make daily schedule and stick to it
• Avoid procrastination
• Reward yourself for completing task on time
• Discipline is the Bridge between Goal & Achievement.
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Self-Management Skills
3. Self-Motivation
• Means inner drive or desire to achieve goals without
needing constant supervision or external push.
• It keeps a person moving forward even in the face of
obstacles.
• To Improve it
• Set small and achievable targets.
• Visualize your success everyday
• Surround yourself with positive people
• Self-Motivation is the energy that turns dreams into
reality.
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Self-Management Skills
4. Goal Setting
• Means deciding what you want to achieve and creating a
plan to reach it.
• It gives direction, focus and purpose to your action.
• To Improve it
• Break long term goals into short term tasks
• Review your progress regularly
• Stay flexible and adapt to changes.
• Goals gives direction to energy; thet turn intension into
action.
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Self-Management Skills
4. Goal Setting
• Goals should follow SMART principle
• S – Specific (clearly defined)
• M – Measurable (can be tracked)
• A – Achievable (realistic and possible)
• R – Relevant (Connected to your priorities)
• T – Time-bound (has a deadline)

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Self-Management Skills
5. Time Management
• Is the art of using time efficiently to complete tasks and
maintain balance in life.
• Time is most valuable resource – once lost, it never
returns.
• Key Techniques
• Prepare daily or weekly schedule
• Use priority matrix (Urgent vs Important)
• Avoid procrastination and Multitask – only when necessary
• Take a short break to maintain energy.
• Managing Time is Managing Life.
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Self-Management Skills
6. Decision Making
• Selecting best alternative from available options after
careful analysis.
• Every small or big choice will affect our future.
• To improve it -
• Think before reacting emotionally
• Take advice from experienced people
• Learn from past decisions
• Good decisions come from experience – and experience
comes from learning.
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Self-Management Skills
7. Stress Management
• Is the ability to handle pressure anxiety and challenges
calmly and positively.
• Some stress is natural and can even improve performance,
but too much stress harms health and focus.
• Key Techniques
• Deep breathing, Meditation or yoga
• Regular physical exercise
• Listening music spending time with family
• Keeping positive mindset and talking problems solution.
• You can not control every situation, but you can control how
you respond to it.
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Self-Management Skills
8. Work life balance
• Is managing professional responsibilities and personal
life in healthy and satisfying way.
• It prevents burnouts, fatigue and family conflicts.
• To Maintain -
• Set boundaries
• Prioritize family, hobbies and rest
• Manage time and delegate taks where possible.
• Balance is not about equal time, but about making time
for what matters most.
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Self-Management Skills
9. Multitasking
• Is performing more than one activity at time without loosing
efficiency and accuracy.
• Useful in dynamic environments where time is limited.
• Note effective multitasking can save time, but too much
multitasking can reduce quality.
• To multitask wisely -
• Combine similar task
• Avoid distraction (Mobile)
• Complete one important task before switching to another.
• Smart multitasking is not doing everything at once – its
about doing the right things efficiently.
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Overview of Managerial Skills

Managerial
Negotiation Skill Skills Leadership

Team Management Skill Feed back

Conflict Resolution

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Overview of Managerial Skills
1. Negotiation Skills
• A process in which two or more parties discuss as issue to
reach mutually beneficial agreement.
• A good negotiation skill aims at creating win-win situation,
where both sides feel satisfied with outcome

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Overview of Managerial Skills
Conflict Resolution

1. Negotiation Skills
Building Relationship

Better Decision Making

Importance of
Negotiation skill

Cost and Time Efficiency

Improves Communication

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Overview of Managerial Skills
1. Negotiation Skills
Confidence Emotional
& Clarity Control

Patience Problem-Solving
Attitude
Quality of
Good Negotiator

Integrity
Listening Skills

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Overview of Managerial Skills
Opening the
1. Negotiation Skills - Steps Discussion Agreement

Preparation Exchange of Information Implementation

And Bargaining And Review
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Overview of Managerial Skills
2. Team Management Skills
• Organizing, guiding and supporting a group of people so
that their combine efforts leads to achievement of desire
objectives.
• It involves planning work, assigning role, building trust,
resolving conflicts and ensuring co-operation among team
members.

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Overview of Managerial Skills
2. Team Management Skills - Importance
Promotes Improves
Co-operation Communication
and Unity

Enhance Achieves
Increase Organizational
Productivity Employee
Morale Goal
Efficiently

Ensure
Encourage Problem
Innovation Solving

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Overview of Managerial Skills
2. Team Management Skills – Key elements
Clear Effective
Goal setting Communication

Trust Recognition
Role and Rewards
clarity & Respect

Performance
Strong Monitoring
Leadership

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Overview of Managerial Skills
Leadership Conflict
Ability Resolution

Empathy Delegation
Quality of
Good Team
Manager

Decision – Making Motivational

Skill Skills

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Overview of Managerial Skills
3. Conflict Resolution
• The process of finding a peaceful and satisfactory solution
to disagreements or disputes between two or more
individuals or groups.
• It involves open communication, understanding both sides
and creating a solution that satisfies everyone involved.

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Overview of Managerial Skills
Poor Personality
Communication Clashes

Difference in Role
Goals Ambiguity
Causes of
Conflict

Limited Work
Resources Pressure

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Overview of Managerial Skills
3. Conflict Resolution - Steps
Find Common Agree on best
Listen Actively solution
ground

Step 02 Step 04 Step 06

Step 01 Step 03 Step 05 Step 07

Identify Source Analyze the Develop possible Follow up

Good Listening Good Communication skill

Quality of
Good Conflict
Resolver

Problem Solving Empathy

Ability

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Overview of Managerial Skills
3. Conflict Resolution - Techniques

A B C D E
Compromise Collaboration
Competition
Avoidance To reach middle To achieve win- Asserting one’s point of view
Ignore Minor issues ground win situation when quick, decisive action is
That do not affect performance Accommodation
Accept the others point of needed
view for maintain the peace
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Overview of Managerial Skills
4. Feedback
• The process of sharing information, opinion or reactions
about someone’s work, behavior or performance.
• Aim of taking feed back is not to criticize but to help
individuals perform better and grow.

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Overview of Managerial Skills
Improves
Performance

Encourages Prevents
learning and Conflicts
growth
Importance of
Feedback for
Managers
Builds trust & Aligns Goal
Communication

Boosts Motivation & Morale

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Overview of Managerial Skills
4. Feedback - Types
Positive Feedback
01 Appreciation for good
Formal Feedback
performance
such as performance 04
appraisal’s or
evaluation reports
Constructive Feedback
02 Suggest improvement without
hurting person’s confidence

Informal Feedback
Shared casually 05
Negative Feedback
03 Highlight mistakes harshly
during day-to-day
interactions
without suggesting improvements

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Overview of Managerial Skills
4. Steps in Giving

1 4
Prepare in Focus
effective feedback Advance on
Improvements

2 5
Start Encourage
Positively Dialogue

3 6
Be Clear End
& Specific Positively

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Overview of Managerial Skills
4. How to receive

1 4
Listen Thank
feedback carefully person
For input

2 5
Avoid Apply
being Suggestions
Defensive

3 6
Ask
Question Monitor
For clarity your
improvement

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Overview of Managerial Skills
5. Leadership
• Leadership is a vital part of managerial
effectiveness.
• Leadership is necessary to ensure co-ordination
and commitment among employee.

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Overview of Managerial Skills
5. Through Leadership, Manager :
• Communicate vision clearly
• Motivate employees to give there best
• Builds teamwork & co-operation
• Solve conflicts through understanding
• Drives change and innovation confidently

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Overview of Managerial Skills
5. Leadership Importance

Builds Motivation Develops Improves

& Morale Confidence Communication

Provides Encourages Handles Change Enhance

Direction Team work effectively productivity

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Overview of Managerial Skills
Enhance
decision making

Improves team Promotes

performance innovation

Importance of
Developing
Leadership
Builds trust & Ensure
confidence organizational
growth

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Overview of Managerial Skills
Ways to develop Leadership Managerial skills
1. Self-Awareness and Self-Assessment
2. Continuous learning and education
3. Effective communication practices
4. Develop decision making and problem solving ability
5. Learn to motivate and inspire others
6. Build team work & collaboration skill
7. Gain practical experience
8. Develop Emotional Intelligence (EI)
9. Seek Mentorship and feedback
10. Lead by example
11. Learn conflict management
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Thank You

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Project, Operations and
Project Management
Chapter 2 (12 Marks)
Ty Diploma
Sem 6

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Creativity & Innovation Management
• In Todays fast-changing industrial and business world, success
depends on new ideas and continuous improvement.
• Every organization needs creativity to generate new concepts and
innovation to convert those concept into useful products, services or
processes.
• Creativity and innovation management together helps companies stay
competitive, satisfy customers and grow sustainably.

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Meaning of Creativity
• “The ability to think differently, generate new ideas or find novel
solutions to problems”.
• It involves imagination, curiosity and originality.
• According to Torrance (1974), “Creativity is the process of sensing
problems or gaps in information, making guesses or hypotheses about
these deficiencies, testing these hypotheses and communicating the
results”.

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Characteristics of Creative thinking

Characteris
tics of
Creative
Originality Risk-Taking
thinking

Flexibility Imagination

Curiosity

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Meaning of Innovation
• Innovation means implementing creative ideas into practical products,
process or services that add values to user or Organization.

• According to Peter Ducker, “Innovation is the specific instrument of

entrepreneurship – the act that endows resources with new capacity to
create wealth”.

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Importance of Creativity& Innovation
Product Employee
development Motivation

Improved Customer
productivity Importance of satisfaction
Creativity&
Innovation in
Management
Adaption
Competitive to change
advantage

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Barriers to Creativity & Innovation
Fear of failure

Lack of management
support or funding

Resistance to change
Barriers to among employee
creativity &
innovation
Rigid rules and
procedures

Short-term focus instead

of long-term improvement

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Role of Manager in creativity & innovation
Encourage open Tolerate mistake that occurs
Communication During innovation
& free Flow of ideas

Provide Time, Link innovation with

resource & innovation Organizational Goal
for experiment

Recognize Develop team work & collaboration

And Reward Between departments
creativity

A manger’s role is to convert creativity into innovation and innovation into success.
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Creativity Techniques
• Creativity is “the ability to generate new and useful ideas by thinking
beyond the usual patterns”.

• Creative techniques – are structured method or tools that help

individuals and teams think differently, solve problems and produce
innovative ideas.
• These techniques stimulate the mind to see things from new
perspective and encourage imagination.

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Importance of Creative Techniques

A B C D E
Encourage team Improve
Helps to generate multiple work & open Increase productivity
problem-solving
ideas in short time communication and innovation
& competitiveness
Break mental barrier skills.
& routine thinking
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Creativity Technique – (A) Brainstorming
• Brainstorming is “group creativity technique in which a small team
freely generates a large number of ideas to solve a specific problem
without criticism or judgement” – Alex F. Osborn (1940’s)

• Brainstorming is “A method of thinking together to produce new and

innovative ideas by encouraging open and free discussion”.

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Creativity Technique – (A) Brainstorming
Form small group Record all ideas
– even unusual ones
Process :-

Define Encourage everyone Later, evaluate

problem To express ideas freely and select the best ones

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Creativity Technique – (A) Brainstorming
Focus on quantity
Encourage
of ideas first
unusual
ideas

Rues of
Brainstorming

No criticism
during idea Combine and improve
generation Other’s ideas

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Creativity Technique – (A) Brainstorming
Limitation to Brainstorming
Dominance by Evaluation
Few members Difficulty

Lack of focus Time and

Groupthink Co-ordination issues

Fear of
Quantity Judgment
Over
Quality

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Creativity Technique – (A) Brainstorming
Applications
Educational & Product Problem Project
Training Development Solving Planning
Programs in Industry

Process Marketing & Strategic Team building

Improvement Advertising Decision - Making And Motivation

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Creativity Technique – (B) Checklist Method
• Checklist is simple and effective creativity tool used to generates new
ideas or improve existing products, process or services.

• Checklist is “a set of stimulating questions or prompts that helps

people examine every aspect of problem systematically. Each question
acts as a trigger for new ideas or improvements”.

• According to Alex F. Osborn a checklist helps person “Ask the right

Prepare STEP
The
checklist
02
STEP Ask
03 Each
Question

Record STEP
All
Ideas
04
STEP
Evaluate &
05 Select

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Creativity Technique – (B) Checklist Method
• Common Checklist Questions : Osborn’s – “Idea-Spurring” questions
• Put to other uses
• Adapt
• Modify
• Magnify
• Minify
• Substitute
• Rearrange
• Reverse
• Combine

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Creativity Technique – (B) Checklist Method
May generates too many impractical ideas

Quality of output depends on quality of questions

Limitation for
Checklist

Requires evaluation and selection time

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Creativity Technique – (B) Checklist Method
Applications

New product Industrial Quality Educational

Design & Process Enhancement Project Planning
Development Improvement
&
Cost reduction
Creativity Technique– (C) Reverse Brainstorming
• Reverse Brainstorming is “a powerful creativity technique used to find
innovative solutions by looking at a problem from opposite direction”.

• Instead of asking “How can we solve this problem ?”, we ask “How could
we cause this problem?” Or “What could make the situation worse?”.

• Reverse brainstorming means “Reversing the way a problem is thought

about to uncover new perspectives”.

• It’s a technique in which participants identify possible ways to cause or

Reverse the STEP

Question
02
STEP Generate
03 Reverse
Ideas

Reverse the STEP

Ideas Again
04
STEP
Evaluate &
05 Select solution

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Creativity Technique– (C) Reverse Brainstorming
Generate Negative Ideas Reversed into positive Solution
Give long lecture without example Use interactive teaching with real-
life examples
Avoid student participation Encourage group discussions and
activities
Never use visuals or technology Use videos, charts and smart
boards
Punishing wrong answers Appreciate efforts and creativity

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Creativity Technique– (C) Reverse Brainstorming

A B C D E
Breaks mental Generate Increases team
Encourage Barriers and Unique and Participation
out-of-the-box assumptions Practical
thinking Helps identify & creativity
solutions
Root cause of problems
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Creativity Technique– (C) Reverse Brainstorming
May take more time than normal Brainstorming

Participants must understand both sides of the

problem clearly
Limitation for
Reverse
Brainstormin
g

Can produce irrelevant “Negative” ideas if not

guided properly

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Creativity Technique– (C) Reverse
Brainstorming Applications

Service
Problem solving Product improvement Risk
in production or improvement identification
operations and quality (Customer care, and prevention
enhancement education, in project
healthcare)
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Creativity Technique – (D) Morphological
Analysis
• This method were developed by Fritz Zwicky, a Swiss scientist and
Astrophysicist.
• It’s a systematic creativity technique used to develop new ideas,
products or solution by exploring all possible combinations of
different features or components of problem.
• This method is especially useful for engineering design, product
development and process improvement were problem broken onto
parameters.
• “Morphology” means “Structure or Form” – combining various
alternative forms to find new innovative solutions.
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Creativity Technique – (D) Morphological
Analysis Steps Create a
List major Morphology
parameters chart

Define List possible Evaluate &

Problem alternatives
for Each Select best
clearly Parameter combination

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Creativity Technique – (D) Morphological
Analysis Advantages

A B C D E
Helps explore Easy to use for Reduces the chances
Produce many new all possible product of missing alternative
And unique ideas design improvement
Encourages systematic combination solution
or innovation
and logical thinking
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Creativity Technique – (D) Morphological Analysis
Generate too many combinations, making
analysis time consuming

Not suitable for problems with few measurable

parameters
Limitation for
Morphologica
l analysis

Requires knowledge and creativity to select

practical ideas

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Creativity Technique – (D) Morphological
Analysis Applications

Research &
Product design Automobile, Development Innovation in
& Industrial electronics and service delivery
engineering consumer goods system.
development

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Creativity Technique – (E) Six Thinking Hat
• This method were developed by [Link] de Bono.

• It helps people think in about a problem from six different perspective,

represented by six colored hats.

• This technique is widely used in management education and

innovation to improve teamwork, creativity & problem solving.

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Creativity Technique – (E) Six Thinking Hat

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Creativity Technique – (E) Six Thinking Hat
Steps
Assign Hats Record all ideas

Define Discuss under Evaluate and

Problem each Hat decide

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Creativity Technique – (E) Six Thinking Hat Adv.

A B C D E
Helps teams Increase Useful for group
Encourage balance & see problems creativity & decision-making &
organized thinking Reduces conflict & from all Participation problem solving
argument during angles
discussion
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Creativity Technique – (E) Six Thinking Hat Adv.
Requires an experienced facilitator to manage
time & flow

May take more time for large groups

Limitation for
Six Thinking
Hat

Participants must be disciplined to stay within

“Hat roles”

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Creativity Technique – (E) Six Thinking Hat
Applications

Educational
Business Product problem-solving Brainstorming
decision-making development session in
activities
& Strategy and marketing engineering or
planning discussion fields

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New Product Development (NPD)
• NPD is “The process of creating and bringing a new product to market
to meet customer needs and achieve business growth.”

• It involves all stages – from generating ideas to designing, testing and

launching final product.

• It is systematic process of turning a new idea into a real, marketable

product.

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Need of New Product Development (NPD)
Changing Technological Competition Market
customer Advancement Expansion
demand

Replacement of Profit Brand image Legal &

Obsolete & & Environmental
Products Growth Reputation Requirement

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Change Management
• Change is “A natural and continuous part of every organization’s
growth”.

• Change Management is “the systematic process of planning,

implementing and monitoring change in organization to achieve desire
outcomes with minimum resistance”.

• The process of helping individuals and organizations transition from

current state to desired future state effectively.
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Need of Change Management
01 – 04 – Organizational
Technological Growth
Advancement
02 – Market 05 – Customer
competition Expectation

06 – Regulatory &
03 - Globalization Environmental factors

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Types of Organizational Change
Structural Change People-Centric change

Strategic Change Technological Change

01 03 05

02 04 06
Plan the Change Implement the Change Review & Reinforce

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Barrier to Change
Lack of Communication Poor leadership or unclear vision

Fear of unknown Employee resistance Insufficient resources

Effective Communication Training & Support Leadership Example

A B C D E
Improve Stronger Achievement of
Smooth Transition productivity adaptability to organizational goals
With less disruption Higher employee & Innovation future faster
Acceptance & challenges
Morale
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Product Management
• Product Management is “The process of planning, developing,
launching and managing a product through its entire life cycle – from
idea generation to market withdrawal”.

• It involves coordinating between different departments such as

marketing, design, production, finance and sales to ensure product to
meet customer needs.

• It also means “Taking complete responsibility for product's success in

Optimize Educate &

06 10
Define
02 Sustainability Goals
Manufacturing
Process
Communicate
Sustainability Benefits

Minimize Continuous

03
Material
Selection 07 Packaging
Impact 11 Monitoring &
Improvement

Plan for End-of-life

08
Design for Energy
04 Efficiency Management

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Advantages of Sustainable Product Design
1. Environmental Benefit
Reduce Pollution & waste
Conserve natural resources
Lowers carbon footprint

2. Economic Benefit
Cost saving
Higher market demand
Innovation & Competitiveness
Government Incentives
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Advantages of Sustainable Product Design
3. Social Benefit
Improve Public health
Enhance brand image
Encourage responsibility consumption

4. Product Benefit
Better quality & Durability
Easy recycling & reuse
Improved functionality

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Advantages of Sustainable Product Design
5. Organizational Benefits
Employee satisfaction
Risk reduction
Long term growth

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Agile Product Management
• Agile Product Management is “ a modern, flexible and customer-
focused approach to managing product development”.

• Agile Product Management means developing a product in small,

manageable steps while continuously gathering customer feedback and
making improvements after each stage.

• It allows teams to deliver value faster, respond to market changes

quickly and reduce the risk of failure.
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Benefits of Agile Product Management
Improved Team collaboration Reduced risk of Failure
Better quality Increased
Product Transparency
Continuous Higher productivity &
Customer Feedback Motivation
Greater flexibility Better Alignment with
& Adaptability Market needs
Faster time Continuous
to Market Improvement
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Principles of Agile Product Management
Focus on Customer Show real
Satisfaction progress

Accept changes Work at

any time Comfortable speed

Deliver work Keep Improving

in small parts Quality
Principles of
Agile Product
Management
Work together Keep things
As a one team simple

Trust & Motivate Let team organize

People Their own work

Communicate Learn & Improve

Directly Every time

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Core values of Agile Product Management
Customer values Learning & Feedback
Over Over
Internal Targets Assumptions

Collaboration Empowered Team

Over Over
Control Top-Down Management

Adaptability Continuous delivery

Over Over
Strict Planning One-Time Launces

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Project Management
• Project Management helps in “ planning, organizing and completing
projects successfully within time, cost and quality limit.

• It ensures all team members are work together efficiently towards a

common goal.

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Key reasons why Project Management is imp
Clear Goal & Risk
Direction Management

Proper Planning Team

& Organization Co-ordination

Efficient use of Continuous

Resources Monitoring
Principles of
Agile Product
& Feedback
Management
Time Customer &
Management Stakeholder
satisfaction

Cost control Organizational

Growth

Quality
Assurance

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Areas within Project Management
Sr. Area of Project Main Focus
No. Management
1 Integration Management Coordinating all project parts
2 Scope Management Defining project work and limits
3 Time Management Completing on schedule
4 Cost Management Managing quality standards
5 Quality Management Meeting quality standards
6 Human Resource Management Building & Managing teams.
7 Communication Management Information sharing and reporting
8 Risk Management Identifying and reducing risks
9 Procurement Management Buying goods and services
10 Stakeholder Management Managing expectations of all involved
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Project Management
• Project Management success depends on management four key
elements, called the 4P’s – People, Process, Product and Project

• Along with these, every project goes through certain phase, from
starting to completion.

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4P’s of Project Management

Sr. No. P Explanation

1 People The team, leadership, stakeholders and communication strategies
2 Process The framework & methodology used
3 Product The deliverable & outcome of project
4 Project Overall execution plan, including goal, risk and resources

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Phases of Project Management
Sr. Phases Description Key Activities
No.
1 Initiation Starting phase where idea Identify goals, feasibility study, get
is defined. approvals.
2 Planning Detailed plan for how Define tasks, timelines, budgets, resources
project will be done and risks
3 Execution Actual implementation of Assign work, co-ordinate teams and start
the plan project activities
4 Monitoring & Checking progress to stay Measure performance, control changes and
Controlling on track solve problems
5 Closure Ending & evaluating the Deliver final product, release resources,
project prepare final report

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Tools of Project Management
• These are the techniques and software applications used to plan,
execute, monitor and complete project effectively.

• Common tools used for Project managing are GANTT charts, PERT
(Program Evaluation and Review Technique), CPM (Critical Path
Method)

• Modern software's like Microsoft Project, Trello, Asana, Jira helps

teams collaborate and visualize progress in real time.
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1. Critical Path Method (CPM)
• Evolved by American scientists, Rant for chemical factory.
• This technique used to find out which activities are most important for
completing a project on time.
• It shows longest path of tasks that must be finished without delay. If
any task on this path is late, the entire project will also be delayed.
• Features
• Used when time & cost are known
• Identify minimum project completion time
• Useful for Manufacturing, construction & engineering project
• Focus on “Time” and “Cost” relationship
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2. PERT (Program Evaluation & Review Technique)

• Developed by American, B.A Homitton, in 1957

• This technique used when time of each activity is uncertain.
• It helpful for research, development & New product projects where its
difficult to predict exact timings.
• Features
• Used for projects with uncertainty
• Based on Probability & estimation
• Helps in risk analysis & planning for delays

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Difference in CPM & PERT
Basics CPM PERT
Nature Deterministic Probabilistic
(Time known) (Time uncertain)
Importance to Activity Event
Focus Time & Cost Time & Uncertainty
Use Construction, Production Research, Development
Estimate One time estimate Three time estimate
(Optimistic, Most likely,
Pessimistic)
Goal Cost control & Scheduling Time estimation & planning
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3. GANTT Chart
• GANTT is a bar chart that shows all project activities on vertical axis
(Y-axis) and time schedule on horizontal axis (X-axis)
• Each task represented by horizontal bar, whose length shows the
duration of task and position shows when task starts and ends.
• It visually gives answer to three questions
1. What tasks are to be completed ?
2. When should each task start & finish ?
3. How much progress has been made so far ?

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4. Overview of Estimate & Budget
• Every project needs Money, Material and Manpower to succeed

• Before starting the project, it is important to estimate how much these

resources will cost to prepare a budget to control expenses.

• Estimation & Budgeting are essential parts of project planning,

ensuring that work can be completed within time & cost limits.

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4. Overview of Estimate & Budget
Estimation :-
• Process of “Predicting” the required cost, time, labor and materials for
completing project before actual work begins.

• It’s an answer to question – “How much will this project cost and what
resources will be needed ?”.

• Good Estimate helps in making practical decisions and avoiding

• It shows how estimated cost will be allocated across different

activities, resources and time periods.

• It’s an answer to question – “When, where & How will the money be
spent ?”.

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Difference in Estimation & Budget
Aspect Estimation Budget
Meaning Prediction of Cost Planning & Allocating cost
Purpose To assess project To control & monitor actual
feasibility expenses
Stage Done before project Done after approval during
approval planning
Nature Forecast (approx..) Financial Plan (Definite)
Output Estimated total cost Approved cost distribution

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Components of Project Budget

Direct Cost Indirect cost Contingency Profit Margin Taxes & Duties
Material, Administration, Unexpected expense Profit expected by Govt. Polices
Labor, Utilities, Organizer or contractor
Equipment, Supervision
Subcontracts
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Importance of Estimate & Budget in
Project Management
Ensures Provides Improves Supports
Financial Cost Planning & Recourse
Feasibility Control Scheduling allocation

Enable Enhances Builds Investor

Monitoring & Decision- &
Evaluation Making Client Confidence

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Thank You

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Management Practices
Chapter 3 (14 Marks)
Ty Diploma
Sem 6

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• “A small group of employee, usually 5-10 people, doing similar or

related work who meet regularly to identify, analyze and solve product
quality and production problems and to improve general operation.”

• Focus is primarily on Quality, Cost, Specifications, Waste control,

Cost Trust
Reduction Increase

Quality Attachment
Improvement Increase
Characteristics of
Quality Circle
Increase
Feeling of
Workers
Team Work
Participation

Better Culture develops

Communication In organization

Effective More
utilization Productivity
Of Man power
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Efforts to improve Effectiveness of
Quality Circle
Feedback of last
Awareness should meeting
be created among all To be informed all

Award to those who

Grooming for all
Are effectively
For better initiative
working

Support from
Freedom of employees
Expression For success of
Effectiveness of quality circle
Quality Circle
Involvement of Home work by all
Management members
Enthusiastically About next meeting

Improving faith Providing correct

In quality circle Information to all

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Quality Circle Requirements

Requirement
of Quality
Should consist Circle Members of circle
Only of volunteers Should be trained

Members should all be from Management wholeheartedly

Different functional areas Support

Study problem should be

Chosen by team & not imposed by Management
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Phases in Quality Circle
Sr. Phase Activity Destructive Forces
No.
1 Start-up Publicize, obtain funds and Low volunteer rate, inadequate funding,
volunteers, train inability to learn group process & Problem
solving skills
2 Initial Problem Solving Identify & Solve problem Disagreements on problems
3 Presentation & Approval Present & have initial Resistance by staff groups, poor
of initial suggestions suggestions accepted presentation
4 Implementation of solution Relevant group act on Resistance by group that must be
suggestion implemented
5 Expansion & Continued From new groups with old Raised aspirations, reappearance of
problem solving groups continue problems

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Steps in Quality Circle
Problem Problem Problem General
Identification Selection Analysis Alternative
Solution

Select Most Prepare Present Solution Implementation

Appropriate Plan of Action To Management Of solution
Solution

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Limitation to Quality Circle
Unrealistic expectation Oppose by middle
For quick output Management

Poor support & Lack of training

Lack of Management & No clarity of
Limitation
commitment To quality circle about objectives

Implementation of
Comments from non solution is neglected
participants

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Kaizen (Waste Control)
• Kaizen means “Continuous Improvement”.
• It is Japanese word.

• “Kai” means “Change” or “to correct”.

• “Zen” means “Good”.
• Kaizen means “Improvement” or “Change for better”.

• Kaizen is for Productivity Improvement, it’s a continuous

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Principles of Kaizen
Maintain Positive Do it not
Attitude Do not wait for
perfection

Look for Solution Continuous focus

Rather than excuses On improvement

Everybody
Principles Delighting
can contribute &
Contribution can of Kaizen Customer
be valuable

Everything should
Take action be considered from
Just do it ! Total system
standpoint

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Key Features of Kaizen
Improvement based Ideas comes from talent of
on many small existing workforce
changes

Ideas comes from Seek for continuous improvement

worker, therefore
easy to implement

Small improvement Encourage worker to take ownership

requires less capital for their work

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Key Elements of Kaizen

01 02 03 04

Adaptability of both Use of existing Creative “Make it a little better

Personal discipline

Founding
Improved Morale
Elements of
Kaizen
Quality Circles

Suggestions for improvement

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Process improvement can be brought by:

02 Process
Stabilization
01 Breakthrough
Thinking
Incremental
03 Improvement

Process
Improvement can
brought by

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Following are included in Kaizen system
Quality Suggestion
Circle System Kanban

01 03 05

Materials
Kaizen involves
setting
standards

Supervision

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Six-Sigma
• Carl Federic Gauss initiated the concept
• Motorola designed six sigma methodology in mid 1980’s

• It is a business process that allows companies to drastically improve

their bottom line, by designing and monitoring everyday business
activities and minimizing waste and resources while increasing
customer satisfaction.

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Meaning of Six-Sigma
• “Sigma” (Σ,𝜎,𝜍) is Greek letter
• It used for statistical term that measures how far a given process
deviates from perfection (standard deviation).
• The higher the sigma number, the closer to perfection.
• One sigma is not very good, six sigma means only 3-4 defects per
million
• Idea behind six sigma is that, if you can measure how many “defects”
you have in process, you can systematically figure out how to
eliminate them and get closer to “zero defect” as possible.
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Why the name 6 Sigma
• It describes the distribution about mean of any process or procedure.

• A process that can achieve plus or minus six sigma capability can be
expected to have a defect rate of no more than few parts per million.

• It allows curve to shift to right which causes shift in the mean

• In statistical term, this approaches to zero defects.
• It gives guidelines to reduce or eliminate the mistakes or errors.

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Reason to adopt Six Sigma
Defined process
Proven methodology
For problem solving
To solve problems

A B C D E
We won’t know We don’t measure
We don’t know We don’t value
Until we measure What we don’t value
What we don’t know What we don’t measure
We can’t do
What we don’t know
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6 areas of Improvement
Process Design
Improvements Methodology

Product & Service Supplier

Improvements Improvement

Training &
Investor relations Recruitment

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Six sigma Road Map

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Six sigma Belts

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TQM (Total Quality Management)
• TQM is “Mutual co-operation of everyone in an organization and
associated business process to produce value for money, products and
services which meet and hopefully exceed the needs and expectations
of customer”.

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TQM (Total Quality Management)
• Basic Philosophy:
• TQM involves all business elements
• TQM requires quality should be applied at every level of organization
• TQM allows improvements undertaken on continuous basis
• TQM accomplished by greatest sophistication in application tools and
techniques.
• TQM also extends beyond organization to include partnership with supplier
and customer.

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Fundamental Concept of TQM
Satisfy customer base must be retained

Customer satisfied through identification of

needs of customer
Fundamentals of
TQM

Producing necessary output at minimum cost

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Elements/Components of TQM
Preventing defects

Quality measurements

Inventory reduction
Components
Of TQM

Root cause corrective

action

Teamwork

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Principles of TQM
Customer Process
focus Empowerment Approach
Leadership

Systematic Continuous Relationship with

Decision
Approach Improvement Supplier mutually
Based on facts
beneficiary

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5S
• 5S is workplace management technique that aims to organize work
areas systematically so that everything is clean, well-arranged and
easy to use.

• Originally developed in Japan (by Toyota)

• It is used as foundation for Lean manufacturing and TQM

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5S
Sr. Japanese English Meaning
No. Term
1 Seiri (Sort) Separate Unnecessary items
2 Seiton Arrange necessary items
(Set in order)
3 Seiso Clean the workplace
(Shine)
4 Seiketsu Maintain cleanness and order
(Standardize)
5 Shitsuke Discipline & Continuous improvement
(Sustain)
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Objectives of 5S
To create safe &
To build employee discipline
Clean work
& responsible
environment

To improve productivity To promote pride & teamwork

By reducing wasted time In the workplace
And motion

To form a culture continuous

To Prevent defects & Improvement (Kaizen)
Accidents

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Benefits of 5S
Sr. Area Benefits
No.
1 Productivity Faster work, fewer interruption, less searching time
2 Quality Clean environment reduces mistake & defects
3 Safety Clear pathways, organized tools prevents accidents
4 Efficiency Better use of space, materials and manpower
5 Morale Employee feel proud and motivated in a clean,
systematic workplace
6 Customer A neat & profession environment improves
Satisfaction confidence and trust
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Role of Management in 5S
• Provide Training
• Allocate Responsibility
• Provide resources
• Monitor Progress
• Promote Culture

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Kanban Card System
• Is a visual scheduling method that uses cards, boards or signals to
control flow of material in production line.

• It ensures that, the right quality of parts is produced or supplied at the

right time – neither too early nor too late

• Each Kanban card represent specific quality of material or components

and acts as an authorization to produce or move that item.

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Objectives of Kanban Cards
To avoid overproduction
To reduce waiting time, waste
And excess inventory
And storage costs

To ensure smooth material flow To achieve JIT production – producing

Between different stages of production only what is needed, when it is needed

To create a self-regulating production

To improve communication between system where every process pulls what
Workers, supplier & Departments It needs from the previous one

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Types of Kanban Card
Sr. Type Purpose
No.
1 Production Kanban Authorizes the production of specific part or
quality
2 Withdrawal (Move) Kanban Authorizes the movement of material from one
process to another
3 Supplier Kanban Sent to external supplier to request parts or
materials.
4 Temporary (Signal) Kanban Used for urgent or Special production
requirements

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Features of Kanban Card
Sr. Features Explanation
No.
1 Visual Control Cards, boards or bins clearly show production
status
2 Pull System Next process requests materials only when
needed
3 Limited WIP Reduces overproduction and inventory
(Work-in-progress)
4 Responsibility at Every Each worker manages their own process through
level Kanban
5 Continuous Improvement Encourage employees to identify delays or
bottlenecks
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Benefits of Kanban System
Reduce Improves Enhances
Eliminates
Inventory Quality Communication
overproduction
costs

Increases Encourages
Supports
Productivity Team
JIT
Responsibility

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Limitation of Kanban System

A B C D E
Breakdown Needs High
Requires Initial Setup Requires
Not suitable for Cause Discipline
Stable Planning & Training
Highly variable Delays
Demand or Custom Orders

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Total Productive Maintenance (TPM)
• TPM is maintenance philosophy that focus on zero breakdown, zero
defects and zero accidents through the participation of all employees.

• It also means “Everyone in organization takes responsibility for

keeping machine and equipment in perfect working condition”.

• It combined ideas of preventive maintenance, productive efficiency

and employee involvement.

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Objectives of TBM
To increase Overall Equipment
To improve equipment reliability
Effectiveness (OEE)
And productivity

To achieve zero breakdowns, To reduce maintenance cost

Zero defects and zero accidents And downtime

To improve employee morale

To develop a sense of ownership And teamwork.
Among machine operators

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Pillars (Main Elements) of TPM:
Sr. No. Pillar Description
1 Autonomous Maintenance Operators themselves take responsibility for routine cleaning,
(Jishu Hozen) inspection, lubrication and minor repairs.
It Builds ownership and prevents breakdowns
2 Planned Maintenance Maintenance activities are scheduled in advance based on time or
Machine condition. Prevents sudden failure and downtime.
3 Quality Maintenance Focuses on maintaining equipment conditions to prevent defects
during production, defects root cause and corrects them early
4 Focused Improvement Continuous small improvements by cross-functional team to
(Kaizen) eliminate losses and enhance performance
5 Early Equipment Management Design and install new machines with easy maintenance and
reliability in mind from start
6 Training & Education Improves technical skills
7 Safety, health and Environment Ensure safe and Zero accidents
8 Office TPM Extends TOM principles to administrative areas
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Steps in TPM
Top Management Awareness & Form Initial Cleaning &
Commitment Training Cross-Functional Inspection (5S)
Teams

Eliminate Major Standardize Measures Continuous improvement

Losses Maintenance OEE regularly ((Kaizen)
Task

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Objectives of Quality Standards

A B C D E

Inadequate Poor co-ordination Difficulty in sustaining

Lack of Resistance to
training Or Between departments motivation over time
Management Change by
commitment workers follow-up

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Lean Manufacturing
• A systematic approach to identifying and eliminating all forms of
waste ( called "Muda" in Japanese) from every process in production
system - without affecting quality and productivity.

• Producing more value for customer using fewer resources by

removing waste and then improving efficiency.

• It focus on continuous improvement (kaizen), respect for people &

customer satisfaction through efficient process
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Objectives of Lean Manufacturing
To reduce waste and non-value-added
To increase flexibility in responding
activities
to customer demands

To improve product To enhance employee involvement

Quality and consistency and teamwork

To maximize customer satisfaction

To decrease production through timely delivery and better value
Time & Cost

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Types of Waste (7 Wastes or “Muda”) in Lean :
Sr. Types of Waste Description
No.
1 Overproduction Producing more than required or too early
2 Waiting Idle time of people or machines due to delays
3 Transportation Unnecessary movement of materials or products
4 Over processing Doing more work than needed or using complex
methods
5 Inventory Storing excess raw material of finished goods
6 Motion Unnecessary movement of workers or
equipment's
7 Defects Remove or rejection due to poor quality
8 Underutilization Underutilization of people
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Steps in Lean Manufacturing Implementations
Sr. No. Pillar Description
1 Identify value Understand what the customer true value and willing
to pay for
2 Map the value stream Analyze every steps in the production process to
identify value-added and non-added activities
3 Create Flow Arrange process in smooth, continuous sequence
without interruption or bottlenecks
4 Establish Pull System Produce only what is needed when it is needed –
based on actual customer demand
5 Pursue Perfection Keep improving every process through teamwork,
(Continuous Improvement) training and Kaizen.

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Tools & Techniques used in Lean Manufacturing
Sr. Tools Purpose
No.
1 5S System Workplace organizing and cleanliness
2 Kaizen Contiguous small improvements by everyone
3 Kanban Visual control of workflow and inventory
4 Value Stream Identify waste and optimizing process
Mapping (VSM)
5 Just-in-time(JIT) Producing exactly what is required, when
required.
6 Poka-yoke Error-proofing systems to prevent defects
7 TPM Ensuring machines are reliable and efficient

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Importance of Lean Manufacturing
Elimination Faster Cost
Improved
of Delivery Reduction
Quality
Waste

Better Employee Customer

Empowerment Satisfaction Sustainability
Productivity

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Quality Standards
• Document agreement or specifications that defines minimum
acceptable level of quality for product, service or processes

• These are the rules and benchmark that ensures a product or service
consistently meets customers expectations.

• They help in maintaining uniformity, reducing defects and improving

customer satisfaction

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Objectives of Quality Standards

A B C D E
To Ensure To build trust &
Product & Services To provide common confidence among
To improve process To help organizations
Meet customer language of quality customer &
consistency defect & Correct
Needs & legal requirements & performance across industries & Stakeholder
errors early
countries
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Types of Quality Standards
Category Examples Purpose
National BIS Ensure Product safety & reliability within India
Standards ISI Mark
International ISO Ensure global acceptance and compatibility
Standards IEC
ASTM
Industry specific IATF (for Automotive) Define quality requirements for specialized
Standards AS9100 (Aerospace) industries
HACCP (Food Safety)

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ISO
• International Organization for Standardization

• Its an independent, non-governmental body founded in 1947 in

Geneva, Switzerland.

• It develops and publishes international standards covering

Manufacturing, Safety, Environment, Energy and information system.

• ISO ensures "Quality beyond borders“.

A B C D E
To Ensure To enhance
Ensure consistency & To support credibility and
To promote To improve quality
reliability in Product & international trade continuous competitive
management &
Services improvement & advantage for
customer satisfaction
innovation certified organisation
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Benefits of ISO Certification
Customer Global Process
Improved
Satisfaction Recognition Efficiency
Product quality

Employee Legal & Regulatory

Market
Involvement Compliance
Advantage

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ISO 9001 : 2016
• Is an international standards that helps organizations make sure their
products and services meet customer expectations & improve continuously.

• It gives rules for building quality management system (QMS) - a system to

plan, control and improve quality in all activities

• It means doing work in planned and organized way so that customer gets
best quality every time. It helps companies improve performance reduce
mistakes and satisfy customer requirement.

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Main Principles
Leadership People Process
Customer
Involvement Approach
focus

Good
Decision based
Improvement Relationship
On facts

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Main Clauses (Structure of ISO 9001:2016)

Scope Context of Leadership Planning

Organization

Operation Performance
Support Improvement
Evaluation

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Steps for ISO 9001 Certification
Step No. Process Purpose
Awareness & Management decides to implement ISO Set vision & Objective
Commitment
Gap Analysis Compare current practices with ISO Identify Area for improvement
requirement
Documentation Prepare Quality Manual, Procedures & Define system clearly
Records
Implementation Apply documented system in daily Ensure everyone follows QMS
operation
Internal Audit Check whether system is effective and Detect & Correct weakness
compliant
Certification Audit External auditors verify compliance with Obtain ISO certificate
ISO 9001
Continuous Improvement Regular reviews and updates Maintain and improve system quality
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ISO 14000 – Environmental Management System (EMS)
• Industries has to take care of production and environment

• To protect nature from pollution, waste and misuse of resources, companies

follow ISO 14000 standards which guide them to work in environment
friendly way.

• “A family of International Standards related to Environmental Management

System (EMS)”

• Managing business activities in such a way that protects the Environment

A B C D E
To make product &
To reduce pollution To use energy, water To create process safe for
To follow
And waste Awareness & nature
and material efficiently Govt.
Environmental laws Responsibility
Among employees
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Main Standard ISO 14001
• It gives framework to setup, to maintain and improve an EMS

• It helps organization to identify and control their impact on air, water and
soil

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Key Elements of ISO 14001

A B C D E
Review
Environmental Checking &
Planning Implementation
Policy & Improvement
Correcting

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Benefits of 14000
Reduce waste pollution
Helps to follow
Environmental laws

Save energy & Increase efficiency &

Raw material Reduces cost

Builds a healthy &

Improve company image Safe workplace
& Public trust

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OSHA 2020 –
Occupational Safety and Health Administration
• “A government organization (in USA) that sets and enforces safety and
health Standards at Work”.

• “Modern safety standards that protects their employees at their workplace”

• It helps industries prevent accidents, injuries & disease by following proper

rules and training.

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Objectives of OSHA 2020

A B C D E
To make employers
To Prevent accidents To promote responsible for
To ensure safe To train workers in
& awareness providing a safe
machines, handling emergencies
Occupational diseases About safety & workplace
Equipment & And first aid
Working Conditions health rights
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Key Features of OSHA 2020
Workplace safety rules
Record keeping

Health protection Training Programs

Inspections
Emergency plans

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Employer Responsibility as per OSHA

A B C D E
Give safety training
Provide safety Maintain clean Report any accident to Workers regularly
Display
Equipment & Hazard-free Or
OSHA poster
Workplace & Sign Illness Immediately

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Employee Rights as per OSHA

A B C D E
Request an OSHA
Work in safe Report unsafe inspection if safety is
Receive information Get training in their conditions without
Environment ignored
about workplace Local language fear
hazard

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Benefits of OSHA

A B C D E
Improves companies
Reduce accidents Builds trust between reputation & legal
Improve worker Increases productivity management &
& compliance
Health & Morale Through safer work employee
Injuries

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Overview of ERP
(Enterprise Resource Planning)
• Modern industries deal with large amount of information related to – sales,
production, purchase, finance and employees

• If every department work on their own system, which causes delay, confusion
and duplication of data. To solve this problem organization started using ERP.

• “It is a software system that integrates all business process like sales, production,
purchase, finance into single unified platform.”

• “One complete software that helps whole organization work together efficiently”.
It acts as Central Nervous system of business which gives real time information
to everyone from worker to top management
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Objectives of ERP

A B C D E
Improves
To integrate all departments To improve co- To reduce manual productivity, speed
To provide accuratework, paper work &
& Functions within and customer
ordination & & real-time duplication of data
organization satisfaction
communication information for
between teams Decision making
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Key Features of ERP
Integration
Automation

Centralized database Customization

Reporting & Analysis

Real-Time Processing

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ERP Modules
Sr. No. Module Function/Use
1 Finance and Accounting Manages cash flow
2 Human Resources Maintain employee data, salary, leave
3 Production & Manufacturing Plans material Machines and manpower for production
4 Inventory Management Tracks raw materials, stock & warehouse operation
5 Sales & Marketing Handles customers orders, pricing & Promotions
6 Purchase/Procurement Manages supplier order & material purchase
7 Supply chain management Connects suppliers, transport & delivery system
8 Customer relationship Keeps track of customers, feedback & service
management

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Benefits of ERP
Time & Accurate Improved
Better Customer
Cost saving Information
Efficiency Service

Flexiblity
Productivity
Transparency

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Popular ERP Systems
• SAP ERP

• Oracle ERP cloud

• Microsoft Dynamics 365

• Tally ERP 9

• Odoo ERP Next

• Requires ERP training & change management

• Needs regular maintenance & data security

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Service Quality, Client / Customer
satisfaction, Servicescape
• In service industry success depends not only on What is offered but how it
is delivered.

• Customer judge based on their total experience from behaviour of staff to

environment of place.

• That's why Service Quality, Customer satisfaction, Servicescape are pillars

of service organization

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Service Quality
• It means “How well a service meets or exceeds Customers expectations”

• It is customer judgement about how good, reliable and satisfying service

experience was.

• It means “doing service right the first time, every time”

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Dimensions of Service Quality

Sr. No. Dimension Meaning

1 Reliability Ability to perform the service accurately & on time
2 Responsiveness Willingness to help customers & provide quick service
3 Assurance Knowledge, courtesy & trustworthiness of employee
4 Empathy Caring & personalized attention to each customer
5 Tangibles Physical appearance of facilities, equipment & staff

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Customer / Client Satisfaction
• Level of happiness or fulfillment a customers feel after using product or
service

• It shows how service meet their needs and expectations

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Factors affecting Customer satisfaction

A B C D E

Quality of service Speed Communication Physical

Employee
Behavior Of Environment
Service

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Servicescape
• It refers to physical surroundings & environment where service is
delivered.

• It influence how customer feel & behave during service experience.

• It also means look, design and atmosphere of the place where service is
happens.

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Elements of Servicescape
Sr. No. Element Description
1 Ambient Lighting, Temperature, sound & smell
Condition
2 Spatial layout & Arrangement of furniture, space & equipment
Design
3 Signs & Symbols Use of colors, logos, directions & display
4 Cleanliness & Hygiene, maintenance & Safety measures
Safety
5 Tangibles Physical appearance of facilities, equipment & staff

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Importance of Servicescape

A B C D E

Motivates
Create first Affects customers Helps customers Enhance
employees
Impression of Mood & comfortNavigate easily in Brand image
service quality space To work better & loyalty

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Thank You

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Marketing Management
Chapter 4 (12 Marks)
Ty Diploma
Sem 6

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Marketing Management
• Is the process of planning, organizing, directing and controlling all
marketing activities in order to satisfy customer needs and achieve
business goals.
• Marketing Management is an art of finding, keeping and growing
customer by delivering value better.
• Marketing is not about just selling - it is about building strong
relationships with customers by offering satisfaction and value.
• Marketing is about turning customers need into profitable
opportunities

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Significance of Marketing Management
Customer Brand
Needs Building

Strategic Profitability
Planning Significance of
Marketing
Management

Adaptability
Market
Differentiation

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7P of Promotion
How you communicate

Marketing Place
Where you sell
People
Who is involved

Price
How much Process
you charge How it I delivered

Product
What you Sell Physical Evidence
Proof of Service or Quality

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Need, Want & Demand

Need Want Demand

A basic human When person can afford and
A person’s choice based on
requirement for food decides to buy it
taste or preference
Hunger Ordering Pizza from Domino’s
Pizza or Burger

Need + Want = Desire

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Customer Relationship Management (CRM)
• In todays competitive business world, keeping customer happy and
loyal is just as important as attracting new ones.

• CRM is system and strategy used by business to build, maintain and

strengthen long term relationships with customer

• CRM is not just a technology – its about understanding people and

creating lasting trust

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Benefits of CRM
Builds long term Supports quick problem solving
Customer loyalty and complaint handling

Helps in identifying Enhance team work between marketing,

profitable customer sales and service department

Improves customer Increases sales and business growth

satisfaction through
better service

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Steps in CRM
Customer Customer
Acquisition Retention

Customer Customer Customer Loyalty

Identification Engagement & Growth

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Types of Marketing
• Marketing is the process of promoting and selling products or service
to customer.
• Over the time, the way marking is done has changed due to
technology.

• Traditional – News paper, radio and posters

• Digital – Social media, websites and online ads

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Traditional Marketing
• Promotion of products and service through offline services, through
offline channels like
1. TV
2. Radio ads
3. Newspaper
4. Billboards
5. Direct mail
6. Telemarketing

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Traditional Marketing Example

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Traditional Marketing Specialty
Offline Local
Channels Focus

Limited
One way
tracking
communication

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Traditional Marketing Limitations
Hard to measure results Limited reach

Expensive Less Flexible

Search
Engine
Optimization

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Digital Marketing Specialty

A B C D E
Real time Targeted
Low cost & suitable feedback & Interactive – allows
marketing
For small business analytics to two way communication
Global Reach measure
performance

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Digital Marketing Limitations

Needs internet Access High competition online Privacy & Data Depends on global algorithm
& Technical knowledge Security concerns & platform changes

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Event Management
• Event management means “planning, organizing and executing
different types of events such as conference, festivals, meetings,
product launches or cultural programs.”

• Each event has specific purpose and requires proper planning,

budgeting and co-ordination.

• Events are mainly divided based on their purpose, audience and scale.

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Event Management Example
Example – Big traditional Indian wedding:
a) Planning: Deciding the wedding date, budget, duration of each event (mehndi,
sangeet, wedding, reception).
b) Venue selection: Beautiful and convenient location (e.g., Leela Palace, Udaipur).
c) Vendor coordination: Booking caterers, decorators, photographers, makeup artists.
d) Promotion: Invitations on social media, RSVP via website.
e) Logistics: Guest transportation, bus arrangements, seating plan.
f) On-site management: Events proceeding according to the schedule.
g) Post-event tasks: Thank you notes, sharing photos and videos.

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Event Management Types

Event
management
types
Corporate Sports
Eg. Product launch Eg. Marathons, Sports day

Social Educational
Eg. Wedding, Birthday party Eg. Workshop, Guest lecture

Event
management
types
Entertainment
Eg. Movies in Theater

Govt & Public Event Fundraising or Charity Event

Eg. Independence day Eg. Blood Donation camp
Swach Bharat Campaigns
Religious & Spiritual Event
Eg. Yatra, Bhajan
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Crisis Management
• No matter how well an event is planned, unexpected problems or
emergencies can still occur.

• These may include power failure, weather issues, etc such situations
effectively is known as Crisis Management.

• Crisis Management in event management means anticipating,

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Crisis Management Aspects

Crisis
Prevention Crisis Management

Aspects of
Crisis

Crisis identification Recovery &

& Response Post-Crisis Evaluation

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Types of Crisis
Natural Crisis Security Crisis
Eg. Flood Eg. Fire, theft

Technical Crisis Financial Crisis

Eg. Power failure Eg. Sponsor withdrawal

Medical Crisis Public relationship Crisis

Eg. Food poisoning Eg. Negative media coverage

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Stages in Crisis Management

Pre-Crisis Crisis Post Crisis

Focus on
Focus on Recovery &
Preparation & Respond quickly & Calm
Learning
Prevention when the problem occurs

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Stages in Crisis Management
Natural Crisis Security Crisis
Eg. Flood Eg. Fire, theft

Technical Crisis Financial Crisis

Eg. Power failure Eg. Sponsor withdrawal

Medical Crisis Public relationship Crisis

Eg. Food poisoning Eg. Negative media coverage

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Thank You

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Supply Chain &
Human Resource
Management
Chapter 5 (12 Marks)
Ty Diploma
Sem 6

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• Managing this entire chain efficiently is called supply Chain

management (SCM). It ensures that right product should reaches the
right customer, at right time, in the right quantity and at right cost.

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Supply Chain & Logistic Management
• A major part of this system is logistics Management, which focuses on
transportation, warehousing and distribution.

• SCM is full journey of a product, while logistics is the vehicle that

drives it forward.

• A strong supply chain does not just move goods – it moves the
business.

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Supply Chain
• A supply chain is “a network that connects everyone and everything
involved in making a product available to the end customer”.

• Eg. To make packet of biscuits

1. Wheat is purchased
2. Ground into flour at mill
3. Processed & baked in factory
4. Packed & sent to warehouses
5. Distributed to shops & family
6. Brought by customer
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Supply Chain Management
• SCM is “the process of planning, controlling & improving flow of
materials, information & money across the entire business network to
deliver maximum value to customers”.
Importance of SCM
1. Smooth flow of goods
2. Reduced costs
3. Customer satisfaction
4. Better co-ordination
5. Waste Reduction
6. Business Growth
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Logistic Management
• Logistic Management is “the process of efficiently managing the
transportation, warehousing, packaging, delivery of goods from one place to
another”.
Functions of Logistics Management
1. Transportation
2. Warehousing
3. Inventory Control
4. Order processing
5. Packaging & handling
6. Information flow
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Relationship between Supply chain & Logistics
Aspect Supply Chain Logistics
Scope Broad – includes suppliers, Narrow – Focuses on
production and distribution transportation and warehousing
Main Focus Planning & Co-ordination Execution & Delivery
Objective Efficiency across the whole chain Timely and safe movement of
goods
Example Managing a factory-to-store network Delivering goods from warehouse
to customer

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Components of Supply Chain Management
Supplier Manufacturers Warehouses Distributors
(Input Source) (Production unit) (Storage Centers) & Wholesalers

Retailers Customer Information Financial

(Point of Sale) (End Users) flow Flow

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Components of Logistic Management
Transportation Warehousing Inventory Order
& Storage Management Processing

Packaging Customer Information

& Material Service & Support & Communication
Handling Technology

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Importance of IT in Supply Chain
Improves Reduces Errors
Communication

Increases Speed Supports better decision- Making

& Efficiency

Enhance Customer Satisfaction

Transparency

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Importance of IT in Logistics
Order Route
Processing Optimization

Transportation Real-Time
Management Tracking

Warehouse Data Storage

Management & Security

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Human Resource Management
• Every organization depends on people to achieve its goals. Machines,
money and materials are important, but it is human resource that plans,
operates and improves them. Managing these people in an organized
and systematic way is known as Human Resource management
(HRM)

• HRM is “the process of planning, organizing, directing and controlling

the functions related to people in an organization to achieve both
individual and organizational objectives.”

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Human Resource Management
• “Human” refers to people who work in the organization.

• “Resource” means their skills, knowledge, talent and creativity –

valuable asset for the organization.

• “Management” means handling these resources effectively and

efficiently.

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Scope of HRM
Main Area Key Activities Objectives
Personnel Recruitment, Placement, To get right people & Manage them
Administration Salary, Appraisal efficiently

HRD Training, Motivation, To enhance skills and performance

Career planning
Industrial/Employee Grievance handling, To maintain harmony & Co-operation
Relations Union relations

Employee welfare Safety, To ensure wellbeing & satisfaction

Health facilities

Modern HR Practices HR Analytics, Diversity, To adapt to global & digital changes

Principle of Principle of
Well-being & Discipline
Motivation

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Recruitment
• Every organization needs the right people to perform its function
effectively.

• Recruitment is “The process of searching for and attracting suitable

candidates for employment in an organization.”

• It aims to develop a large pool of qualified applicants so that

organization can choose the most suitable candidates for its
requirements.
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Sources of Recruitment
Internal Sources External Sources
Promotion Advertisements
Transfer Campus Recruitment
Internal Advertisements Employment Exchanges
Employee Referrals Private Recruitment Agencies
Walk-in Interviews
E-Recruitment / Social Media

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Steps in Recruitment Process
Step Description
Identify Vacancy Finding no.s & type of vacancies
Job Analysis Preparing job description
Selecting Recruitment Source Internal / External method
Advertising vacancy Publicizing job opening
Receiving Application Collecting applications or
resumes
Screening Applications Shortlisting eligible candidate for
next step
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Selection
• After attracting a number of candidates through recruitment, the next
step is selection – the process of choosing the most suitable
individuals from among them

• Selection is “the process of evaluating & choosing candidate from a

pool of applicants who have applied for employment”.

• Selection is “the process of identifying and appointing the most

suitable candidate for specific job from among all applicants”.
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Steps in Selection
1. Preliminary Interview
2. Application form/ Resume Screening
3. Employment / Aptitude tests
4. Personal Interview
5. Background or Reference check
6. Medical examination
7. Final Selection
8. Job offer & Appointment letter
9. Induction or Orientation
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Difference in Recruitment & Selection
Basis Recruitment Selection
Nature Positive process Negative Process
Objective To attract candidate To choose best candidate
Sequence First step of staffing Follows recruitment
Outcome Pool of applicants Appointment of one or
few candidates

Responsibility HR Department HR + line managers

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Training
• Training is “the process of increasing an employee’s knowledge, skills
and abilities to preform a specific job efficiently”.

• Training is “a systematic process of developing the knowledge, skill

and attitude of employee for improving their performance on the job”.

• "An investment in knowledge pays the best interest." – Benjamin

Franklin

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Types of Training
On Job Off-the job Orientation Technical
Skill
Training training Training
training

Soft skill Compliance Product / Service Leadership

Training Training Training Management
Training

Mob No : 9326050669 / 9372072139 | Youtube : @v2vedtechllp|

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The Chalk Circle
• In HRM, decision making often involves conflict of intrest – between
employee, departments or even values

• The Chalk circle method teaches that true ownership or responsibility

belongs to the person who genuinely cares, contributes and adds value
– not merely to the one with formal authority or claim.

• In HR team, it reminds to reward competence, commitment and ethics

rather than titles, power of seniority.
Mob No : 9326050669 / 9372072139 | Youtube : @v2vedtechllp|
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The Chalk Circle
• The Chalk circle represent a test of fairness, integrity and care in
managerial decisions. When two parties claim the same “right” the HR
manager must judge not by hierarchy but by actions, sincerity and
contribution.

• The Chalk Circle means “giving responsibility or rewards to the

person who truly deserve it based on their performance, care and
contribution – not just on seniority or formal position”.

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Leader & Leadership
• Leadership is not only taking responsibility, but taking responsibility
of all people belonging to us is the real leadership

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Quality of Team Leader
Leadership *Patience &
Ability Emotional
Stability

* Good Planning &

Communication Organizing
Skills Ability

Technical Positive attitude &

Knowledge Discipline Integrity
Quality of
Team Leaders

Decision-Making Team Building &

Ability Problem Solving
ability

Fairness & Training &

Objectivity Coaching Skill

*Adaptability &
Motivational
Open-mindedness
Skill
Sense of Responsibility

Mob No : 9326050669 / 9372072139 | Youtube : @v2vedtechllp|

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Types of Leadership
Types of Key features Best used when…..
Leadership
Autocratic Centralized control, strict Quick decision or emergency situation
supervision
Democratic Participation teamwork When creativity and involvement are
needed
Laissez-Faire Full freedom to employees Team is skilled & self-motivated
Bureaucratic Rule-based and formal Government or regulated sectors
Transformational Inspiring vision & Motivation Organizational change or innovation
Transactional Rewards & Performance Routine, target-based jobs
Charismatic Personal charm & Influence Crisis or motivation needed
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Thank You

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