•​ ​ ​Concurrent​ ​control​ ​–​ ​Applied​ ​while​ ​work​ ​is​ ​in​ ​8.

​ E
​ valuate effectiveness – Assess whether the​
​progress,​ ​often​ ​through​ ​direct​ ​supervision​ ​or​ ​decision resolved the problem.​
​“management by walking around.”​
​•​​Feedback​​control​​–​​Applied​​after​​activities,​​assessing​
​Ways Manager Make Decisions​
​results and making improvements for the future.​
•​ ​ ​Rational​ ​Decision-Making​ ​–​ ​Logical​ ​and​ ​consistent​
​choices to maximize value.​
​Tools for Control​
​•​ ​Bounded​ ​Rationality​ ​–​ ​Decisions​ ​limited​ ​by​
•​ ​​Feedback​​control​​–​​Applied​​after​​activities,​​assessing​
​information,​ ​time,​ ​or​ ​cognitive​ ​constraints;​ ​often​ ​leads​
​results and making improvements for the future.​
​to "satisficing" (choosing good enough options).​
​•​ ​Workplace​​concerns​​–​​Issues​​like​​privacy,​​employee​
​•​ ​Intuitive​ ​Decision-Making​ ​–​ ​Choices​ ​based​ ​on​
​theft,​ ​and​ ​workplace​ ​violence​ ​challenge​ ​control​
​experience, judgment, or feelings.​
​systems.​
​•​ ​Evidence-Based​ ​Management​ ​–​​Using​​reliable​​data​
​•​ ​Workplace​​concerns​​–​​Issues​​like​​privacy,​​employee​
​and research to guide choices.​
​theft,​ ​and​ ​workplace​ ​violence​ ​challenge​ ​control​
​systems​​.​
​Types of Decisions​
•​ ​ ​Programmed​ ​Decisions​ ​–​ ​Repetitive,​ ​routine,​
​ EEK 7​
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​structured​ ​problems​ ​handled​ ​by​ ​rules,​ ​procedures,​ ​or​
​Decision-Making​
​policies.​
​•​ ​critical​ ​managerial​ ​function​ ​that​​runs​​across​​all​​areas​
​•​ ​Nonprogrammed​​Decisions​​–​​Unique,​​non-recurring​
​of planning, leading, organizing, and controlling​
​problems requiring customized solutions.​
​•​ ​involves​ ​choosing​ ​among​ ​alternatives​ ​to​ ​address​
​problems,​ ​seize​ ​opportunities,​ ​and​ ​move​​organizations​
​ ecision-Making Conditions​
D
​toward their goals​
​•​​Certainty​​– Outcomes are known with accuracy.​
​•​ ​process​ ​of​ ​identifying​ ​a​ ​problem,​ ​evaluating​
​•​​Risk​​– Probabilities can be estimated based on data.​
​alternatives, and selecting the best course of action.​
​•​ ​Uncertainty​ ​–​ ​Outcomes​ ​are​ ​ambiguous;​ ​decisions​
​•​ ​A​ ​decision​ ​is​ ​a​ ​choice​ ​among​ ​two​ ​or​ ​more​
​depend on judgment, optimism, or risk tolerance.​
​alternatives,​ ​while​ ​decision-making​ ​is​ ​the​ ​thought​
​process of choosing logically among those alternatives.​
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​Human Resources Management (HRM)​
​Why do managers make decisions?​
​•​ ​essential​ ​function​ ​that​ ​directly​ ​impacts​ ​an​
​ ​ ​Solve​ ​organizational​ ​problems​ a
• ​ nd​ ​reduce​
​organization’s​ ​ability​ ​to​ ​attract,​ ​develop,​ ​and​ ​retain​
​uncertainties.​
​talent.​
​•​​Allocate resources effectively.​
​•​​ensures​​that​​organizations​​have​​the​​right​​people,​​with​
​•​​Respond to risks and opportunities.​
​the​ ​right​ ​skills,​ ​in​ ​the​ ​right​ ​roles​ ​to​ ​drive​ ​performance​
​•​ ​Drive​ ​performance​ ​and​ ​achieve​ ​organizational​
​and achieve strategic objectives.​
​objectives.​
​•​ ​process​ ​of​ ​acquiring,​ ​developing,​ ​retaining,​ ​and​
​managing people in an organization.​
​Steps in the Decision-Making Process​
​•​ ​involves​ ​workforce​ ​planning,​ ​recruitment,​ ​training,​
​1.​ ​Identify the problem​​– Recognize the gap​
​performance​ ​management,​ ​compensation,​ ​and​
​between current and desired states.​
​employee well-being.​
​2.​ ​Identify decision criteria​​– Determine what​
​•​​Effective​​HRM​​transforms​​human​​capital​​into​​a​​source​
​factors matter (cost, quality, time, etc.).​
​of competitive advantage.​
​3.​ ​Allocate weights to criteria​​– Prioritize what’s​
​most important.​
​Why do Managers Practice HRM?​
​4.​ ​Develop alternatives​​– List possible solutions.​
•​ ​ ​Ensure​ ​organizations​ ​have​ ​competent​ ​and​​motivated​
​5.​ ​Analyze alternatives​​– Evaluate strengths and​
​employees.​
​weaknesses.​
​•​​Provide training and development to improve skills.​
​6.​ ​Select an alternative​​– Choose the option with​
​•​​Reward and recognize performance fairly.​
​the best overall outcome.​
​•​ ​Build​ ​a​ ​workplace​ ​culture​ ​that​ ​values​ ​diversity​ ​and​
​7.​ ​Implement the alternative​​– Put the choice into​
​inclusion.​
​action with stakeholder involvement.​
​•​ ​Address​ ​contemporary​ ​issues​ ​such​ ​as​ ​work-life​
​balance and ethical practices.​
​HRM Process​ ​-​ ​ aslow’s Hierarchy of Needs​​– Motivation​
M
​1.​ ​Human Resource Planning​​– Assessing current and​ ​follows a progression from physiological to safety,​
​future workforce needs.​ ​social, esteem, and self-actualization needs.​
​2.​ ​Recruitment & Decruitment​​– Attracting the right​ ​-​ ​McGregor’s Theory X and Theory Y​​– Contrasts​
​talent and managing surplus employees.​ ​negative assumptions (people dislike work) with​
​3.​ ​Selection​​– Using tools like interviews, tests, and​ ​positive assumptions (people enjoy responsibility).​
​background checks to choose the best candidates.​ ​-​ ​Herzberg’s Two-Factor Theory​​– Hygiene factors​
​4.​ ​Orientation​​– Helping new employees integrate into​ ​prevent dissatisfaction; motivators create​
​the organization.​ ​satisfaction.​
​5.​ ​Training & Development​​– Providing skills, technical​ ​-​ ​McClelland’s Three-Needs Theory​​– People are​
​knowledge, and problem-solving abilities.​ ​motivated by the need for achievement, power, and​
​6.​ ​Performance Management​​– Evaluating employees​ ​affiliation.​
​through appraisals and feedback.​
​•​​Contemporary Theories:​
​7.​ ​Compensation & Benefits​​– Designing pay systems​
​-​ ​Goal-Setting Theory​​– Specific, challenging goals​
​that attract and retain talent.​
​drive higher performance.​
​8.​ ​Career Development​​– Supporting long-term​
​-​ ​Reinforcement Theory​​– Behavior is shaped by​
​growth and retention of employees.​
​consequences.​
​ ontemporary Issues in HRM​
C ​-​ ​Job Design Theory (Job Characteristics Model)​
​•​​Managing​​Downsizing​​–​​Handling​​job​​reductions​​fairly​ ​– Motivation is influenced by skill variety, task​
​and transparently.​ ​identity, task significance, autonomy, and​
​•​ ​Workforce​ ​Diversity​ ​–​ ​Building​ ​inclusive​ ​workplaces​ ​feedback.​
​through fair recruitment and training.​ ​-​ ​Equity Theory​​– Motivation is based on​
​•​ ​Sexual​ ​Harassment​ ​–​ ​Preventing​ ​and​ ​addressing​ ​perceptions of fairness in rewards.​
​unwanted behaviors to ensure a safe workplace.​ ​-​ ​Expectancy Theory​​– Motivation depends on the​
​•​ ​Work-Life​ ​Balance​ ​–​ ​Offering​ ​flexible​ ​work​ ​belief that effort leads to performance and​
​arrangements and employee support systems.​ ​desirable rewards.​
​ urrent Issues in Motivation​
C
​ EEK 9​
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​•​ ​Cross-Cultural​ ​Challenges​ ​–​ ​Motivation​ ​programs​
​Motivation​
​vary across cultures.​
​•​​critical​​driver​​of​​employee​​behavior​​and​​organizational​
​•​ ​Motivating​ ​Diverse​ ​Workers​ ​–​ ​Tailoring​ ​rewards​ ​for​
​success.​
​professionals,​ ​contingent​ ​workers,​ ​and​ ​low-skilled​
​•​ ​influences​ ​effort,​ ​direction,​ ​and​ ​persistence—helping​
​employees.​
​individuals​​align​​their​​personal​​needs​​with​​organizational​
​•​​Flexible​​Work​​Arrangements​​–​​Job​​sharing,​​flextime,​
​goals​
​compressed workweeks, and telecommuting.​
​•​​process​​that​​accounts​​for​​an​​individual’s​​willingness​​to​
​•​​Recognition​​and​​Rewards​​–​​Beyond​​pay,​​recognition​
​exert​ ​high​ ​levels​ ​of​ ​effort​ ​toward​ ​organizational​ ​goals,​
​fosters motivation.​
​provided that the effort satisfies personal needs.​
​•​ ​Unionized​​and​​Public​​Sector​​Workplaces​​–​​Special​
​•​ ​energizes,​ ​directs,​ ​and​ ​sustains​ ​behavior​ ​toward​
​challenges in linking rewards with performance.​
​achieving objectives.​
​•​ ​A​ ​well-motivated​ ​workforce​ ​is​ ​more​ ​productive,​
​ EEK 10​
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​creative, and engaged.​
​Communication​
​•​​lifeblood of management and organizational success.​
​ hy do Managers Focus on Motivation?​
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​•​ ​ensures​ ​the​ ​transfer​ ​and​ ​understanding​ ​of​ ​meaning,​
​•​​Ensure effort is aligned with organizational objectives.​
​enabling​​coordination,​​decision-making,​​motivation,​​and​
​•​ ​Enhance​ ​job​ ​satisfaction,​ ​performance,​ ​and​
​collaboration.​
​productivity.​
​• the​​transfer and understanding of meaning.​
​•​​Reduce turnover and foster loyalty.​
​-​ ​Interpersonal communication​​– between two or​
​•​​Balance intrinsic and extrinsic rewards.​
​more people.​
​•​​Address diverse workforce needs and challenges.​

​ heories of Motivation​
T
​•​​Early Theories:​
 ​-​ ​ elective​ ​Perception​ ​-​ ​individuals​ ​interpret​
S
​“reality”​ ​based​ ​on​ ​their​ ​own​ ​needs,​ ​motivations,​
​experience,​ ​background,​ ​and​ ​other​ ​personal​
​characteristics​
​-​ ​Defensiveness​ ​-​ ​when​ ​threatened,​ ​reacting​ ​in​ ​a​
​way​ ​that​ ​reduces​ ​the​ ​ability​ ​to​ ​achieve​ ​mutual​
​understanding​
​-​ ​Language​ ​-​ ​the​ ​different​ ​meaning​ ​of​ ​and​
​specialized​ ​ways​ ​( jargon)​ ​in​ ​which​ ​senders​ ​use​
​words​ ​can​ ​cause​ ​receivers​ ​to​ ​misinterpret​ ​their​
​-​ ​ rganizational communication​​– the patterns,​
O ​messages​
​networks, and systems within organizations.​ ​-​ ​National​ ​Culture​ ​-​ ​culture​ ​influences​ ​the​ ​form,​
​formality,​ ​openness,​ ​patterns,​ ​and​ ​use​ ​of​
​ ​ ​not​ ​only​ ​about​ ​speaking​ ​or​ ​writing—it​ ​involves​
•
​information in communications.​
​processes,​ ​methods,​ ​and​ ​technologies​ ​that​ ​ensure​​the​
​•​ ​Managers​ ​must​ ​use​ ​active​ ​listening,​ ​clarity,​ ​and​
​right message reaches the right people.​
​feedback to overcome these barriers.​
​•​ ​Effective​ ​communication​ ​is​ ​essential​ ​in​ ​both​
​interpersonal​ ​and​​organizational​​contexts,​​shaping​​how​ -​ ​ ​ rganizational Communication​
O
​ideas​ ​are​ ​shared,​ ​decisions​ ​are​ ​made,​ ​and​ ​goals​ ​are​ ​-​ ​Formal vs. Informal Communication​
​achieved.​ ​-​ ​Communication​ ​Flows:​ ​Downward,​ ​Upward,​
​Lateral, Diagonal​
​ unctions of Communication​
F -​ ​ ​Networks:​​Chain, Wheel, and All-Channel​
​•​​Control​​behaviors formally and informally.​ ​-​ ​The​ ​Grapevine:​​Informal​​yet​​powerful​​in​​shaping​
​•​​Motivate​​employees​​by​​clarifying​​tasks,​​performance,​ ​perceptions.​
​and improvements.​
​•​ ​Provide​ ​Emotional​ ​Expression​ ​by​ ​enabling​ I​nformation Technology and Communication​
​interaction and connection.​ ​•​​Enhances​​monitoring,​​decision-making,​​collaboration,​
​•​ ​Deliver​ ​Information​ ​for​ ​decision-making​ ​and​ ​task​ ​and accessibility.​
​performance.​ ​•​ ​Tools​ ​include​ ​e-mail,​ ​instant​ ​messaging,​ ​video​
​conferencing, intranets, and extranets.​
​ ommunication Process & Barriers​
C ​•​​Raises​​issues​​such​​as​​privacy,​​constant​​accessibility,​
​•​​Seven​​key elements​​:​ ​and ethical use.​
​-​ ​Communication source or​​sender​ ​•​ ​Requires​ ​managers​ ​to​ ​balance​ ​technology​ ​with​
​-​ ​Message​​-​​the​​purpose​​to​​be​​conveyed,​​sender’s​ ​concern for employees’ well-being​
​intended meaning​
​-​ ​Encoding​​- message converted to symbolic form​ ​Evaluating Communication Methods​
​-​ ​Channel​ ​-​ ​medium​ ​through​ ​which​ ​the​ ​message​ •​ ​ ​Feedback​ ​-​ ​how​​quickly​​can​​the​​receiver​​respond​​to​
​travels​ ​the message​
​-​ ​Decoding​ ​-​ ​receiver’s​ ​retranslation​ ​of​ ​the​ ​•​ ​Complexity​ ​capacity​ ​-​ ​can​ ​the​ ​method​ ​effectively​
​message​ ​process complex messages​
​-​ ​Receiver​ ​•​ ​Breadth​ ​potential​ ​-​ ​how​ ​many​ ​different​ ​messages​
​-​ ​Feedback​ ​can be transmitted using this method​
​•​​Common barriers​​:​ ​•​ ​Confidentiality​ ​-​ ​can​ ​communicators​ ​be​ ​reasonably​
​-​ ​Filtering​ ​-​ ​the​ ​deliberate​ ​manipulation​ ​of​ ​sure​ ​their​ ​messages​ ​are​ ​received​ ​only​ ​by​ ​those​ ​for​
​information​ ​to​ ​make​ ​it​ ​appear​ ​more​ ​favorable​​to​ ​whom they’re intended​
​the receiver​ ​•​ ​Encoding​ ​ease​ ​-​ ​can​ ​the​ ​sender​ ​easily​ ​and​ ​quickly​
​-​ ​Emotions​ ​-​ ​disregarding​ ​rational​ ​and​ ​objective​ ​use this channel​
​thinking​ ​processes​ ​and​ ​substituting​ ​emotional​ ​•​ ​Decoding​ ​ease​ ​-​ ​can​​the​​receiver​​easily​​and​​quickly​
​judgements when interpreting messages​ ​decode messages​
​-​ ​Information​ ​overload​ ​-​ ​being​ ​confronted​ ​with​ ​a​ ​•​ ​Time-space​ ​constraint​ ​-​ ​do​ ​senders​ ​&​ ​receivers​
​quantity​ ​of​ ​information​ ​that​ ​exceeds​ ​an​ ​need​​to​​communicate​​at​​the​​same​​time​​and​​in​​the​​same​
​individual’s capacity to process it.​ ​space​
​•​​Cost​​- how much does it cost to use this method​
​ ​ ​Interpersonal​ ​warmth​ ​-​ ​how​ ​well​ ​does​ ​this​​method​
•
​convey interpersonal warmth​
​•​ ​Formality​ ​-​ ​does​ ​this​ ​method​ ​have​ ​the​ ​needed​
​amount of formality​
​•​​Scanability​​-​​does​​this​​method​​allow​​the​​message​​to​
​be easily browsed or scanned for relevant information​
​•​ ​Time​ ​of​ ​consumption​ ​-​ ​does​​the​​sender​​or​​receiver​
​exercise​ ​the​ ​most​ ​control​ ​over​ ​when​ ​the​ ​message​ ​is​
​dealt with​