Principles of

Management
 UNIT 6 Recruitment & Selection

6.1 Recruitment – 6.2 Job Analysis – Job

Manpower Planning Design – Sources –
Factors – Recent Trends

6.3 Selection process – 6.4 Induction –

Placement Socialization
Class Assignmnet
 6.1 Recruitment (1/2)
● Recruitment is the process of finding, screening, hiring and eventually onboarding qualified job candidates.
Different types of recruitment are follows:
Internal recruitment: Post open positions on your internal career site so current employees can apply.
Retained recruitment: Hire a third party to fill open positions. You pay an upfront fee for the recruitment work
and may pay an additional fee once a candidate is hired.
Contingency recruiting: Similarly, this option involves using a third party to recruit on your behalf, but you
only pay a fee if a qualified candidate is hired.
Staffing recruiting: This type of recruiting also involves a third-party recruiter but is often used to fill short-term
or temporary jobs.
Recruitment process outsourcing (RPO): In this case, the organization completely outsources its recruitment
function to a third party. The primary goal is to reduce the cost of the recruiting process.
Campus recruiting: Participating in campus recruiting events can help in recruiting new grads or co-op students.
Employee development and succession planning: Developing employees and preparing them for a new role is
an excellent opportunity for the employees and reduces the risks associated with external candidates.
Reverse recruiting: In reverse recruiting, the responsibility of being hired by the companies belongs to the
candidates.
 6.1 Manpower Planning (2/2)
● Manpower planning is the process of estimating the optimum number of people required for completing a
project, task or a goal within time.
● Manpower planning includes parameters like number of personnel, different types of skills, time period,
demand and supply trends, organizational strategy etc.
● It is a never ending continuous process to make sure that the business has the optimized resources
available when required taking into consideration the upcoming future projects and also the replacement
of the outgoing employees. It is also called as Human Resource Planning.

Manpower Planning Process

1. Understanding the existing workforce
2. Forecasting for the future
3. Recruitment and selection
4. Training the employees
 6.2 Job analysis (1/2) refer “Unit 6.2 PDF”
● Job analysis is a process of determining which characteristics are necessary for satisfactory job performance
and analyzing the environmental conditions in which the job is performed

Significance of Job Analysis

Methods of job analysis (types):
● Manpower Planning
● Recruitment 1. Observation methods (Direct
● Selection Observation; Work Methods
● Training and career development Analysis; and Critical Incidents
● Compensation Technique).
● Employee Safety and Welfare
2. Interview method; and
● Performance Appraisal
● Counselling 3. Questionnaire method
Components of Job Analysis
● Job Description (Job title, Summary, Equipment, Environment, Activities)
● Job Specifications (qualities required to perform a job)
● Job evaluation (Reduction in inequalities in salary structure, Specialization, Helps in selection of employees,
Harmonious relationship between employees and manager, Standardization, Relevance of new jobs)s
 6.2 Job design (2/2)
● Job design is next to job analysis. Job design involves systematic attempts to organize tasks, duties and
responsibilities into a unit of work to achieve certain objectives.

● According to Michael Armstrong, “Job Design is the process of deciding on the contents of a job in terms
of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techniques,
systems and procedures, and on the relationships that should exist between the job holder and his superior
subordinates and colleagues.”

● Methods of Job design

1. Job Rotation: It implies the shifting of an employee from one job to another without any change in
the Jobs.
2. Job Specification: It is the document showing personality traits, qualities, skills, knowledge and other
attributes required in the employee.
3. Job Enlargement: It is the process of increasing the scope of a job by adding more tasks to it.
4. Job Enrichment: It involves designing a job in such a way that it provides the worker greater
autonomy for planning and controlling his own performance.
6.3 Selection Process (1/2)
The selection process refers to selecting the right candidate with the required qualifications and capabilities to
fill the vacancy in the organization.

Application Types of Selection Process

1. Application forms and CVs

Screening and Pre-selection
2. Online screening and short listing
Interview 3. Interviews
4. Psychometric testing
Assessment 5. Ability and aptitude tests

Reference And Background 6. Personality profiling

Check 7. Presentations
8. Group exercises
Decision
9. Assessment centers
Job Offer and Contract 10. References
 6.3 Placement (2/2)
● According to Cascio, “Placement is the assignments of individuals to Jobs.”

● ‘Placement’ is posting people to jobs which match their abilities. It may be defined as a process of
assigning a specific job to each of the selected candidates.

Placement – 6 Essential Principles How to Make Placement Effective and Satisfactory?

● Job First Man Next
● Placement According to Qualification 1. Job Rotation
2. Team Work
● Familiarization
3. Training and Development
● Developing Sense of Loyalty 4. Job Enrichment
● Ready Placement 5. Empowerment
● Temporary Placement
6.3
 6.4 Induction and Socialization (1/2)
● Induction also called orientation, and it is design to provide a new
employee with information which he or she needs to function’s Contents of induction programme
comfortably and effectively in the organization. 1. Brief history and operations of the
company.
Objectives of induction (same can be written in advantages of
2. Products and services of the
induction) company.
● Induction helps to build up a two-way channel of communication 3. The company organization
between management and workers. structure.
4. Location of department and
● The idea is to make the new people feel at home.
employee facilities.
● Coordination will developed with co-workers. 5. Policies and procedure of the
company.
● Make good relationship, good initial impression of a company, 6. Rules, regulations and daily work
work supervision. routines.
● To build up the new employee’s confidence in the organization 7. Grievance procedure.
and in himself so that he may become an efficient employee. 8. Safety measure.
9. Standing order and disciplinary
● To give the new comer necessary information such as location of procedure.
cafeteria, toilets and locker room, rest periods and leave rules etc.
 6.4 Socialization (2/2)
● Socialization is the process of adaptation. It is the process by which new employees attempt to learn and
inculcate the norms and values of work roles in an organization. Learning and inculcating the norms and
values of work group are necessary for proper adjustment and job performance.

● Stages of Socialization

● Pre arrival stage : It recognizes that all the new recruits arrive in the organization with a set of values,
norms, expectations and learning. This includes both the work to be done and the organization.

● Encounter stage : When the new employees join the organization, he encounter the realities of the
situation in term of his job, work culture, subordinates and peer’s.

● Metamorphosis stage : In this stage, the new employee acquire the skills require to adjust with the values
and norms of the organization. He brings necessary change in his attitude and role behaviour to suit the
organization’s culture.
CAT-2 Portion is completed!
 UNIT-7 Training & Development

7.1 Training – 7.2 Promotion – 7.3 Demotion – 7.4 Performance

objectives – types – causes – Appraisal –
principles – promotion policy. demotion policy needs –
training performance
techniques – – Transfer – appraisal
evaluation of need – types – techniques –
training cause process
 7.1 Training – objectives
● “Training is the act of increasing the knowledge and skills of an employee for doing a particular job.” —
Edwin B. Flippo
Objectives of Training:
● To provide job related knowledge to the workers.
● To impart skills among the workers systematically so that they may learn quickly.
● To bring about change in the attitudes of the workers towards fellow workers, supervisor and the
organization.
● To improve the productivity of the workers and the organization.
● To reduce the number of accidents by providing safety training to the workers,
● To make the workers handle materials, machines and equipment efficiently and thus to check wastage of
time and resources.
● To prepare workers for promotion to higher jobs by imparting them advanced skills.
 7.1 Principles of Training
● Principle of Participation -Training is conducted to make the trainees gain the maximum out of it. This
objective can be accomplished only when the trainees are highly participative
● Principles of Guidelines - Training is conducted in accordance with the existing training policy of the
organization
● Principles of Suitability - Though there are many on-the-job and off-the-job training available for
individual and groups, a right selection of a training method is a must for effective training
● Principles of Sequence - Training is conducted in a systematic and sequential manner. It should start with
the basic tasks and skills to the most complex and complicated work
● Principle of Practice -The trainees must be given hand-on exposure after demonstration and in the course
of training. It is simply because practice makes people perfect
● Principle of Continuity – Training is not a one-time affair. It is a continuous process carried on till the
trainees acquire the knowledge, skills and attitude they are supposed to
● Principle of Result – Every training programme is conducted to accomplish certain objectives and
achieve some anticipated results.
7.1 Training technique/methods/types
 7.1 Evaluation of training
There are several types of training evaluation methods to measure the effectiveness of enterprise training, such
as surveys, post training quizzes, participant case studies, and official certification exams ./ The Kirkpatrick
Taxonomy Model
 7.2
According to
Chruden and
Sherman, “A
promotion involves a
change of assignment
from a job of a lower
level to one of a higher
level within the
organization”.
 7.2 Promotion policy
● It must provide equal opportunities for promotion across the jobs, departments, and regions.
● It must be applied uniformly to all employees irrespective of their background.
● It must be fair and impartial.
● The basis of promotion must be clearly specified and made known to the employees.
● It must be correlated with career planning. Both quick (bunching) and delayed promotions must be
avoided as these ultimately adversely affect the organisational effectiveness.
● Appropriate authority must be entrusted with the task of making final decision.
● Promotion must be made on trial basis. The progress of the employee must be monitored. In case, the
promoted employee does not make the required progress, provision must be there in the promotion policy
to revert him/her to the former post.
● The policy must be good blending of promotions made from both inside and outside the organisation.
 7.2 Transfer
● According to Flippo “a transfer is a change in the job (accompanied by a change in the place of the job) of
an employee without a change in responsibilities or remuneration”.

Need
To Meet Organisational Needs
To Satisfy Employee Needs
To Better Utilize Employee
To Make the Employee More Versatile
To Adjust the Workforce
To Provide Relief
To Punish Employee
 7.2 Types of Transfer
● Production Transfer: Such transfers are made when labour requirements in one division or branch is
declining.
● Remedial Transfer: Such transfers are affected to correct the wrong selection and placement of
employees.
● Replacement Transfer: Replacement transfers are similar to production transfers in their inherent, i.e. to
avoid layoffs
● Versatility Transfer: These transfers are also known as ‘job rotation? In such transfers, employees are
made move from one job to another to gain varied and broader experience of work.
● Shift Transfers: These transfers are affected in the organisations where work progresses for 24 hours or
in shifts
● Penalty Transfer: Management may use transfer as an instrument to penalize employees’ involved in
undesirable activities in the organisation.
 7.2 Causes of Transfer
Reasons for employee transfers:
● To avoid favoritism and nepotism.
● To avoid gaining capacity of influencing and egocentrism.
● To avoid monotony in the work of an employee.
● Makes an employee accountable to his seat, so as not to find mistake by his successor.
● So as to avoid excess dependency on particular employee, otherwise may affect the purpose of hierarchy
and lose control over subordinates.
● To create transparency among the employees and their work.
● It limits taking advantage and sole control over the seat or section.
● To avoid unnecessary influence on others for their own advantage.
● To make conversant of different seats work.
● To maintain healthy relationship in between all the staff members to retain harmonious environment to
avoid unnecessary disputes.
 7.3 Causes of demotion and demotion policy
Demotion refers to the lowering down of the status, salary and responsibilities of an employee.

● Causes of demotion
● 1. Lack of workplace discipline, 2. Inadequate knowledge of the assigned work/designation, 3.
Organizational Restructuring, 4. Declining performance, 5. Violation of company rules, 6. Improper work
ethics

Yoder, Heneman, Turnbull and Stone have suggested a five-fold policy in regard to demotion practice:
1. A clear list of rules along with punishable offences be made available to all the employees.
2. Any violation be investigated thoroughly by a competent authority.
3. In case of violations, it is better to state the reasons for taking such a punitive step clearly and elaborately.
4. Once violations are proved, there should be a consistent and equitable application of the penalty.
5. There should be enough room for review.
 7.4 Performance Appraisal
● Performance appraisal is a method of evaluating the behaviour and performance of
employees in the workplace. This includes appraisal of both qualitative and quantitative
aspects of job performance.

Need for Performance Appraisal:

1. Providing information about the performance ranks on which decision regarding salary
fixation, promotion, etc. are taken.
2. Review of the performance of the subordinates.
3. Providing information that helps to counsel the subordinates.
4. Getting information to diagnose deficiency in employees regarding skills, knowledge, etc.
5. To prevent grievance and in disciplinary activities.
 7.4 Performance appraisal techniques

Source: https://theintactone.com/2019/02/18/hrm-u4-topic-2-techniques-of-pe rformance-appraisal/

 7.4 Process of Performance Appraisal
● Establish Performance Standards: The appraisal process begins with the establishment of performance
standards. The managers must determine what outputs, accomplishments and skills will be evaluated.
● Communicate Performance Expectations to Employees: Once the performance standards are established, this
need to be communicated to the respective employees so that they come to know what is expected of them.
● Measure Actual Performance: This is the third step involved in the appraisal process. In this stage, the actual
performance of the employee is measured on the basis of information available from various sources such as
personal observation, statistical reports, oral reports, and written reports.
● Compare Actual Performance with Standards: In this stage, the actual performance is compared with the
predetermined standards. Such a comparison may reveal the deviation between standard performance and actual
performance and will enable the evaluator to proceed to the fifth step in the process
● Discuss the Appraisal with the Employee: The fifth step in the appraisal process is to communicate to and
discuss with the employees the results of the appraisal. This is, in fact, one of the most challenging tasks the
manager’s face to present an accurate appraisal to the employees and then make them accept the appraisal in a
constructive manner.
● Initiate Corrective Action: The final step in the appraisal process is the initiation of corrective action when it is
necessary. The areas needing improvement are identified and then, the measures to correct or improve the
performance are identified and initiated.
 UNIT 8 Motivation, Leadership & Morale
8.1 Motivation – types 8.2 Theories –
– significance Maslow’s Theory of
Hierarchical Needs

8.3 Herzberg’s Two 8.4 McGregor’s X

Factor Theory Theory and Y Theory

8.5 Morale – 8.6 Leadership –

determinants qualities – functions –
importance – styles
 According to W. G. Scot, “Motivation means a process of stimulating people to action to
8.1Types of accomplish the desired goals.”
Motivation (1/2) Achievement Motivation: It is the drive to pursue and attain goals. An individual with
achievement motivation wishes to achieve objectives and advance up on the ladder of
success.
Affiliation Motivation: It is a drive to relate to people on a social basis. Persons with
affiliation motivation perform work better when they are complimented for their
favorable attitudes and co-operation.
Competence Motivation: It is the drive to be good at something, allowing the individual
to perform high quality work.
Power Motivation: It is the drive to influence people and change situations. Power
motivated people wish to create an impact on their organization and are willing to take
risks to do so.
Attitude Motivation: Attitude motivation is how people think and feel. It is their self
confidence, their belief in themselves, their attitude to life. It is how they feel about the
future and how they react to the past.
Incentive Motivation: It is where a person or a team reaps a reward from an activity. It
is “You do this and you get that”, attitude. It is the types of awards and prizes that drive
people to work a little harder.
Fear Motivation: Fear motivation coercion’s a person to act against will. It is
instantaneous and gets the job done quickly. It is helpful in the short run.
 8.1 Significance of Motivation (2/2)
● Motivation helps to change from negative attitude to positive attitude. Without motivation the employees
try to perform minimum activities in the organization. But the motivation fills in the desire to perform to
their maximum level.
● Motivation improves performance level of employees.
● Help in achieving the organizational goals.
● Motivation creates supportive work environment. In motivation the relations between superior and
subordinates are always improved.
● Motivation helps the managers to introduce changes. The motivated employees show less resistance in
accepting the changes.
● Reduction in Employee Turnover. The motivation creates confidence in the employees to get their need
satisfied in the organization itself.
8.2
8.3
8.4 McGregor’s X Theory and Y Theory
 8.5 Factors Determining Morale
● According to Alexander H. Leighton, "morale is the capacity of a group of people to pull together persistently and
consistently in pursuit of a common purpose".
● Confidence in leadership: If the leader of the organisation is able to win the confidence of the employees,
morale will be high
● Job Satisfaction: The morale of the employee would be high if he is satisfied with his job
● Confidence in co-workers: Mani is a social being and he finds himself more enthusiastic in the company of
others.
● Sound and efficient organisation: Sound and effective organisation is an important factor affecting the
employee’s morale.
● Fair remuneration: Fair and reasonable remuneration is essential to secure enthusiasm and willingness of the
workers to do the job.
● Security of job: If the employee feels secured, they will be willing and co-operative to do the job allotted to
them.
● Opportunity to rise: The employees should also be made to realize that if they work properly, they will be
promoted and adequately rewarded. This feeling of recognition will definitely boost their morale.
● Working conditions: The conditions of work at which the employees are required to work also affect their
morale.
● Physical & mental health: An employee with weak health cannot be co-operative and willing to work.
 8.6 Leadership Qualities
Koontz and O’Donnell, Leadership is the ability of
a manager to induce subordinates to work with
confidence and zeal.

1. Good personality.
2. Emotional stability.
3. Sound education and professional competence.
4. Initiatives and creative thinking.
5. Sense of purpose and responsibility.
6. Ability to guide and teach.
7. Good understanding and sound judgment.
8. Communicating skill.
9. Sociable.
10. Objective and flexible approach.
11. Honesty and integrity of character.
12. Self confidence, diligence and industry.
13. Courage to accept responsibility
 8.6 Functions and Importance of Leadership
Leadership Functions
1. Setting Goals
2. Organizing
3. Initiating Action
4. Co-Ordination
5. Direction and Motivation
6. Link between Management and Workers

The importance of leadership

1. It Improves Motivation and Morale
2. It Acts as a Motive Power to Group Efforts
3. It Acts as an Aid to Authority
4. It is Needed at All Levels of Management
5. It Rectifies the Imperfectness of the Formal Organisational Relationships
6. It Provides the Basis for Co-operation
 8.6 Leadership Styles
● Autocratic Leadership: Also known as Authoritarian Leadership, an Autocratic Leadership style can
easily be summed up by the command, “Do as you’re told.” In Autocratic Leadership, direction comes
from the top, a singular figure who leads a company or team. An autocratic leader determines strategy,
policies, procedures, and the direction of the organization, dictating everything to subordinates
● Democratic Leadership: Also known as Participative Leadership, the Democratic Leadership approach
involves gathering input from your subordinates and team members so everyone has a chance to
contribute to the decision-making process. Democratic leaders excel at sparking creativity among
subordinates, and projects are enhanced when positive contributions come from all sides.
● Laissez-faire Leadership: Don’t let the name deceive you. Laissez-faire Leadership is not a “Who
cares?” approach. Rather, it involves empowering your employees, being hands-off, and trusting them to
accomplish the task at hand without constant questions or micromanagement. Laissez-faire leaders leave
decisions to their employees, while staying available to provide feedback when necessary.
● Transformational Leadership: Transformational Leadership involves developing a grand vision and
rallying your employees around it. Under this style, the team is eager to transform and evolve – personally
and professionally – in order to achieve the overall goal.
 UNIT 9 Communication, Co-ordination & Control
9.1 Communication – characteristics – process –
principles – dimensions– media – types –Barriers –
measures to overcome barriers

9.2 Co-ordinating – importance – techniques

9.3 Control – need – types – techniques – process

 9.1 Characteristics of Communication
● Clear: The primary character of any spoken or written form of transmission of information should be to
state the message clearly.
● Concise:Time is an essential parameter in communications.
● Concrete: Whatever message or information or data is present in your communique, it should be well-
footed. Your arguments should have data that suitably backs it up.
● Coherent: It is a well-planned, logical and sequential presentation of the information.
● Courteous: We know that all business communications should have some degree of formal flavor. The
presenter should try his best to be honest, respectful, considerate, open and polite with the receiver of the
information.
● Listening For Understanding: Communication doesn’t only mean presenting or generating
information. It also means to receive it.
● Focus And Attention: Multitasking is the name of the game these days. However, while receiving or
transmitting information, a certain level of focus is essential.
● Emotional Awareness And Control: This is the last but certainly the most important aspect of effective
communication. Emotions will guide you through any situation of life. Whether you accept a message with
the intention it is relaying with or not, depends on the emotional maturity and your emotional intelligence.
9.1 Principles of Communication
9.1 Process of Communication
 9.1 Dimensions of Communication
● Verbal/Nonverbal Dimensions: This encompass the use of language, the words chosen (Verbal
Dimension) and the facial expressions, and the gestures and bodily movement used (Nonverbal
Dimension). Verbal and nonverbal dimensions must be used together to clearly impart the message.
● Oral/Written Dimensions: These two mean spoken communication (Oral Dimension) and
the transcription of thoughts and ideas (Written Dimension).
● Formal/Informal Dimensions: These speak of the factors that may or may not highlight traditional and
conventional communication. The Formal Dimension usually means the meticulous observation of
appropriateness in dress, language, and setting, while the Informal Dimension is the opposite. That is, it
uses a more casual approach with no regard for the formalities.
● Intentional/Unintentional Dimensions: These rely on the fact that Messages always have a Purpose.
There is an intention when people communicate with others. In fact, this intention is why we want to
communicate in the first place. One wants to say something, but what one may intend may not be the
actual result. Sometimes people laugh at something that was said, even if the Speaker meant it to be taken
seriously. It must be remembered that every Message has an unintended meaning.
9.1
9.1 Based on
Channel
9.2
9.2 Importance of Coordination Definition of Coordination
● Promotes working as a team
● Effective in guiding and motivating Mooney and Reiley – “Coordination is
an orderly arrangement of group efforts to provide unity
● Effective utilisation of resources
of action in the pursuit of common goals.”
● Enhances performance and productivity
● Expansion of business
● Controls conflicts
● Establishes unity of action
● Interconnectivity of units
9.2 Techniques of Coordination
● Sound and proper planning
● Cleary defined goals
● Sound organisational structure
● Effective communication
● Proper guidance and supervising
● Chain of command
● Group discussion and cooperation
● Establishes interpersonal relationships
● Through special coordinators
 9.3 Need/Importance/Significance of Control
● 1. Achieving organisational objectives
● 2. Coping with changes
● 3. Efficient use of resources
● 4. Determining the accuracy of standards
● 5. Helps in decision making
● 6. Motivates employees
● 7. Maintains discipline and order
● 8. Improves coordination
9.3 Control is of three types in management
● Operational Control: This deals with the implementation of operational plans. Besides regulating the
business’s daily results, it is concerned with schedules, budgets, and particular outputs.
● Strategic Control: Companies use it to control the development and implementation of strategic plans.
Typically, top-level management is involved in the strategic control process.
● Tactical Control: This level involves making tactical plans to achieve a long-term goal. Typically,
middle managers implement these plans at all department levels.
●
 9.3 Techniques of Control
● A) Traditional
● #1 – Budgeting: A budget is a statement reflecting an organization’s future expenditures, profits, and earnings.
It is an estimate of a company’s future financial position.
● #2 – Personal Observation: This is the easiest way for managers to control organizational activities. Managers
of a business can observe the work in progress to accumulate information as first-hand information.
● #3 – Statistical Reports: The information is presented in tables, graphs, charts, etc., enabling managers to
compare with previous periods’ performance easily.
● Modern
● #1 – Return On Investment: Also called ROI, it is a useful technique that helps determine whether the business
has been able to utilize the available capital efficiently.
● #2 – Ratio Analysis: Companies use ratio analysis to measure the organization’s performance. The different
types of ratios commonly used are profitability ratios, solvency ratios, liquidity ratios, and turnover ratios.
● #3 – Responsibility Accounting: This is an accounting system where the involvement of different sections,
departments, and divisions is set up as ‘Responsibility Centers’. These centers can be of various types,
like revenue and cost centers. Every center’s head is responsible for achieving the center’s predetermined
objective.
 9.3 Process of Control
● Setting the standards: Standards refer to the targets a business plans to achieve to fulfill the
organizational goals. These standards are of two types — quantitative and qualitative. The former is
measurable, for example, expenditure, profit, cost, output, etc. On the other hand, the latter is
immeasurable in monetary terms. A few examples are managers’ performance, an employee’s attitude
toward a specific concern, etc.
● Gauging the actual performance: The business measures employees’ performance in the next step. This
way, it becomes easier for organizations to identify deviations from their established standards.
● Comparing the actual and standard performance: Identifying the deviations from the established
standards is crucial for companies to assess their performance.
● Taking corrective actions: Lastly, companies take the steps necessary to eliminate deviations from the
set standards.
 UNIT 10 Management Tools
10.1 Strategic 10.2 SWOT 10.3 10.4 Change
management – Analysis Organizational process
planning for change and
future decision development
 10.1 Strategic planning for future decision
● Strategic management in a business refers to the planning, management, utilization of resources to define
and achieve objectives efficiently.

● 1. Determine your strategic position: This preparation phase sets the foundation for all work going
forward. You need to know where you are to determine where you need to go and how you will get there.
● 2. Prioritize your objectives: Once you have identified your current position in the market, it is time to
determine objectives that will help you achieve your goals. Your objectives should align with your
company mission and vision.
● 3. Develop a plan: Now it's time to create a strategic plan to reach your goals successfully. This step
requires determining the tactics necessary to attain your objectives and designating a timeline and clearly
communicating responsibilities.
● 4. Execute and manage the plan: Once you have the plan, you’re ready to implement it. First,
communicate the plan to the organization by sharing relevant documentation. Then, the actual work
begins.
● 5. Review and revise the plan: The final stage of the plan—to review and revise—gives you an
opportunity to re-evaluate your priorities and course-correct based on past successes or failures.
10.2
 10.3 Transformational leadership infographics

The Process of Organizational Challenges to Organizational

Change and Development Change and Development

● Identifying an area of improvement ● Fear of the unknown

● Investigating the problem ● Conflicting goals

● Creating an action plan ● Burnout

● Creating motivation and a vision ● Lack of leadership

● Implementing ● Lack of understanding of planned

changes
● Evaluating initial results
● Difficulty changing the mission or
● Adapting or continuing values
10.4 Change Process (10.3 same)
FAT READY!!