r·.

JOB DESIGN
L ,. : SYLLABUS:
~

cation, Job rotation,

Definition Methods of Job design - work Simplifi
of Self directed team. high
Job enrichment, Job enlargement, autonomous
performance work team.

■ CONTENT ■
t. Introduction 7. High Performance Work

C
'learn
z. Job Design ~Meaning and
Characteristics 8. Work Slmplfflcatlon
3. Job Ro~tion 9. Autonomous or Self
4. Job Enlargement Directed Team.
□ Exercise
5. Job Enrichment
6. Difference between Job
Enlargement and Job
Enrichment

Q. 1INTRODUCTION :-1
ialisation and division of
· The modem produ~tion ~chnologyleads to spec
r cost of production. But
1abour. It results into large ·scale production at lowe
ss. The concept ofbuman
more production is not the only objective ofbusine
ng the production. Th~jobs
relations inindustries is concerned with humanisi
me bored, the work does
should be so designed that the worker does not beco
ue, less chances ofaccidents
not become monotonous, it results into less fatig
strial psychologists believe
and more job satisfaction to the workers. The indu
that too much specialisation and doing same type
of routine work day after
the job must be so designed
day results into boredom and monotony. And so
worker. The concept ofJob
that it becomesinteresting and challenging to the
ing. e.g. aworkeris entrusted
Enlargement is the outcome ofthis way ofthink
j~b but which involves the
with some other work connected with his present
ced by the concept ofjob
same type ofskill. Again job enlargement was repla
(3) INPISYBBHRMGU37!
 Job Desigri · .
4 . --.... ·
. ,...... t. Job enlargement involves same type of additio.nal work w~ct is at the centre' and his ~ 5
enncwu,D .. nl 1h . tal . !,~ g needs and ·. .
does not'solve the problem of boredom _It is o y o?zon expans1on~of.' ; ~de. .converuence are given .
W
ork. But the concept of job enricbinent mvolves_ a~dmg sokmef thchall~ngi.A&
1. . (") Je>b Satisfaction : Job is d . . . prune
d wor o e 1-,:_ " th eSlgned tn su h • ··
work.'e.g. a worker may be asked•to o some rep~nng . . al .mac~~ ·sfaction to e employees. Of course 1. c a w~y that it will give job
he is doing his routine job. Concept of JOb rotation is so µsedin . octivity. Thus, by benefitting thee ul timateJy tt leads to·inc-ascd
on which . di . al 'b'l' mp oy .1:.
.this connection, but it does not involve any ad tion respons1 I .lty or fitted!>,, • ..
"'
ecs, I.UC o~gan1sation itself is
challenging task. , . l I. (3) f o Reduce Shtress : iob design aims at rcduc· th .
d by too muc · speciaJisatl<l... . ·Part' . mg e strain and stress
2. JOB DESIGN : J •101 se 1.1uu. tcularty 't .
doin and.fatigue resuliitrg ftontth . _'. l , aims at reducing the
~ , (2.1) Meaning and Characteristic : When the concept_ of bu~ (4) Brin~ Variety and Diversit/:s~:r~t~ne and ~oringjob.
'relations in industries was put forwarq,it was also su~g~Stcd th1~tJobs sh~u\a it alsomotivates to.work because it. 1 th rcdu_cmg boredom and
be designed keeping in view_ ~e h ~ charac~ristics and_ nee_ds. E!~'f :'and it is made challenging. mvo ves use of varied and diverse
individual has differentcapabihty and skill of working. Every time Job design
. 1 '(S)JobEnlargement:Jobdesignincludesb0 th' b
isthoughtof itniustbeconsideredhowtodesignthejobthatwill swt human ti; fy' th · . JO enlargementaodJ'ob
, . ~ . iUJlent.Bysa s mg errhigherorderneeds fti •
beings working on it. Toe way jobs are designed influences employe~ - c . & · ti'
.ob satis1-ac on. ·
,e ort1smadetogivethcm •
perfonnancc and satisfaction. The job has to be adjus~ to the h ~ ne,eds- re J • • . .
and not vice• versa. If.this• )S • • will'
. taken care· of, producttvity . mcrease w1'thoutl · (6) Job. Rotation
. • Job design
. also includes JO. b rotation in which' ,.
•
·mcrease m• effort
· of workers.
• •
There would be mterestmg • o1dranar ! ,
• d1'ffi.erence 10 p1oyee 1s·shifted.from
· . one Job to an0 ther to reduce his. boredom · an
new way of thinking. Fonnerly the idea was to increase produc~oh witho{t · ••(7) Job Redesi~ : A j~b design is not a permanent one. It h
~inking about its effects on human min~ and b~~Y- ~le m~dem
1s b~ed on effects of work on hu~ bemgs besides mcreasmg produc~ti<?,n
~of_ 0nsidered from time to _tim7·in_ th~ light of developments in
]lniques and technologies. This 1s done to impart,job satisfaction to
~u:!:
and productivity. · . Joyees. In other works the concept ofjob designinchuds job redesign also.
(1) In simple words, .'Job design is concerned with desigoing ,$e job t JOB'ROTATION':··" · ~ ·
keeping in view the :human approach in indu~es. It aims at increasing · ·
productivity, reducing fatigue 'and monotony of worke~; providing work Job rotati~n i~ a.l'art of philosoph): of job design. It is changing of jobs
safety·aod fufill the higher-level needs as presented by Maslow and Herzberg . move l>?red 9~ and monotony of workers. , 1
or to providing motivating factors.' . · ·. Following fil'9 _some definitions of job rotatioU:
:(~) A~ Siegel bas _put it, 'Job design dete'rmin~s ~e job units assigµed t; ; (1) 'Job rota~on is the·shifting of an employee from one job to another so
iv1dual employees and the method of perfonnmg 1t' 1
,.,. tmonotony. ~q,boredom are reduced and the jo\>,involves skill variety.'
(3) While explaining the meaning of Job Design Terelip says, 'The tcnn ,(2) 'Job rotation is moving employees IU]l()ng differenttasks in the same
· job design refers to the way the tasks are combined and to,detennining ti,.e up, over a period of time.'
respons.ibilities associated with it.' (3) Stephen Robbins said, 'When an activity is no longeflchallenging,
(4) Job design involves conscious efforts to organise tasks, duties Md employee would be rotated to another job,.at the sa~ level, that has
responsibilities into a unit of work tQ acbie;ve certain objectives. 'larskill requirements.'' .
(2.2) Thus the clutracteristics of:job de~ign are as follows: , 1 (4)Job rotationisexchangeofjobsforemployeesinthesrumworkgroup.
(1) Human at the centre : lo the modem concept ofjob design a human , (5) Job rotation is a system in which a worker is allotted different jobs at
same level from time to time.'
NP/8D
G. BBA (Seme-3) Basic Human Resource Management• 5 l50I
 ~6---------:---:- ---:-----:--,-:--~~ s'IJob Design
For example (I) A clerk in a bankmaybe_asked to a~ptch~p -,,,,.-: .
·me, then to write a scroll book, then to wnteledgers, to 1ssue.d Jobs that score 101' on rnotivatin 7
Someb ' .,r,erienced greater meaningfuJ&.potentiat. Employees are~: .._1Y.Ahave
at different times (2) In a college a clerk may be asked to accept \ , err- . b d . · . nesa from th . 1AC ..,

forms, then to accept fees, to dispatch letters etc. :~orin-rg:-:Jo::=s-=:un::n:-g:--:th::-e-y_e_ar_ins.:.:::te ..

:ad of one , eir work by having done four
Advantages : So~ of the advantages of job rotation are as fo!J [f]?OB ENLARGEMENT J ·
(1) Increases Variety : It increases the job variety to workers 4,1Inthemodemindustry th .
' ere1sanover---·ali .
increase his skill . : c, • , , h ,1 ,>'f (l repares on1Ya very Small Part of th -r--1 sat1on and the Worker
(2) Reduces boredom and monotony : As the, worker is being f
Jllpartanceofhis job oreven what the w:ole product.. He docs not know the
different jobs, his boredom and monotony in doillg the same type ~· ~ecome routine, boring and du)). ltrce;;tsoil: pro~ss is. Hence, his workbas
reduced. a
:11 i! f derives no job satisfaction. to fatigue and monotony and he
(3) Flexibility in Scheduling Work: It gives flexibility to manage In response to this criticism job enlargement. .
1.s enlarged as to.u tilise~~ ~f the ab'liti' f is suggested in which job
in scheduling the work. The employees learn wider range ofskills, b 50
. kn th I d d hi '· 1 eso theemployccs S
case of leave of other employees d ue to sic ess or o er re , iaskisad e to sroutine,specialiscdjob.Itwidensthenu · omemore
vacancies can be filled. employees must do and thus it adds variety. mberoftasksthat
(4) Staffing becomes Easier: As the employee learns different Shrl Tl~~ m:i~ McCormick has given aninterestin . . .
skill, the problem of staffing becomes easy. for th~ management. , ,~
I
ase reported tiy Biggane and Stewart• ~ tllustrabon. It is a
r- c mrespectofoperations Of sembli
(5) Dev~Jopment of Employees: As the employee learns all ty the water pump for an automatic washing ma bin Th as ng
and originally they were assembled by five~ e.th e pump had 6 2 parts
in the same job gror /, his skill and ability to work in that grouP, dev
. . . non e assembly line basis
.Each emp1oyee will Join one part and pass it on to the other
• ' " 1

. (6)R~ucesMisappropriation: Whenemployees.areshiftedfr<t . ·
post to another, the employees will not dare to misappropriate mone enlargement, one operator was asked to perform all scmbl ·. In Job
I th cd f · as Yoperations. As
Disadvantages : aresu t, es~ 0 w~rk mc~eascd boredom and fatigue were reduced and
(1) No extension of job : Job rotation does not really cJ.i~ie ?
there was an mcreased J0 satisfaction. Biggane and Stewart observed, ,Job
variety. Hence there is no job extension and does not reduce boredo enlargement o~ers defiwte-opportunities to ellbance the IJlCliDing of work
(2) No Challange: It does not involve allotting any othercb'alleJi>'· tbrOUgh greater _m".olvemcnt of.the operator, to favorably affect quality and
to the employee and does not involve aiiy additional responsib1fi6,?-1 cos~ and to p~vide an ~pportuwty for greater job satisfaction forthc man on
the Job and his superv1Sor.'
(3) Creates disruption: Job rotations create disruptions. dihercmp
have to adjust to the new employee. The supervisor may also have"rtl,' 4·2Meaning of Job Enlargement:
more time in answering questions and teaching the worlcith him.' · M1 (I) In simple words , 'Job enlargement is the reverse ofjob specialisation.•
(4) Expensive : Shifting people around has costs. The're will tie (2) In the wo~s of Kllb,~dge,, 'J.ob enlargement is the expansion of job
wastage. More time will be Jost and money will have to be spent to content to meJude a wider vanety of tasks and to increase the w~rker' s
new work everytime he is shifted. ,, , II. freedom of pace, responsibility for checking quality and disc~tion for
1
(5) Stress : As an employee is frequently shifted, he is not able ' method.' • '

in peace. In fact he is always working under stress oflearning new j1 According to Robert Cooper, 'Job cnlarge~nt is adding more to the
adjusting to the new work. present job design and introducing variety into it'
(6) No motivation : As Robbins has said, 'rotation is a weak sol
lnd111hial PIJ"hoioo • 87 Tlfflll ud McComldt P. 519 Snl Ed.
 .. peslgn 9
JO"
8 flle part of personnel, rcdiccd turnover and absenteeiffl\ increased
'Jobenlargementisthehorizontalex

r,
. . oJlodllctivity and improved quality.•
(4)· As one auth?r bas.wn~n, working onitdoes not require additio
ofjobinwbicbthewou,er . . ' : "'l some Researches : ,
and the employee does vanety ofJobs. •..,
Job enlargement was adopted first by President Thomson Watson ofIBM
. · nt' liesthattheemployeeperformsmorcvaned
. 1943, During his visit to compants Andicot's plant he ooticed that a
(5) 'Joh~ehnlargeallmeon1:same level, the idea !>Cing to make thc]q
, - w1care , • :ornan worker was standing P_~sive before the milling machine. On enquiry,
monotonous.' C. B. Mamorla .. 'twas found that spe was wa1tmg for_s~t-up man to start a new job. It was
Luthans said 'Starting in the 1950s some pract1S1ng manage~ 1
vealed that the woman concerned was able to setup thejob ontho machine,
(6) the countiy such· as the founder _of IB_M. ~o~ Watson ,.,,.. re t doing it was against the rules of the company. Waston decided that the
~oncemed about the impact of job engmccnng appro~chcs !P b~d woman worker and all machine operators must setup the job themselves
'Ibey began implementing jo~ enlargement and _rota~on P!'g II' satthe machine. Prof. Charles WalkerofYale University derived the word Job
Essentially, the job enlargement programmes honzontaly I~~~ 0
~argement for this change. Due to this change the worker's job_ became
work, expanded the number of operations pe~ormed by the ~~"!. ;verse and as a result the average salary ofa worker increased by 10 percent.
is 'made the job less specialised.' ' I~ere was a notable decrease in the number of set-up men an~ inspectors. In
4.3 Characteristics: . · , 1~ .. 43 there were 207 set up men against total of 3,351 machine operators.
19
Froni the above definitions, the following characteristics ofjob~ ,v,l• I
/While after ten years there were only 4 setup men against 4411 ~chine
ment can be de.rived. ,i: , .. operators. The boredom and fatigue of workers were reduced, their in~rest
reduced and
(1) Expansion of Job : The worker is given·additional job similar. . work enhanced,
w . abseenteesm was lowered, complaints
.
one which be is doing. Thus there !5 an expansion ofjob. - ropartion of errors was i:onsiderably reduced.
p • __.
(2) Removes Boredom: Job enlargement leads to variety in _tasks , 4.5 Advantages of J~b_Enlargement:
a result the boredom of worker is reduced. Monotony of routine JY!- ) Toe following arc the advantages of job enlargement :
broken. (1) 1be quality of work improves. In the above research of pump in washing
(3)IncreasesJobSatlsfactlon:.1beworkerisgivenfrccdomind machines the rejections were reduced from 5% to 0.5%.
the pace ofwork and selection of work methods. It means he is askc4~ It leads to cost reduction (in the above pump case, direct labour costs
and implement the work. The aim is to reduce monotony and inc .' were reduced by 16 percent; material handling and repairs reduced by
satisfaction.
50 percent.)
(4) Diversity In Job: The worker may be asked tochccktheq •
It reduces labour turnover and rate of absenteeism
work and also supervise the working, it brings diversity in jobs. He has.,
more than one job. . ' Breaks monotony, reduces boredom and motivates workers.
(5) Utlllsatlon of Worker's Ablllty: As the wor~rs are.give~-
' J Reduces c~mplaints, as the motivated workers inc~ ased productivity
freedom, his abilities are utilised_to the full extent. '' ~ '. ~ and make maximum use of their abilities
(6) Horizontal expansion : Job enlargement is expansion of the jo The morale of employees i11crea~es which is b~n~fic!al to bot4.
the same level. It is a horizontal expansion. The additional work given 4.6 Limitations of Job Enlargement: .
involves the use of same type of skill. The following limitations of job enlargement must also be considered :
(7) Increases Productivity : As Tiffin and McCormick have saifi (I) It may not be applicable to'all employees, because some employee by
reported effects ofjob enlargement programmes include improved auj nature like the routine and repetitive work.
10 b peslgn 11
ble to enlargement. There are certaii;i jobs,
ot.) ctIARACTERISTICS :
(2) All jobs are not amena
. ed with some other J00 •
.L ~ 11 5.;1 "
can not to be combin fro Jll.the
" . . above definitions J.ob ; hme .
1
..
(3) Supervmon~ecomes
necessary due to job enlargement and wo~
. •R, i actenstics
, cnnc
.
nt 1s found to have following

not tolerate it. • . . " II af(l) piv~rsity 10. jo~s : Job is expanded so as to combine it with
. . . lyhorizontal expansion of job invovmg same ski1I;1 1'S jnvolvmg app~icatlon of variety of skills. It reduces monotony and
(4) As 1t1s s1mp . · n.
not make the job interesting, , .~, es job cballengmg.
. tve use of variety of skills and so does not leaa (2) 1111proves Skill : As the employee is given freedom to supervise his
(S) It does n~t invo . ~ work, to take d,ecisions in respect of work schedules etc; he has an
satisfaction. , in 11
As R bbl~ has put it, "While job enlargement attacked,thcJ 1 rllmity to develop variety of skills.
diversity :overspecialised jobs, it did little to instil cballengeor ~.1~ ~3) Decision Freedom : The worker is given some freedom to take
jsions as regards the way in which the work is to be performed.
ness to a worker's activities." i ~
1 (4) Additional Responsibility: By giving additional responsibility to the
I5 IJOB ENRICHMENT : I . ' ...~ ,;' ployee, his v.;~rk is made more challenging. He is given the additional
onsibility to plan, execute and inspect his work.
(5.1) Job enrichment was introduced to deal with sbortcomi~s o sp , ' f ~ 'II
' ' b nl 'I' ,,
enlargement. Toe aim of bo.th is the same. However m Jo_ e . ar,;~ (5) oevelopmento Employees : As the employees have to apply variety
~skills and undertake additional responsibility, it leads to his devylopment.
worker is given additional taskinvolvingthe same type ofskill.Itis ho ,
expansion. While in job enric~ent there is verti.cal expansion _ in wlii (6) Wor!_ )!~omes 'Mean.ingful : As the monotony and boredom ,of
worker is asked to do additional job, involving different skills lind ui. petitive job,is. avoided ~d task becomes challenging, it makes the job
. '~
additional responsibility. Toe task becomes challenging. Toe motiv I eaningful to the worker.
factors ofHerzberg' s two-factor theory arc used in job enrichment. Irf 1. (7) Includes Motivating, Factors : In fact, it was Herzberg who

of Maslow' s need theory, it tries to satisfy higher level needs of.empt' ' vacated job enrichment to make job.more motivating. He pleaded for
Job enricbement was the direct result of Herzberg' s motivation theo~ I eluding motivating (actors in the job. ..

. . , N
(5.2) DEFINITIONS : '(5.4) SOME RESEARCHES : .
(1) According to Fred Luthans 'Job enrichment is concerned! °' r J ' •• ' '
I ' Scott Meye~ of Texas 'instruments and Robert Fprd of American
designingjobs that include a greater variety ofworkcontent; require ahi 'elephone and Telegraph (~T & T) 1!i~d to implement the technique ofjob
level ofknowledge and skill; give workers more autonomy and rcspo~i ·chement in practice. The managementpfTaxas Instruments wanted to
in teffilS of planning, directing and controlling their own perfonnanc;e: erify how far the rpoti vation theory ofHerzberg is valid. So they undertook
providetheopportunityforpersonalgrowth and ameaningfu! work expert' extensive research study . .Satisfied with the result of the study, the
11 r 1
(2) Stephen Robbins said,'Job enrichmentrefers to the vertical exp 1
mpany proceeded to enpch some of the jobs in the company. Supervisprs
of jobs and increase the degree to which the worker controls pie pl t ere trained to analyze sbbordinates' functions in terms of motivation or the
execution and evaluation of w·s job.' · '. r1 ygiene factors. Thus·~!Tex.as in~truments job e~chment became part ofthe '
(3) Keith Davis has written 'Job enrichment means that additf agamgement philosophy as w~p as a technique of job design. .
motivators are added to the job to make it more rewarding... job enric The other leading advocate of job enrichment was Robert Ford, who is
is anexpansionof anearlierconceptofjob enlargement which soughttQ
'etly responsibl~~?~,ip plementingjob enrichment. Toe empl~yees.of AT
workers_a wider variety of d~ties in order to reduce monotony.' ,r T's treasury section were yducated. They wereicorrespondmg with the
~av1s says that the term Job enrichment was coined by Herzberg b
stomers. This work was supervised so that the work may be done
on his research with motivators and maintenance factors.
 Job oesign
12
satisfactorily. Of course the work was done within the ~ons~tuti9~al ~~iADD'VVJAVN;;TrAA~GiESsoo;FJJOOB;-;ENRI~;CHM=:::ENT=-----~13
work of the company. But the quality of the work was mfenor. Thi,J?~ tvfany benefits arc claimed i . b .
. b . d" or Jo ennchmcnt h' h
·
enriched. Two groups ofcmployees were selected. The work ofone I) As JO 1s 1versified it inc . • w JC arc as under .
(
enriched while the other group was selected for testing and their w~rk "(,a employee's needs~ fulfillredeasbes Jo~ satisfaction of employees. The
Ythetr v ·ed · b
enriched. ~ !
gap between employer' 5role and his :: 0 s. There is a reduced
In order to bring diversity in the work of the first group (1) the emp} 111e overall cost is reduced Th k pc. onality.
(z) . · e wor erhimself . .
were allowed to sign letters written to the customers (2) The responsibi}i' checks quality of bis work whi h superv1scshisworkand
quality of their work was entrusted to them (3) They were encourag~ · inspection. Ofcourse m·trod•uc· c_ bredu~es coSts of supervision and
• mgJo ennchmc t ·
experts and (4) Arrangements were made for them to go to expert and g savings through it more than off t . n mvolvescostsbutthe
Se S lt.
guidance. The result was that job satisfaction increased productiv~ (J) 'Ibequalityofworkimproves. Themeasureof u . .
raised and quality improved. The absenteeism and turnover decre , units rejected or the number f q ahty is the number of
. o customer' s complaints. Where the
(5.5) EXAMPLES OF .JOB ENRICHMENT : 1 11
,/ ·-~
qual1tyofworkdepeodsontheemployees th . b .

The following are some ~xamples showing how job enrichment f' veryeffective.

(4) It leads
. .
• eJo ennchmenthasbeen
to flexibility in doi~g. Group of wo k · .
r ers is given freedom ID
.
Old situation Situation after Job Ja;n~ dec1dmg work schedules and the method of d . . TL.: •
. omg it. 1 ws will lead to
1. Each employee was rotated 1. Eachemployeeisassigned reduced absenteeism and turnover. .
amon all machines twomachines ., • ( (5) When there is a problem of co-ordinatingJ·ob ele ts .
b men ID a work, they
may e entrusted to one employee and the bl
2. Wbenmachinefailureoccurred,: •2. Each operator is given tr ,. . Pf9 em of coordination
. . .
1s
operator called on maintenance maintenance; each co solved. The work 1s done in a better way Cl . al k. .
of this type. . enc wor is spectfically
group pr~ventive and corr
maintenance on the tw,o (6) Due to varie~ in j?b• the fatigue and monotony is reduced. Employee's
for which he is res nsible: morale remains high.
3. Operator cha~ged the slicing 3. Operator is given autho • (7) It!cads to pers~nal deve~op~nt ofemployee because he gets opportu-
blade following a rigid rule decide when to replace the b ruty to use vanety of skills m doing the enriched job.
contained in a manual based on his own 'ud enie' (8) He gets work freedom. This leads to satisfaction of his sense of self-
4. Supervisor monitored operator 4." A pe_rformance feedbac~~ esteem. He remains 'loyal to the company.
and corrected unsatisfactory has been developed that p (5.7) LIMITATIONS OF JOB ENRIC1™ENT:
performance daily information on ope . Even the strongest supporters of job enrichment will readily admit that
work quality directly to the there are limitations in its applications.
5. Individuals perform a 5. Threetofivepersonteamsto ()) All types of jobs cannot be enriched, particularly those jobs which
specialised task on units passing an entire unit require lo~ levels of skill. It can be used injobs ofhighly skilled workers,
by them. professionals and managers only.
6. Supervisoi'decided who should 6. The team_~cides who shou (2) Various surveys have shown that a high percentage of workers are not
do what. what. dissatisfied •,r,ith their jobs. Only few workers want more intestingjobs.
7. inspectors and supervisor tested 7. TI1e teamco'pducts its own q With increasing age, workers want job security and pay.
output and corrected audits. . ,i
pcrfom1ance !NP\SYBBHRMGU37I
 Job peslgn
14 . t piece rates, the workers feel 1
·d accordlllg O • • ~ e r e is a possibility of increased . . , 5
pat red their wages. Because1tts not~_
(3) When wages. are effortto uce P) litcelyto be more than expense th productivity and the benefits are
. ,. st enonlyjobenriclune
enrichmCnt1san . b enricbmCnl Sometunes, p
. . ases due to JO Th W]ten the quality of goods prod Dtt111stbeused.
production ,~ere total wages also decreases. erefo,, nds
workers, job enrichment can be~ depe not on machines but on
actually de~hnes and rkers is to be checked, the piece ra~~ . . i ~ssful e.g. clerical work
dissatisfaction among wo o" • W)tenwork1scamedonbycost1y bin ·
•• mac esandsubstantial h
be increased. 'bl ·n respect of all types of jobs. It· neeeded requmng large scale expend'tu1
.b . c angesare
· ot poss1 e 1 · 'ded re, JO ennchment should be
(4) JobenrichmCntisn. h ftlingincaseofworkdonebyauto· aVOl •
maJor res u •
possible without
, A!,rlt; W)tenemployees arc not educated and the workd mands
· ed to· e notmuchskill
.
machines. . . h .......nt machines are to be changed or there is none k mtroducc job enrichment. It can be introduced onl;
. troducingJob ennc eu.., ' where the wor demands skill and intelligence on the part ofemployees
(5) For m . hines and production methods. ·
changes are to be made mmac as in c~e of office work.
, Vl /1.i~o
prove very costly. , · bme L Th ·,; · present
Labourunionsgenerallydonotsupportjobennc . n e~fee
Where . and they arc satisfied w'th
. . workers.are.fairly senior 1 theu
job 1t1suseless to mtroducc Job enrichment
(6) ifitleads tojob satisfaction, the workers would_notbe mterestedm
activities and labour leaders would lose, their control over wo. Job enrichment would be ~ccessful only when it is sincerely supported
Hence the labourleaders oppose this movement. '.. ,_ . ., . by manage~nt. Hence 1t must be introduced only when the to
management 1s prepared to support it. P
(7) There are workers who are not prepared to undertake, additi.
..responsibility. They are afraid that th~y would not be .able to ..., When the morale 0: employees is high and if there is dissatisfaction
Such workers do not welcome job ennchment. , ; ,.o ~on~ them fo~~hicbjob design is not the reason1 then job enrichment
The above iimitations do not indicate that job enrichment is u,sel . will fail. Hence 1t1s necessary to identify the real cause ofdissatisfaction.
means that job enrichment should not taken to be remedy for all prob} Before ~troducing any job enrichment programme, the managementhas
is of course amotivating factor but the management must use their · . to considerhow far the employees arc satisfied with theirrenmneration
initsuse. Toeymustrealisethatitisusefulonlyiorcertainjobs and fore · job security, inter~personal relations on the job, working conditions and
types of employees only. · supervisiors. If they arc dissatisfied with these factors, they will not
(5.8) PRE-REQUISIT~ FOR succ~s OF JOB ENRIC wellcome job enrichment
Job enrichmentis not the panacea for all evils ofproduction. Ifpro~ 6. DIFFERENCE BETWEEN JOB ENLARGEMENT AND JO
is not taken, it may do more harm than good. As Luthans has s~\e;d, 'a ENRICHMENT:
ofrandomly selected large firms found that only 5of the 125 respondc
Both the concepts are very important in respect of job design. Job
reportedly using any formal job enrichment. In other words job enric
enrichment is used with the same purpose forwhichjobenlargementis used-
seems to be talked about more than it is actually being used. Moreover
lthey aim at reducing the monotony of repetitive work and bring variety into
the case of other popular techniques, the failures are seldom repo~
the job. However they differ in following respects :
Richard Hackman, one of the most prolific researchers and writers' onj
design concluded that 'job enrichment is probably failing at least as o r
it is succeeding.' ·
Hence, the following precautions must be taken before introducilii
enrichment. I '·tr
16 17
-~ betwecnJobEnlargementandEnrichment it personal deve op
D111erence em mentof
Job Enlargement JobEnric)i 1 ees.
Points· There is no need for
Job enlargement is the Job enrichmen It . ~equires additional
1. Meaning extension of p furt~~r training as the
extension of present job addtt1on,1 work involves tramingastheemployeehas
and entrusting the but it diversifi sameskilt to use a variety of skill
additional work removes mo
. Employees can be
involvidingsame skill routine work Employees can be
transferred on the same
'obchallen transferred or promoted l
level because they have higher level as he has work~
It is vertical e?Cpan·sion no more experience.
2. Type of IncaseofJobenlargement on _various jobs involving
which the higHMr j
Expansion it is horizontal expansion, vanety of skills.
involving different t
that is, it involves same
t e of skill.
of skill is added.I"{ ·
It increas'esiflt ·
[[]i1GH PERFO~NCE WORK TEAM J
3. Responsibility The responsibility of responsibility of w~ ~ Bigh Perfonnance work team method is also known as ''H' hperfi
workers does not increase
Additional work given work des1gn · a toot.of improving
· " It ts · perfonn . •g .ormance
Additional job is not ·· d . an environment
ance m
4. Jobmade the worker is challen where positive, .emandmg and innovative ob·
challenging challenging . . . ~ects are set.
and the worker r~ ~ It starts from the ~nnc1ple of"autonomous group working" and develo s
abilities to the bes t an approach which enables . groups 10 work eftiect1ve . 1y together ~m
.
Job enrichment is re situations where the rate of mnovation is high.
5. Situation Job enlargement is a
reverse,, position to to job enlargement,_,,' ~ Due to importance . and
. . flexibility, employees have to gam
of. operational
. .
osition of s ialisation <,I
apply new skills 9mckly within-minimum supervision.
Job enrichm~,_nt,
6. Motivating Job enlargement does not Followings are k~ycharacteristics of"High performing work teams" :
includemotivatingfactors propagated by H~rz
factors (A) A shared mission
himself, so that the
includes motiv ' (B) Autonomy and authority
factors. The high!r (C) Interdependence and sh~ leadership
needs as mentioh . (D) Broadly defmed jobs
Maslow are inclu' (E) 'Existence of high innovation rate
7. Origin The concept of job The conceph• (F) Meaningful particip~tion
enlargement developed · enrichment deve (G) Higher Performance.
from limitations of · ,from limitations ·
enlargement. ~ Positive point of ''High perfonnance work team (work design)" method
s ecialisation.
Asthejobaddedde is that it works in an environment of high rate of innovation and
8. Individual . Asjobenlargement
variety of ski.11, it I operational freedom. Negative point of "High performance work team
Development involves addition ofjob \

involving same type of personal develop · (Work design)" method is that it may not work in large bureaucratic
skill, it does not lead to · employees. organisation.
INPiSYBBHRMGU37I
 Job Design
18 PLIFICATION:
s. WORK SIM . od the job is simplified by brea <t> -
- Lad< or SulJPOrt fn,m UJdoa ltadtn : 19
I work 1implitic1t.1on ~th Thereafter, each part of the job The response of union leadeq be ..
d n all sub-parts, tedl be . . may not J)OSlti ve IDWll'ds •If direc_ted
Into various ffl1 th same work repea Y• cause union leaders may fear that the teama may cut Ullo their
reams base.
rk who does e II . ..._ pawer
to I wo er . )' ti tion provides fo owing 11':
kind of Work sunp J ca
~ Such fficiency of worker.
. .
(II) Dlffertnl vltW•point of '"8na1frs and IUPfnlson :
(1 It enhances e
')
rker's productivity. The managers •od supervisors l1lly doubt the roJe or sell dlrected
(ii) It enh~• wo Of such simplified jobs are "nil" bee reams- Such teams 11' lbe losers in terms of power. status and 11uthori1y.
(Ill) Lack or support from worken :
(iii) The traJDJng .co~ts uired to do these simplified job,,
low level.s~ll is regobtain reasonable profits through Sometimes the cooperation of workers to work u "Work te-1m1tt mllY
(iv) An organisabon can not be accepted by Workers because some workers may not be ready to
simplification. . J'fi . · accept such distinguish responsibilities.
F0 Uowings are dJsad van,... '"°es of work sunp 1 ication me
~ (1') Due to repetitive .. J'ob, workers feel boredom. Boredomb [EXERCISE l
, . •-t.-s accident and frequent a sentec,·
to worker s DUSLGAC , •
.1.-r•s boredom sometime$ quality· as we)J as
[A < &say Type Questloru]
(ii) Due to wor.rw t. Explain the mea~ng and characteristics of Job Design.
of output gets negatively affected. Thus ~.e ~mpany
always get the advantages of work_spec1hzation_ due, to
z. What is job Rotation 'l State the advantages 'and limitations of Job
Rotation.
simplification.
3, Explain the meaning of job Enlargement. Discuss its characteristics.
/ 9. jAUTONOMOUS OR SELF Dl~CTED ~EAM 1',,·, 4. What is job Enrichment 'l Explain benefits and limitations.
~ A self directed work team is an intact group of employee 5, Discuss some of the research findings about job enlargement and job
enrichment.
responsible for a "whole" work process or segment that de
product or service to an internal or external customer. ,, r 6. Ditt:ercnce between job enlargement and job enrichment.
Practically job enrichment requires empowerment and e~pow~ {G.U., S.Y. B.B.A, Dec., 2016/
finally results in "self-directed work teams." 7. Discuss job enrichment and job enlargement as methods of Job Design.
~ Under this method team members work together to improve • ,, t ' [G.U., S.Y. B.B.A , Dec., 2015/
,.-B-:-S-ho_rt_N_o_tes-,1
operations, face day to day Problems, plan and control their
~ Highly effective teams involve the following chara~erlstJcs : t. Work Simplification
2. Job rotation
(i) Combination of Commited individuals who trust eacJi
3. Job enrichment [G.U., S.Y. B.B.A, Dec., 2016/
(ii) Clear cut defined purpose about work of team membe' ·
4. Job enlargement
(iii) Effective Communication within and out side the te~
I
(iv) Collective and purposeful decision making for groups: H s. Autonomous or Self directed team
6. High Perfonnance work team /G.U., S.Y. B.B.A., Dec., 20161
~ Few llmltatlons of self directed teams may be observed w~c~
I I ~,

explained as under : ' 1

 1911_1- - - - ; : : ectlve Questions
;

··What is job design 7

1• [G.V.,_S.Y. B.B.A,
z. . •b
What is JO rotation 7 DEVELOPMENT
Wbatisjob enricbnlCnt 7
3. . . b enlargement 7
What 1s JO .
• 'I "'-<"'t-
4. . . tves consc1o . s efforts to orgamz '
·Job designing u e ..
s. invo ·t f wo - •
rk- [G. U., S. Y. B.B.A, No
into a uni o v... : SYLLABUS.
and -. - ,, •.,,. \ pefinition of developme
nt, need d b- • .
duties; resp0ns1·b il"t ties1 °
s an 1ect1ve of developm
[ADS· · taSks, . deveIopnient ent methods
. tw o ad vanta of Job Rotanon.
ges
6. Mention ·any [G. v., S. Y. B.B.A, Dec.,
i
' .

••• 1. Definition
■ CONTENT ■ .
3. Difference
z. Needs/objectives for between
Training and Developme
Development nt
4. Methods of Developme
nt
□ Exercise
DEFINITION OF DE
VELOPMENT :
The programme for the
development of officers
ve\op their mental abilities becomes important to
and inherent qualities. Ex
e those who have autho ecutives or managers
rity over others and are
tivities and for the opera
tions of the enterprise.
res ponsible for their \
Michael J. Jucius has
said, 'Executive Develop
which executive capacit ment is the programme
ies to achieve desired ob
jectives are increased.'
The importance of exec
utive development has inc
er second world war. No reased considerably
w, management and ex
ogrammes have achie ecutive development
ved wide acceptance.
lieve, that the executive No w, the management
s must be properly select
ined to shoulder the future ed and must then be
responsibilities. This is the
n get skilled and effici way business units
ent officers. ,
The executive developme
nt programme means pla
d development of mana nning for the training
gers. The purpose of suc
velopment of their menta h development is the ·
l abilities, skill and inhere
ant not only for develop nt qualities. They are
ment of their abilities bu
velopment of their perso talso for all round
alities. The important asp
that the executives have ect of th ~ ~rograromes
to \earn not only from fon
. nal trammg but also .
(lO ) IB P\ S' ,'B B~ ~~
G. BBA(Seme-3) Ba~ic
Human Resource Manag
ement-6 \50\ NP/BD
 Development .
· managerial functions. Tl11s 1s self deve1 ~
during pcrfonnnnce of tJ1cir ,,pers may not be having the - - - - - - Devetopment
They should have an inner urge to leant. . 11fl"c:> H rcq . .
fl Perini posts. encc execur u1s1te ability and L '.
l).IJ!lc, Of ive develo S..ill for the
• The success of any business enterprise depends op them. course rnanag Prnent program...... 15 . ·
Importance , · A • ve l • ernent h . ""'IC needed t
quality of leadership provided by !he managers. cc~rd1ng e d 11rofess1on. There are rcco as. not stdl developed .into a full0
dge r no
. J R D Tata "Trained managers are vital to the economic deveJ e e it caJls for systematic trai . &nised standards of ·
SIm · · · ' h be eflc t d rung and developrne t f . competence.
of the country .... This business executive management as en one setec e . n o the persons who
most crucial, essential end, at the same t_ime, one of the ~ostr,dj RJ!pld technological ch
(4) 'd anges : Techn 1 ·
elements in providing continuity and efficient management. ' -. very rapt now a days e g . the field ·f·0 og1cal changes have
co••- . . . in
The scope of functioning of managers is much wider than the o ...,ational competition, government co tr I o electronics, automation,
•ote... n o s etc All th
employees or supervisors and the responsibil!ty is _also ~uch t the management of business uru·ts H . ese considerably
ffeC . ence man
Besides there have been revolutionary changes m business, mdustri B d developed to cope up with these ch agers are to be trained
sf! anges.
in the m~nagerial and technical field. Hence the managerial problem (S) concept of social responslbllltY .• There bas be .
become more complex and challenging. In order to handle t,hese co ceptance of the concept that business bas res ns' . . en a wide
problems. it is esse111ial that there should be an all-round developrne sc In the context of this changing pbil h po tbibty to the society
~so, . osop Y, there is ed .
executives. It will lead to development of his personality and will p agers for fulfilling the new concepts of . ne to tram the
him for motivating leadership, development
'
of analytical ability and J
1, ~nsibilities arising out of social and ::g~n~ tasks and leadership
argumentative ability, will develop sense of purpose and responsibilit ,es utive development has become nece c o og1cal changes. Hence,
eiec ssary.
only towards the company, but also towards the society. 'I ) ·Development of managerial know) dg .
(6 e e . The. development of
j 2. INEEDS/OBJECTIVES FOR DEVELOPMENT : j •
~o
.
. .
fi Id
wtedge m the e of management is s0 ~
,ast expanding that it ·
cOJl
tinuous training programmes. A successful manager of today l'Cq\llres
The following factors are responsible for interest in j ome an outdated manager of tomorrow i'fh d k . may
development. beC • ·. • e oes eep himself ab
of new developmg knowledge. reast
(1) To develop leadership qualities : The success of an organis :1 i I DIFfERENCE BETWEEN TRAINING AND
depends upon leadership provided by the managers. Executive develop' 11
DEVELOPMENT :
programmes are needed to develop leadership skill and manag
abilities. It is the duty of top management to select a proper manag Training Development
develop them by giving them the best of training and education. Th' Training is· the theoretical Development is the
make him a good leader and will lead and motivate his subordinat ru:1d practical education being method of developing all
given to employees for round personality, so that
(2) Shortage of trained managers : Generally, business enterp
getting proficiency in a mental abilities and
experience shortage of efficient managers. Particularly this is felt whe particular field. inherent qualities are
business is being expanded. It is not possible to get persons having req developed.
managerial skills from labour market. The enterprise has to develop
2. To whom The aim of training is The aim is lo develop
talented employees for its needs.
nonnally ,lo give training to alround personality of
(3) Development of companies : Due to development of company operative employees and managerial personnel,
of organisation, a separate manager class came into existence. relates lo technical aspect. particularly lo develop
their mental ahilities .
 · parted
· general1Yun
Developm en
oeve1o,..,p,m::::,8 ":.;,_-:-:::-:;::
I
Development
:.- Training 1~ undertaken by
J. Who J111Parts by supervisors. [Mel hOds of Dnelopme nt]
outside experts
l
ed with improving
It is concer
b methods
:C l
l(B) Off-the-Job methods I
It is conceni rfonnance and development o
4. Time period th resent pc . mental abi}
e_P. f h rt term duratton +
SO 1t JS O S 0 managers and coaching
long tenn dUr (a) lecture
Job rotation
(b) Conference
In development Onderstudy assignment
. b is at the centre. (c) Case studies (case method)
S. At the centre Here JO career is at th committee assignments
(d) Role playing

G' . training is a routine As developmen t ia (e) Business Games

6. Costs rvmg d is of short term long term a~tivity, (f) Transactional analysis
matte~ an S 0 1·t is less more expe~1ve.
duration. (g) Sensitivity training
expensive. (h) In-basket exercise
In case of develop
7. Methods
In case oftraining the emphasis the emphasis is on (i) Organisation Development
is on-the-job methods the-job methods. (,.\) On-the-jo~ Methods : ~nd~r this method, a new employee is put
The scope machine or a Job under the guidance of an instructor. It is a simple
The scope oftraiping is limited. oJl a · th d f · ·
8. Scope developmen t is, W~d~ d i.Jlexpens1v~ m~ o o. trau~ng workers. An experienced employed. or
In case of training emphas~s is
an cial instructor supervises his work, guides him and gives him overall
In case of develop ·
9. Theory/ placed on practical or technical emphasis is 1placeq
a s~;ng. No special organisation for training workers is to be created. He
the. machines and using the tools, the
practical aspect of work conceptual ~rat ·ven training
is gt . . hihandling
a~out . b H
theoretical aspects.· tbod of perfornnng s JO etc. e 1s then asked to operate the machine.
t rn~e finds any difficulty, the instructor or the senior worker solves it Thus
\ 4. IMETHODS OF DEVELOPMENT .= I If }earns while doing the actual work in the department. But this method
Practically speaking, there is no single developmen t p r o g ~ be be effective_on ly if the instructor is a good teacher, also the trainers
requirements
can be proved as adequate training programme for workforce. ana, have t.1' me and incentive to. impart training and are aware of the
can
of tbe workers to be tr3.J.J).ed. .
variety of development methods should be undertaken to tram the
force like employees, managers etc. Various methods ~f manage · Merits of qn the job training method_: (a) This method of training
executive development can be classified into two categones as show . simple because it does not need separate arrangement for training. (b)
the following chart : t is less expensive, as n~ special machines, equipments are to be
, t based. (c) The production work is not disturbed because training and
pu~uction go hand in hand.. (d) This method is realistic in the sense that
:° worker has to work on the actual equipment and environment on which
also, as
I ehas to work permanently. (e) It is beneficial to the employee
• th d .
IC
d ·ng the process of training, his earnings continue. (f) This me o 1s
· cannot afford a separat e
unonly suitable method for small units wluch
the
training department.
Development . . Development
~ e tasks and practices of hi
·obtrain lngmeth od: (a) Under this method }Ci.I... s supcnor The
Demerit s ofon theJ f d · ' to ds upan the person giving th . .. success of this method
. d t theoretic al knowled ge o pro uction Proc depe0 • c mstructton.
· h.
gets practical . an no
·dea of the cause- effect re1ations 1p. (b) An e commit tee assignments :
,~
cannot have a c1ear I ,
. rk ' rvisor may not always be a good ·
r a good supe (d) 10 this method, the trainees arc ask d
semor wo er o . .. . c to pcrfonn ·a1
s remains a possibih ty that this method may to solve actua1 organisa tional prob} spcc1 assignments
Hence there a lway . ems. Someti ~s, a task force is
llfld . ·
failure. (c) Since training is imparted on th~ JOb, othe~ emploY. d which coosits ofa numbcro ftra·
reate . mecs reprcscntin d'ff
disturbed, and an error on the part of the tramee ca~ disrupt the c we 0 rganisat ion. By this trainee . · g . i ercnt functions
'Jl s acqu1rc the kn I d about the
roduction process. (d) This method cannot qe usec;l 1f a large n 1 . ned activitie s and learn how to w k . ow e ge
assig . u·on or with the pre-fixed standards of
to
~mployees is be trained. (e) S~larly it i~ not of ~ch use,~'. a01sa ·
requires training for a long penod of time. ~t) If ~upervis or~ Off-the-job methods :
overbur dened, they · cannot attend to thetr duties since (13 . b ..
.
off the JO. trammgfroand developm ent method al so mvolves employee
(g) His colleagu es may not be intereste d in ~iving him proper • ♦:1·
,.-<1in.i.llg at a site away m the actual work environm ent It often Uu
... - d. l . IZCS
(a) Coachin g : tores ' case stu 1es; roe playmg etc· which hav· th
tee mg e advantag of e
In this method the superior teaches the new employe e about th a11owing people to get away from work and concentrate more th ghJ
of a specifica lly defined job. The superior finds out the nµstakes co e training itself. · orou Y
oil th
by the new employe e and then give suggesti ons to the new ~rnpl ' ed as under:
Off the job methods can be well explam
improvin g his/her work. The supe~or must be able to establishlhe
(a) Lecture : .
relationship with the new employe e for providin g effective coaching·
employee. 1 1 ,1 This is the most common ly used direct. method of training and
(b) Job rotation :
1
'·
developm ent. In lecture method, the trainer provides knowledge to the
trainees n~rmall y ~om prepa~d notes. Such kind of notes are also provided
⇒ In this method new employe e (trainee) moves:
to the tramees . This method is less expensive but main weakness of this
From one departme nt to another departm ent.
rnethod is that active involvem ent of the trainees is missing. The lecture
OR rnethod can be used for very large groups.
From one division to another division .
(b) Conference : A conferen ce method of training supervisors is
OR becomin g popular. Frequent ly small group meetings of supervisors are held
From one job to another job. and problem s that a supervis or has to face are discussed. Toe leader invites
⇒ This method is appropri ate to achie~e followin g objects : participation from the trainees. Its success depends on the active participation
1 ' of the trainees . That is why it is recommended that the size of the group
(i) For Widening the overall perspect ive of trainee.
must be limited to fifteen or twenty persons. Toe participants should sit
(ii) For providing operational flexibilit y to trainee.
facing one another around a conference table. The participants should have
(i~i) For developing multiskills of trainee. some knowled ge of the subject to be discussed before coming to the
(c) Underst udy assignm ent : conference.
. In this method the trainee is placed under a person proficien t. The main advantages of the conference method are that (a) supervisors
~ob a~d learns by observing that person. Under this method each e learn not only from the instructor but also from each other, (b) since
ts assigned an understudy who ' in addition to hi s regu1ar d uties,
. .
1s ex supervis ors take part in reaching conclusions, they willingly accept them:
 Development what supervisors expect fro
to know . Deve1opmen,
nagemcnt comes the difficulties of management. ,, ~8__..- . -
whatare . )I')' • ;...,,--- oJutions , From among them th.at group is declar
~
(c)ma • cd as the winner which
pervisors know ftheCOJlle rence method are. (a t 1s lllli1
'l jt5 s sts the most effective solution of th
SU O glf d' . . e problem gjven to thcm. Tius . 1.1
The limitations • w because aU are allowed to stJ fter recor Ing and reviewing th .
ss is often s1o • .d . , .
do.Ile ated by different groups of supcerv1sors.
1
s_o ut1ons of the same problem as
"roups. (b) Progre t . ·ues are discussed an tune 1s ui
ci •

~~
(c) Often irrclevan iss .
. ,
., I,
gges
stJ 'J1)e methods has certain advantages . a
)led to think over the problems be · th( )_ The
. .
participa nts are
wasted. ase Method) : Case study method o/&s caUSc cu ca b'J• · being
d1·cal science. At present this ' cor1lr- nt! d under this method (b) Th • .. pa 1 •ties arc
(c) Case Studies (C d . 1 1 . . e decision process is shortene d and
h Jaw an me , bll)lenge . d f . .
devised to teac. hi rsonnel management, production c fore the tramees leam a lot within a short
111
extensively used teac t! pe s et.c. Some sixty years ago, this 11 t)lere
eeisiollS a~e
taken through
sort
a_ of &amc,
. pcno o time. (c) Smee
trauices have found it enjoyable
marketing und _labour re a .o~c Harvard University for lille,' && dd jnterest mg. At ~e same ~imc, the method of business games has certain
for the first ttme used at
. d th
' ,[.
~ ·tations : (a) It l~ expe~1vc. Conducting games requires a fairly large
anagemcnt training . ljJJllenditure. (b) It 1s possible that the main object of training is pushed
1 •

. to
thOd actual cases are ass1gne cted to thinke candid
m
Under this me • 1 e"P
'JllO
background and the game is treated merely as a fun.
written analysis'or for oral discussion. They are ex~ \6 1
rransactlonal analysis :
problem und ti nd Out the solutions. Every candidate hpresents (() d f . .
. 1Y this method requires that student
. . Obv1ous . s ave • a •go It is a metho o trallllng developed by Eric Berne and popularised
solution
of· pnor· knowJcdgc and some background in the subJect . area. Sm 'Jbomas Harries of U.S.A. It idcn~ifies three main phases of human
ally based on the real experiences, students mtcrest tends to bY onality : (i) Parent (taught behaviour) (ii) Adult (thought behaviour)
~~;
. · b' 1•
are usu problem so1 vm~ /l ihtyt~ Child (felt .behaviour). Transactional analysis refers that people have
Also it develop s analytical thinking and
prigina lly dcye]o (lllb have as adults, although sometimes parent as well as child behaviour
(~) Role-piaying : This method was toe thb ' r· .
J L. Moreno for group therapy for mentally disb.Jrbed peopl~. 1t p is a]so useful on e aSJS o situations and personal necessity/objects of
ts 11' .iidi vid ual. .
j~ is widely used for human relations and leadership training, }
is to increase the trdinee' s skill in dealing with other pcopl~.." l} u i Followings are benefits of transactional analysis :
method. . two or more trainees are assigned parts to play before the,
the class. Typical role playing situations are a supe":iso_r d!R
(i) Improvement in inter-persona) relationships.
(ii) Development of positive thinking
grievance with a worker. Thus students get an opporturuty to ac
11
(iii) Organizational development
into practice the knowledge they have obtained from text-boo~ {iv) Proper motivation to people
lectures. He is able to see other's view. . and apprecia
pomt . Th,1r
. te it. e ,
(v) Promoting rationale and mature behaviour.
who plays a role is asked to try certain approaches in dealing with~~
man to whom he is talking. His interview may be taped and h~ mhl In this method Parent behaviour is characterised by protective and
a chance to listen to his own performance. He can thus find its au thon·tan'anism. Adult behaviour is characte . rised by . understa. nding,
. mutual
and weaknesses. ~~ objectivity, Problem solving aspect. Child behavtour 1s charactensed by
revolution, angryncss etc.
(e) Business Games : This method of training is very intcre
( ) Sensitivity trainin g (sensitivity anaJysls) : . .
Under this method, an attempt is made to imagine the problems th
likely to arise in actual operation of the business organisation. Supe g It is also known as "laboratory or T group training." This trammg
are classified into different groups and each group is asked to wo . . ki people understand about themselv
·
es and othersdreasonab
•• • bch ·our
ly,
1s about ma ng an av1
h. b . done by dcvelopiug in them social sens1tivi NP\SYBBH AMGU38
W IC IS · ·
 · oeveloP,nent . di 'dual to sense what othets feet ~ . Development
·1· of an in vi
xibility. It is ab1 1ty . ·
z, Explain me~ods of development.
fle . t of view. Discuss requirement of develo
from tbeir own Po10 b t hi's/her own personal qualities . d'fti pment.
· ~ ation a ou . ' Explain i erence between T • .
It reveals in1onn h h s in common with other JDCmbe ratrung and Deve)o
· that be/S e a Discuss any three methods of d
issues an~ things . . to behave suitably i~ light ~f understan • eveIopment. pment.
group. It 1s the abi_li~ . . · was held in 1946 m the State [G.U., S.Y. B.B.A. April
. . ·ty traimng session 20
first sens1t1VJ Discuss any two method of ex . ' ' 11; Nov., 2013/
N w Britain USA. . ecuttve development in detail.
College, e .' . vides following benefits :
Such kind of tratmng pro . . [G.U., S.Y. B.B.A. , Dec 2014}
7, Discuss any two methods o_f executive development. .,
(1) Enhancing listening skills rt
(ii) Enhancing trUSt and supp<> [ [G.U., S.Y. B.B.A., Dec., 2015/
(iii) To develop concern for others _B : Short Notes I
Understudy assignment method [G. u SY. BB A. D
1. Coaching
(h) In-Basket Exercise : . . method ., · · · · ' ec., 2016I
·
This method 1s aJso known as "In-Tray" method of trauung 11 •
. . ·
are presented with pack of papers and files in a traydcon~ g ad · · Job rotation method
problems and then such trainees are asked to ~e ects1ons on these Committee assignments method
specific time limit. Toe decisions taken by ~ees ~-comp~ ed wi Lecture method
another. Trainees are given feedb~ck on ~err d~~s•oru:. Such ~
feedback compels them to reconsider their admm1strative act.ions1-!
. behavioural style.
(i) Organisation development :
According to koonz, "org~sational develo~ment-is a systc , 10.
I 7,
s.
9,
Conference method
Case studies method
Role playing method
Business games method
Transactional analysis method
[G.U., S.Y. B.B.A., Dec., 2015]

integrated and planned approach to mprove the effectiveness ofthe el

11. Sensitivity training method
It is designed to solve problems that adversely affect ·the ope • ·
efficiency at all levels." Followings are few benefits of org · 12. In-Basket exercise method [G.U., S.Y. B.B.A., Dec., 2015, 2016}
Development method : 13, Orgnisation Development method.
. · ·
(i) Improve organisational performance in teims of innovativ IC : Objective Questions I
market share, profitability etc. 1. What is development ?
(ii) Improve interpresonal relations and intergroup relations 2. Mention objective (needs) of devel~pment?
(iii) Improve the skills of employees to face an organisational '" [G.tJ., S.Y. B.B.A, Dec., 2014}
and changing situation of business environment. 3. For which rea_sons executive development becomes necessary ?
4. Transactional analysis developed by Eric Berne and Popularised by
!EXERCISE I Thomas Harries.
. ·IA : Essay Type Questions I S. Mention the names of three main phases of Transactional analysis.
1. What is Development ? Explain its objectives/needs. 6. Mention ·two benefits of Transactional analysis.
 ,-:;;;;;;;;;;;0;;~
aI
~----
r~~~~ER
Development
-
~::!'.~ ---:-~ . ·s a]so ]cnown as
. . ·cy analysis i
lil
. . al ·s
_ ....... 1
. .

7 Sens1uvi
.
8• Mention any
fi f Sensiuvity an ys1 .
two bene its o
. . ]cnown as m-Tray method.
PLANNING " "': I
E rcise is also ~
9, In Basket xe fi
. any two bene it or
understudy assignment ;;;.;:lm·:z:,$~~m-;,.;.i$'.W-Zxtm;l;;.,m~,,m~~m~:~SY
l~,yi:ri;;<S:·:~% mm•~•
:
ll L~,UmU~;D
WLm
,

10. Menuon . [G.U., S.Y. B.B.A., Dec., 20

. I Concept of Career, career planning and succession . career
. planrung,
two features of job rotauon.
11. State any R t tion siages.
Mention two benefits of Job o a .
12. [G. U., S. Y. B.B.A., Dec.,<12014/ ■ CONTENT ■
Planning
b' tives of executive development. 1. carrer 5. Succession Planning
13. State any two o 1ec of Career 6. Career Stages
[G.U., S.Y. B.B.A., Dec., 2~J}J 2. Meaning
Planning
J 3. Meaning of Career 7. Advantages (Importances) of
4, Needs / objectives or Career Plannini:
•• • purpose s for Career D _Exercise
Planning .

Q:1 CAREER PLANNING = 1

The tenn career planning is used in two senses. 1n one sense, it is the
planning of one's career by a person himself. He seeks the advice of his
parents, frien~s, tea~hers etc.' in this regard. But the career planning that we
are going to discuss 1s -'function ofpersonnel management of abusiness unit
This is the function in which the personnel department will prepare plans for
career development of its employees, prepares programmes for their
development, prepares employees for prom>tion to higher positions and
allots them jobs suitable to their ability, skill and intelligence.
Only recently, it has been accepted that career planning is an important
function of personnel department. Even today, except few big, progressive
companies, most ofthe enterprises do nothave properplanning orpro ~s
for career development of employees. However, there has been a distinct
trend in modembusiness world to lookupon career planning as aniqiportant
personnel function. Today employees, especially educated ones, want to
•makeacareer,theydonotwant'justajob'.Theyexpectsomethingm>rcfrom
their jobs than just money. They wantto make continuous progress in their
' service, they want higher position, they want to contribute to the success of
the company, so that their sense of pride is satisfied. Hence, every business
enterprise has to plan the career of the employees, so that they get higher
(31) . !NP\SYBBHAMGU39I
 ~-- ,.-~
- - ... · - It' ~f'la lflll9
~ plaooiog ia COOcemrd . .
-
--
a2 ---- ,udf- 'Jbd d'--'""... Clar lkiU
, - ~ -~.-....to~
,1> ..-oaring1hmlbytniniogdJern WidJ Jdemifyiog ~ today a33
~-d ,e#, '~~ ~
-ai ake ~
·
.
~ .,.-.- - : . ~...
fordaefaturnac-=a1.1r.a..
__..,.d ,ealfo rJllbe ' ,otea ~ UJVolvcs IDakbing ao, . • -.., ~arise. ·
,..,,,_- -; -1Jtch formal .. (1,) opportumtxs avai•..1.•- ,
~1UI
• A.
~ , cart:e r_,.... .,_
MUie JD d i e ~,,
iac#-o (atd- , s1JoOld cleVdoP-' .-,.--- ~ ieprdiog ftotD the viewp oiti of mdiYiduals ..
_,.......,ID
l b e ~ ~v aJo abl e~ , (1} ¢ring ont' scar ragp a1sa od~
. .
.-laddff')vm icbl""'·~,-, -,ai )ab led l~ caner pauqing as a process of
(a6-• - ~ •. , , at eada achieve
dJae goals k--...: __ , ._COUneofactionofCIRer'palbs
di~ -~~ ·--- :· ~for~ - to , • --,,.u g 18 VJew one's - a-..
tl,oGld specify Git ~_, old «t"t oo a posr uoo~ Ji~ ·" --- - ~ aod
ainifJ IIID~ afy 4) --eareer
planning is 3"UmJg 1bc eq,loyecs Workin g OD 1bcir
:,.J,,,; oftbe irdev e~fio rrr-,; ....... _
(
r--, . respoo ~
. ..,I"...,. - ~ wc;cbaileogiog sibilitie
of the future, satisfying 1bc needs of orgaoisatioo development
1L.:.
~
~1Joai.
.l~~~~~~c,uEE& :=::
·;;;;=~
.-aseo --OS_m~-
e.safpositiO .t....
~-q'6
fulfilling the pmon nd nuds ofdie employees." aod
~-, ,ds,c:arra 1:r. 'J1lt aiJoVt dainWons make the followiogpoiots dear:
~ biJ •ortio g ow,
aa eq,1oyeebolds"'"- FliJJPO, ..Acasrais a sequeD Ceof (1) career planning is an e>rgamsatiooaI activity,
(1) A«Ordial~
t,ut,daed wortacti
:aa:~ovidela,diJluity• order .....-as.• (Z} Jtis concerned with identifying employees and ~.._ _
bigberpositioos. for
..---,- ~ ua;f1J •
pmon' tlife!' u-n deflnn a t2lff '-, ..an individuaJty
(Z) Dougtal T, IUII (3) Itfulfilstheaspiratiomofemployeesforprogrcssaoddeve
, iaftdwi1bwort-related lopmtt.
ofatfitlJdejaJJdbelJaViDO, as,soci (4) Jtis an i ~ function of pmonoe1 managemem_
~ --
and actsvJUU 0V the IJ>-aD of tbe pcnon
er '• Jife,''
, __ _.i, {oor5e OfeS: (1)
u-n ... ~..c that the termcasealS ux:-u 111
(5) It does not aim ai. achi evin g~· sgoals only. but also aims at
, developmeotofits ~oye es,
n.ui ata&CU , , , , in sttVJU , (2)
proye11in1ttVice,tb atis ~ge t~~ , liketbatof:
,een as adoptin! a profeHJOJL e.g. adopting ..,..,,~s~_;1
(6J Toe cmq,any maimains the counseling cemrcs, prepaa baining
maki a
..1----- ptugiamnes and prepa,es employees for future proDDtions.

tl
'JttMV offJC.er bustnefl manage, efC JS cal~
UU\.Wt , Oll,- 1 , , ng
_ _ _ . lil
becautethelt profe11ionsareconsidertd progressiveascomr,..w
~~G O~J ECT IVE S ' P U ~ FOR CARE ER\
(3) Career ii a ,equence of wort related experience over the life
person. Jt may be. succmfuJ or a failure, (4) ~ma ybe COlllld
Career planning is a function of personnel management and whatever
what a person fuJs about the role that he played during bu w
personnel department does, it is with a view to achieving company's goals.
Thu• career maybe Ult.din many ,emes, Bot its popular
Career planning is therefore concerned with company's goals but aJongw
makeprog,eo interViceorprofessione,g,toearnmoreincome,ta ith
fhede velop mento f~oye es,lndetails,tbeneedfor~arecrplanningcan
g,eaterre,poosibiJity, to get promotion to higher positions, to earn be
described as follows:
or power etc,
(1 ) Stability ~ work.force : The main purpose of the company is to
I3. IMEANING OF CAREER PLANNING : I maintain stable work force, so that there may be less turnover, When
a
Career planning by an organisation is the planning for COlllJYdDY cares for career development of its peJSOJUJel, it is nablral that
employee,, Of courJe, every individual tries to plan his career, 8 employees would continue in the job for a long time or for lifetime .
areconcemedwithorganisationaJcareerplanning,inwhichthe (2) Correcting wrong Plamn ent: If an employee after being appointed
plw and develops the career of its employees, is placed on a wrong job, not suitable to his ability or skill, !he error
is
 ~----= ."
34 ._..1
dcorr·ding
ec~
by career pJ~Di,• eare er P
Janning guides the mana
employees is Jll()St st11t . able. ,
'l •
6
er pi8 nnin9 • •

II, u·onal o ~ec .

. ..
·JceS and dishkes. This will definite} lead
. bi5 J.i b" tives y to tbe
. .
.
achievenient of
35

as to for whic· bJob ani prornotlon : 1be·pers ·sa

eci(!l) p,eparfng Ernpfoyees 0 ~ .ng
onneJlde ~svccESSION PLANNING :
., and development on 1tnc .
will prepare prograJ1l. llles for traJDJ
alifications etc., so that they may be , ·.,anY ,:mes positions at higher levels
...,
· pfoyees' ability,slall,qu . future 1bis . . of an
orgarusa. . .
tion
ern . t Jling vacant 10 the aim ofcarecf pl l"
cant due . to vanous reasons: like. proimtion, ret· · · hap .
pen to
. ,
· higher pasition · 1rem ent, resi gna tion
s a ills of ernployees bY prepann · •
g
v8 transfer etc. In such s1tuattons,s
deatb , ucc essi on pl • •
fill the personaI go • f
anrung 1s use ul to
a}so to ful . . jdeotifY, ~evelop _and make the peo~le ~a_d
~ to..occupy higb~r level jobs.
promotion. for Challenges : In the modern bOrt the survival of any orgamsatton
(4) preparing E~ployees changing
on continuous basis requires
so fast, that a man ' has Ill 5 cession of persons to fill key
a sue . pos ition s. This_is done through
teebnology ~d tecbntq:::i:ofknowledg
ceession ptanmng . " .
conversant with the new h
e. careerplanning ~qJ ., .
· eet the future challenges. 1tll ''Sil ce·ssion planning can be
known as "an executive inventory repo
velo s them and prepares them to m ••sue rt"
de p tent Persons : A company whi.ch•rcan showing _what people are re~dy to mov . • •
e mto higher positions in the
(5) To Attract c;mpemaintain them will
competent persons an can only make progress. organisation.
. . d d. rderto achieve this obJe . . I . turaI th , .
JllDDlng 1s nee e JD O cttve. tts na at succession can be from mtemal sources
P ted towards a company whi•ch give • • , ,
and external sources.
persons are attrac s promotion on tfie ,·uccession from internal sources is ben
of efficiency and in which there are chance
s of progress. ',1 ~f . :nd the organisation because ~hen orgaefic ial to the internal exployees
nisation appreciates loyalty & ·
(6) To Utilise the Managerial Res commitment of e~l oye es, then such emp
erves : If the company, is loyees feel belongingness as. :
competent persons who can become good man well as 'shared feelmgs of developmen
agers, it can de:elop ~~ t' along with organisation. But
·prepare them for higher position. In this way succession through outside talent in cert
, _the comp~y will h~v~ ain cases may be necessary
force of managerial persons, to fill up the which is called succession by way of"Extem
higher positions fal ~g v al Sources". Such succession
whether temporarily or pennanently. by External sources is needed in the
. -~ following situations.
(7) To Improve Motivation and ~or
ale_: Career ~l~-~ (i) In case of major ex_pansion.
useful in motivating employees andkeepmg
thetrmorale high. Tu:e (ii) When competent and qualifie
d people are not available internally.
will be able to achieve its goaJs only when emp
loyees are highly mo'tfv (iii) In case of diversification.
their morale is high. The employees work with _
high morale in a co As per expert opinions proper balance
which the employee has bright chanc;es of between internal and external
progress and which cares
career and advancement. sources should be maintained for gett
ing better result from such
(8) To Determine the Role of Employees "succession Planning"
: Career plannin
detenniningvariousroleswhichanemploy Succession planing includes these ·act
eeisexpectedtoplayinthe ivities :
It also aims atdetennining what skill and kno Analysis of the demand for managers and
wledge will be require.4 proressionals by company
these roles. , level, function and skill.
1
(9)Achlevlng OrganisationaJ Objectives Audit for existing executives and projecti
: Any activity ofa on of likely future supply
enterprise ai~ at achieving objectives fixe from internal and external sources.
d by the company. Liko
career pl_anrung, th~ company places emp Planning of individual career paths base
loyees on proper job~, d on objective estimates
allotted Jobs accordrng to his abilities , qua of future needs and drawing on reliable
lifications, level of inte .
perfoJT11ance apprai~s
and assessme11ts of potenti1;!
GBBA (Seme-3) Basic Human Resourc NP/BD
e Management- 7150.I
 r p1annlng .
~aAdded ~;~;
{j-,~ new dimensions to::::::
;;;;-; .-:---
rueceu1on plllDJli
---- tt.. 37
36 . undertaken in the context of bave to cope succe11fully With va . g. rrofe11iona1 . -
Career counseIIfing
understanding •
ti
. O the future needs of the mn, as we • 1r,. pljlJJJlin& programme,, Particutar1 n_o, change, affecting :::;a.era
. " .....ctatiOOS, as well u manageria)y Ill expanding. 01Jani1ati'ODI.•11onThe
of the individuals. e r-- h IIDd pe-...at
• Accelerated promotions, targeted agamst the ftiture ne oun& m~gers ave changed, Tb ·-wu philOIOpbie, of
• ,1 ,· , ~ I y..,111ress tn a professionaJ,rn-- ey expeci to be able to mature today's
business. pi-o al' th . ·--uagem ent atJDo IDd
• Perfonnance related training and developmentr~to1 tbem to rell 1dse . CU' full pofential. Each - ~~re that viiJt pel'DJit
bave a we - es1gned and•underlfood -·oBDilation, therefore
•
individuals for future roles as well as current respnst
Planned strategic recruitment not only' to fill short-tenn. ..rinciples and guideline
r- .
s. Further all I sy~
;, evets of
,r;-
with carefully ,pe• out
each of the processes m succession 1 . management must know
also future needs. .
• The actual activities by which opening are fil~ed. -1
fit into the total organisational sy~n g and ~ndffltand how they
In a nutshell, succession planning h
⇒ To maximise the usefulness of succession planning, comp be man_aged carefully and
1 t:/1 systematically. It should be coru:eiv:: to
to pay attention to the following processes : ,·•<i i'".I
. h' h . as a strategic pla .
frOJJl w 1c compames cultivate their most . . DDIDg process
1. Identify leadership competencies. , · . ~h · cntica] resources high
. ~ th ta . tit, ,!,' quality executive talent.
2. Develop a comprehensive database ~or e rget , ..grou
..,l
3. Review the strenghts and weaknesses of the can dates
di to ile [f,1?.R EER STAGES :]
1
their promotability. ,·, .:Pi
we know that humanbeings pass through ce . .
4. Provide feedback to the potential candidates in order'~ .rth to death. In the same way a flf'ft!"n 0 IS JOIDlngcycle
wb ~-l~e stages from
• r-•- an o · ,
bI rgBDJsation
the company's succession plans with the candidates ses through a senes of stages in his/ber career.
pas
, thr
aspiration . s. I •• 'Ibere are five stages that every pet10n
5. Measure developmental progress of the candidate s. arcer which can be well presented and !~es ough dufing his/her
. •' i; eXPIIUled
,, as under:
⇒ Successioq planning identifies high pctential employees ~ J.!t I Career Stages7
replacements for key jobs, by encoura~g hiring from within. Su Step-I · : Exploratory Stage
planning helps employees develop carders, not just bold jobs.§~ ' Step-2 : Establishment Stage
planning-is part of a long-tellll HR strategy that planl 1 or
Step-3 . : Mid career Stage ·
vacancies and changing work requirements. A sophi'sticated sh I
Step-4 : Late career Stage
pl~ng _system is orien~ at de:e!oping leaders at 'the l~vels-~f
organisation through ongomg trammg, education and develo Step-5 : Decline Stage
Also it involves proactive planning for future talent needs at ' · Step-1 : Exploratory Stage :
and implementing progratD1res designed to ensure that the,ri ~ It is a stage in which individual explores possible career options for
are available for the right jobs in the right places and at the,ri.~t · bimself/bers~lf. Nonnally such kind of exploration of person happens
to meet organiational needs. • . ,J
in mid-twenties when individual make's transition from education to
⇒ _The ac~elerating ra~ of change, both within the organisations 1,11d · work i.e. earn.
the environment which they function has created an ever-in .
es Adv . 'nti
~ Exploratory stage happens prior to employment and hence it ·b~s least
need for succession management programm . ancesm1 o concern for an organisation. Following factors normally shape the
technology , changing managem ent concepts and requirements ha
 Career planning
reer b • 41
40 · . ,iorities. He then tries to take benefi( Jete data a out the employees 1•t .
orfl • gets enough · r,0
. ad wbat are hifP . . . tc r supply. To match the future m lD i:xnation for
to him I his prionties. ,..,we" anpower demand ·th
)Sllr- te to prepare plan for recruitment of WJ the supply,
opporrunities •• per r career : If the employee knows his c ·s abaf'i employees from outs'd 'f
I I e, 1 .
(Z) Selectlnl Pro~bl to him in the company, be will be able,.;: ceSS ,
and oppartUlll·ties ava1la e'table to his life sty1es, preference, "', O) useful to the Society : As there is tch· .
.ate career su1 .• (t 'JJs of employees; there is no dissati· ~ . tng of J~bs to abilities
an appropn f self-development etc. J sJcJ s,action among th S
· nment•seope O
• " ...c created by dissatisfied souls in the . cm, o the
· env1ro
1
ees for Promotion : A company bJt:ii- . ,
fO ·mum use of society s resources which 1 d
society do not arise It 1 d
. · ca s .
(3) ldenUfytng Em~ o~d prepares career planning prog •W~ 0pU
• ca s to its prosperity.
sted .ncareer plaJllllnS d . bl ~
intete ! . hich employee is eligible, an swta e for WhicJihl.i...
be able to identify w ld be promoted on that basis which will be ..;~
IEXERCISE]
positioi;i. Persons wou . ~~
-"d.
I~ : Essay 'fype Questions j
to both the parties. · explain the meanmg of 'career'. What is career planning ? ·
" th Employees , When an employee gets ~
(4) Motlvalet e • . h ill , ~- Discuss the need or purpose of career planning.
. higher positions and higher salanes, e w be motiva~-;;-~
pro~liobn, t, hi morale will be high and it will result in increaJ.a
forth 1s es s
e-
-ioi,
Discuss the Stages of career planning.
{G.U., S.Y. B.B.A.,April, 2011; Dec., 2015/
satisfaction.
(5) Loyalty to the Company :. When~ employee knows · Explain career planning and succession pianning. State its Advantages.
company cares for his career and trtes for his advance~nt, it ~ {G. U., S.Y. B.B.A.,April, 2012; Dec., 2014, 2016J
that the employee develops a sense ofbelonging and loyalty to the co Explain the concept of career along with various career stages.
1
He will say with pride that 'this is my company·' ' {G.U., S.Y. B.B.A,Nov., 2013/
(6) Lowers Empioyee Turnover.= When ~ e~ployee knows lie I
(B) Short Note I
is going to get pr~motion after a particular penod 1D the company i~ Need for career plallillilg
1.

He will wait for bis tum of promotion in the company. This will
the rate of employees' turnover.
J
be is not in a hurry and does JJDt think of changing to another coIDpiiij: 2. career stages

1. Define "career."
I
(C).Objective Questions I
{G.U., S.Y. B.B.A, Dec., 2016/
(7) Improvement in Perfonnance : Due to-career planning pro 2. What is "career planning?" {G.U.. S.Y. B.B.A.,Dec., 2015/
the management bas the infonnation about potentialities and we 3. Define succesion planning.
of various employees. So they are able to use the latent abili 4. Mention the names of career stages.
employees which will lead to improvement in overall performance s. Explain Career Path (Ca1:Cer Ladder).
to the progress of the employees. [G. U., S. Y. B.B.A.,Nov., 2013 J
·(8) Satisfies Sense of Pride : As the employee is allotted job
to bis ability and skill, he is able to use best of bis abilities •• · ■

promotion. This also leads to the satisfaction of esteem needs of

!NP\SYBBHRMGU39I
as mentioned by Maslow. ,· 1
(9) Userul for Manpower Planning : As the management•i•