“Golden Time Management Quotes-” Time is Precious! from ManagementGuru...

Reinforcers and Behaviour Changes   Reinforcers induce and enhance the association between the cue and the expectancy. This leads to increased performance levels and positive attitude development. This is an effective and efficient strategy that has been proved to be successful. Reinforcement is inevitable for learning process and in a dynamic corporate business environment, unlearning the old things and learning and adapting oneself to satisfy the needs of the changing environmental and economic factors is the critical success factor that serves as the backbone of the success of the company.     Significance of Learning: Learning is not the only attribute that gets enhanced by reinforcers; as a result there is a repetition of desirable behavior that helps in maintaining the consistency, cordiality and climate of the organization. Reinforces increase the strength of response leading to desirable or undesirable consequences depending upon the kind of reinforcer, which might be a reward or a punishment. Either way it elicits response that gets strengthened in course of time. Mindset of People: The management side that is the deciding authority has to come to clear terms with the kind of treatment applicable on specific situations; say for instance when there is a need to complete a project in the stipulated time or achieve quantifiable targets which may prove very challenging or increase the production capacity in order to retain a major market share.     Whatever be the case, the morale of the workers down the line, executives who coordinate the process, the managers who manage and report has to be maintained in the highest order. The mind set of the people working for you is very important as it encompasses the quality of work done, commitment to duty and determination to reach the target on time. Rewards: Rewards always make people happy and are found to be positively reinforcing. If you feel that monetary rewards are always a better stimulus, you are wrong. Money is always considered to be a reward; to consider it as a reinforcer cannot be neglected but at the same time it definitely is not a positive reinforcer.Feedback on performance is rated high on the reinforcer scale which takes you to the next level as a performer. Modern organizations have understood the system’s anomaly that gives undue importance to the huge amount of data that speaks volumes about people and their merits and achievements. Is it really enough to know things about people? People expect feedback about their performance and people with some degree of achievement definitely have an intense desire to know how they are doing? The more specific your feedback is, better the impact and greater the delay between the performance and feedback, the less the effect. Work Environment: The work environment itself can serve as a very good positive reinforcer provided there is freedom of expression, liberty to participate and an open door policy adopted by the managers and superiors. The top level management must take utmost care to design the reward system in such a way that it warrants fairness and equity. Employees are motivated to go for self appraisals with goal setting that is the biggest reinforcer of all times. Recognition: Recognition, rewards and praise tend to boost the ego of individuals which you can work it up to your advantage. Punishment is one of the most used and convenient but least understood and badly administered aspect of learning and reinforcing. Punishment equally alters the behavior of your subordinates which becomes more complex in course of time. Positively dealing with your subordinates by giving them one more chance, of course with a warning might serve the purpose. If punishments modify the behavior...

Management styles vary by company, level of management, and even from person to person. Let us see the different management styles practised in different parts of the world for your better understanding. Managerial practices in Asian countries  The managerial practices in Asian countries like Japan, China and India are quite different from that of economically advanced countries in the west. Industrial nations are in a position to adopt managerial approaches that suits their mode of operations and nature of labor force. In Asian countries, a paternalistic or participative leadership style is followed while directive style of leadership pattern suits the west. Basically, this difference arises due to the cultural background of people influenced by their tradition. Japanese management East Asian countries like Japan have a set of cultural norms that cannot be overlooked or sacrificed for the sake of business.  Their cultural instincts are very strong and they believe in life long employment. Japanese management practice lays emphasis on seniority and shows great concern for each and every employee.  The objectives are set by the lower level employees and it is passed on to the top level management for approval.  These proposals are scrutinized by the supervisors who tactfully suggest the necessary changes, instead of simply accepting or rejecting the proposed objectives. This creates a sense of belonging and the employees identify themselves with the goals of the company. Participative Style  You cannot assure that a participative style of decision making always proves beneficial. Sometimes, managers have to show their individualism by taking tough decisions, when the situation warrants for such an action. Here the leader also becomes the firm decision maker. This is quite common in the west, where the leaders identify themselves with the profession rather than the company. Such solo decision making sometimes result in sub-optimal decisions. We are not going to compare and contrast between the various management approaches and which is better. The discussion aims at throwing light on different approaches and styles of management and how it affects the productivity of an organization. https://click.linksynergy.com/deeplink?id=omtjfcspUOE&mid=39197&murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fleadership-and-lean-management-masterclass%2F Collective Decision Making Japanese management relies on collective decision making (consensus), where the decision making might take time, but it is implemented quickly. The Japanese management is highlighted in this discussion to demonstrate the effectiveness of their approach which is followed by many western nations to ensure success. The novelty is in the fact that they treat people as human beings and not just another factor in production. The communication flows from bottom to top and back. Care is taken to define the problem with clarity before going for a decision. In the west, managers are criticized to come to conclusions even before defining the problem. https://click.linksynergy.com/deeplink?id=omtjfcspUOE&mid=39197&murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fnew-manager%2F Bureaucracy Bureaucracy still prevails in most of the Asian countries hindering the progress of business communities. What started as an amazing administrative legacy has now turned authoritarian. Even if the employee knows what the manager says is incorrect; he has to obey the instructions, just because it is issued by his superior. The people are expected to follow the instructions provided and not to question or suggest. Collective Responsibility  Collective responsibility and accountability, an informal organizational structure, common organizational culture and competitive spirit makes participative management approach distinct and successful. When the leader acts as a facilitator and not a dictator, naturally the employees will try to give their best shot. Collective responsibility might sometimes lead to ambiguity of decision responsibility. But individual responsibility and accountability vouches for clear and specific decision responsibility. Quality control circle Quality control circle is another feature that distinguishes Japanese management from others. Workshops are organized in a periodic fashion to arrive at solutions for problem situations, be it worker welfare, bottlenecks or interpersonal skills. The focus is on group performance and peers help one another in enhancing the performance and...