BY YASHIKA SWAMI

According to Mary Parker Follett, Management is the art of getting things done through people
Management is the systematic process of planning, organizing, leading & controlling of human and other resources to achieve organizational goals effectively & efficiently.

Division of work: tasks should be divided among the employees as per the specialization so that expertise is developed and productivity increased.
Authority and responsibility: authority should be matched with corresponding responsibility. authority is the right to give orders and enforcing people to accomplish their task on time.

Discipline: this is essential for the smooth running of business and is dependent on good leadership, clear and fair arguments, and the judicious application of penalties.
Unity of command: for any action whatsoever, an employee should receive orders from one superior only; otherwise authority, discipline, order, and stability are threatened.

Unity of direction: a group of activities concerned with a single objective should be co-ordinated by a single plan under one head.
Subordination of individual interest to general interest: individual or group goals must not be allowed to override those of the business.

Remuneration of personnel: this may be achieved by various methods but it should be fair, encourage effort, and not lead to overpayment.
Centralization: the extent to which orders should be issued only from the top of the organization.Top management should made rules ,polices for the whole organization.

Scalar chain (line of authority): (Relation of superior & subordinate) communications should normally flow up and down the line of authority running from the top to the bottom of the organization, but sideways communication between those of equivalent rank in different departments can be desirable so long as superiors are kept informed.

Equity: personnel must be treated with kindness and justice. Order: both materials and personnel must always be in their proper place; people must be suited to their posts so there must be careful organization of work and selection of personnel. Material Order Social Order Stability of tenure of personnel: rapid turnover of personnel should be avoided because of the time required for the development of expertise.

Initiative: all employees should be encouraged to exercise initiative within limits imposed by the requirements of authority and discipline.
Espirit De corps :- Management should encourage harmony and general good feelings among employees. It refers to team spirit i.e., harmony in the work groups and mutual understanding among the members, so it inspires workers to work harder.

Planning is the process of thinking about and organizing the activities required to achieve a desired goal. Planning involves the creation and maintenance of a plan. A plan is a predetermined course of action which provides purpose and direction of an organization. Planning is foreseeing future circumstances and requirements, then, setting objectives, making long and short term plans and determining the policies to be followed with standards to be set It involves making a systematic process for achieving the organization goals.

1) Establishing verifiable goals or set of goals to be achieved. 2) Establishing planning premises Internal & external premises Tangible & intangible premises Controllable & non-controllable premises 3) Deciding the planning period 4) Finding alternative courses of action 5) Evaluating & selecting the best course of action 6) Developing derivative plans:- plans, programs and budgets for sub units/departments 7) Measuring & controlling the progress

Major types of management plans Strategic plan- These are prepared to meet the broad objectives and designed at institutional level. It include mission, purpose, objectives etc. Standing plans-These are used over and over again. It save the time used for decision making. Example of it are policies, rules, methods, regulations. Single-use plans-These plans are designed to achieve specific objective or goal. It are used but once and discard. Projects, programs are examples of single use plans.

Organizing is the act of rearranging elements.

Anything is commonly considered organized when it looks like everything has a correct order or placement. G E Milward, "Organizing is a process of dividing work into convenient tasks or duties, of grouping such duties in the form of posts of delegating authority to each post and of appointing qualified staff to be responsible that the work is carried out as planned.

Organizing is a process which integrates different type of activities to achieve organizational goals and objectives, to achieve these goals there must be competent management.
Organizing is nothing but is a process of integrating and coordinating the efforts of men and material for the accomplishment of set objectives.

Identification of activities Classification of, grouping of activities Assignment of duties Delegation of authority and creation of responsibility Coordinating authority and responsibility relationships

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Consideration of objectives Identification of tasks Grouping Jobs Assigning jobs Coordination

Formal Organization Chester I Bernard defines formal organization as:- a system of consciously coordinated activities or forces of two or more persons. It refers to the structure of well-defined jobs , each bearing a definite measure of authority, responsibility and accountability.
Informal organization:- It is an organization which is not established by any formal authority, but arises from the personal and social relations of the people.

Any effective organization Makes the management simple and efficient Encourages specialization Improves techniques Encourages constructive thinking Increase productivity and Accelerates the progress

Staffing is the process by which an organization creates a pool of applicants and makes a choice from that pool to provide the right person at the right place at the right time to increase the organizational effectiveness. Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness.

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Manpower planning Recruitment, Selection & Placement Training & Development Remuneration Performance Appraisal Promotions & Transfer

1) It helps in getting right people for the right job at the right time. The function of staffing enables the manager to find out as to how many workers are required and with what qualifications and experience.
2) Staffing contributes to improved organizational productivity. Through proper selection the organization gets quality workers, and through proper training the performances level of the workers can be improved.

(3) It helps in providing job satisfaction to the employees keeping their morale high. With proper training and development programs their efficiency improves and they feel assured of their career advancements.
(d) Staffing maintains harmony in the organization. Through proper staffing, individuals are not just recruited and selected but their performance is regularly appraised and promotions made on merit. For all these, certain rules are made and are duly communicated to all concerned. This fosters harmony and peace in the organization.

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Manpower Planning Job Analysis Recruitment Sele1ction Placement Induction Training and Development Performance Appraisal Compensation Promotion and Transfer

Manpower Planning: The process of estimating the manpower requirement of an organization. Job Analysis: The process of determining the qualifications, skills and experience required for various categories of employees. Recruitment: The process of finding and attracting suitable applicants for employment for various activities of the organization using the internal as well as the external sources. Selection: The process of choosing the most suitable persons from among the list of interest candidates. This involves screening the applications, holding tests, interviews, checking references, conducting medical examinations and issuance of appointment letters. Placement: The process of making the selected candidates to join the specific job positions.

Induction: The process of introducing the new employees to the work environment in the organization and acquaint them with the rules and regulations, work conditions, etc. Training and Development: The process of improving the knowledge and skills of the employees to enable them to perform their jobs more efficiently. The methods used may be on the job and off the job. Performance Appraisal: Assessing the performance quality of the employees. Compensation: Determining the remuneration to be given to employees including incentives, if any. Promotion: Advancement of employees to higher level or position. Transfer: A type of job change where an employee is assigned a different job with same rank and pay

Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process.

According to Dale, "Direction is telling people what to do and seeing that they do it to the best of their ability. It is through directing that managers get the work done through people.

It consists of: Issuing orders and instructions by a superior to his subordinates. Guiding, advising and helping subordinates in the proper methods of work. Motivating them to achieve goals by providing incentives, good working environment etc. Supervising subordinates to ensure compliance with plans".

1 Employee Orientation: An employee must be properly oriented to the enterprise in which they are working. This orientation is necessary for them to accomplish the objectives of the enterprise. 2. Instructions: An instruction is an order or command by a senior directing a Directing subordinate to act or refrain from acting under a given situation. The right to issue orders should be with the superior by virtue of his position.

3. Supervision: In order to see that the work is done according

to the instructions the superior must observe the activities of the subordinates. Supervision is done at all levels of management. However, supervision is more important at lower levels. 4. Motivation: One of the most challenging problems for management is to motivate people. Management has to induce the employee to utilise his talent and skill to contribute to the organisational goal.

Consultative direction: In this method executive consults with his subordinates concerning the feasibility, the workability and the extent and content of a problem before the superior makes a decision and issues a directive.

Free rein direction: The free rein technique encourages and enables the subordinate to contribute his own initiative, independent thought, drive, perspicacity and ingenuity to the solution of the problem. The free rein technique of direction will probably show the best and quickest results, if the subordinate is highly educated, brilliant young man a sole performer, who has a sincere desire to become a top level manager.

Automatic direction: In this method manager gives direct, clear and precise orders to his subordinates, with detailed instructions as how and what is to be done allowing no room for the initiative of the subordinate.

Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished. It is an important function because it helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in a desired manner.

According to George R Terry "Controlling is determining what is being accomplished i.e., evaluating the performance and if necessary, applying corrective measures so that the performance takes place according to plans."

There are three basic steps in a control process: Establishing standards. Measuring and comparing actual results against standards. Taking corrective action.

It is the management of interdependence in work situations. Interdependence may be between persons of department, or between different departments, or between organization and outsiders. It may relate to procedures or content of the organizations activities.
According to James Mooney, Coordination is the orderly arrangement of group effort to provide unity of action in the pursuit of common purpose.

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Not a fiction, but essence of management Managerial responsibility Result of deliberate effort Continuing process Applies to group effort Unity of effort Common purpose Universal & all pervasive Different from cooperation Self coordination is not a substitute for coordination

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To reap benefits of specialization To integrate performance of interdependent units To reconcile difference in approach To reconcile difference in interests To ensure total accomplishment To ensure effectiveness of managerial process To retain employees To maintain human relations To increase productivity To facilitate change

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It reduces waste of resources & efforts It avoids duplication of work It ensures unity of direction & command It minimizes costs It enhances goodwill of the organization Each department works in harmony with the rest Each department precisely knows his share of task or work properly

1) Internal coordination:a) Vertical & Horizontal b) Procedural & Substantive

2) External Coordination

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Hierarchy of Authority Planning Standing plans:- It includes objectives, policies, procedures, methods, rules, etc. Communication system Committees, taskforces or teams Conferences Staff group Informal Coordination Effective leadership & supervision Incentives Liaison departments Induction Indoctrination and Training Sound decision making process

Decision making is the process of choosing or selecting any one option out of several options to achieve some objectives. According to Weihrich & Koontz, Decision making is defined as the selection of a course of action from among alternatives.

A decision is a course of action which is consciously chosen for achieving a desired result

1) To perform management functions a) Decision making in planning b) Decision making in organizing c) Decision making in directing d) Decision making in controlling 2) To ensure success of management process 3) For the success of the enterprise 4) Mark of managers existence 5) For evaluating managers 6) For solving problems 7) To limit Risk 8) For optimum utilization of resources 9) To achieve objectives effectively 10) To face challenges

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Identification of problem Diagnosing the problem Establishing specific objectives Identifying limitations or constraints Finding alternatives Evaluating alternatives Selecting appropriate alternative Implementing the decision Feedback

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Organizational & personal decisions Routine & non-routine decisions Strategic or policy & Tactical or operational decisions Programmed or non-programmed decisions Individual & group decisions