Management Inventory chart has been defined as:

As inventory chart is the simply an organization chart of a unit with the managerial positions indicated and the keyed as to the promoability of the each include.

It is an honest evaluation of the staff promoability put down in the block and white stands with respects to the staffing function.

Advantages of the Management Inv.Chart

The following are the advantages of the management Inv.chart.

1. The chart give an overview of the staffing situation of the organization

2. Managers who are ready for the promotion can be easily indefinite.

3. Mangers who do not performed satisfactorily are the identified and need to the training or the replacement is the indicated.

4. Managers who are close to the retirement can be identified and preparations can be made for their replacement.

5. The chart facilities the transfer of the manager not only to strengthen of the manager not of the experience.

6. One can identify and prevent the boarding of the promotable people by their “ Immediate” superiors.

7. Manger can contest subordination about their career paths and relate them to the employment opportunities with in the company.

8. If the organization has the insufficient depth of the recruited to the cruses future supply of the managers.

Limitation of the Management Inv.chart

Following are the disadvantages the management Inv. Chart

1. The Chart does not show to what posing the manager may promotable. A promoted able manager of one department can fill the job of the vice president in another department.

2. The data shown on the chart on the chart are not sufficient to make a fair assessment of the capabilities of the individuals.


3. Al Though the chart is the useful for the counseling subordinate. It after not the practical to the shown the information with all employees.

4. It takes time and effort to keep chart up to date.

5. Upper level manager may hesitate to make their charts available other upper level manager because they may be afraid they will lose component subordinates the other organization units.

Definition

MBO can be definite as follows.

A comprehensive managerial system that integrates many key managerial activities in a systematic manner, consciously directed towards the effective and efficient achievement of the organization and individuals of the objectives.

MBO is a system of the setting up of the organization objectives, which then become the beginning, middle and end of the operation. Objective monitor organization's progress and success. Departure from the optimum path to these of the objective causes corrective action to be invited.

Charateirstic of the Mangement By objectives

Management by objectives has certain of the characteristics as the explained below.

1. Characteristics of objectives

It explains and spells out the Specification objective I clear understandable and definite terms. The superior Known what he expects from his subordinate manager and the letter understands what he has to accomplish by a given a time.

2. Success Of the specific goals

It sets specific goals in such a manner that it integrates shorts range objective with the long range. Each successive specific goal is the perfectly integrated.

3. Delegation By objectives

If the duties are assigned in term of the results becomes specific and simple it believes in the delegations assigned.

4. Freedom to act

In the light of clear of the objective, specific goal along the work to it and the authority to the achieve them. The subordinate manager gains freedom to act and put has best. He inactive to work and developing faith in his own self.

5. Verifiable Results

It is the impossible to the measure achievement of objectives of the accurately stated in vague or the general terms. Management by the objective of the expressed specific goals in verifiable and quantifiable terms there by making measurement of performance or control easy.

6. Clear Communication

Clear communication is only established when a subordinator is given verifiable results to the action and the authorities to achieve them. Such clear of the communication motivates the subordinate manager to put forth his best efforts and the imagination.

7. Personal Accounting

If nature of the duties is vague but if duties of the assigned are the verifiable clear and the definite and necessary authority delegated personal accountability become clears of the simple and easy Management accountability possible.

8. Improved Management Ability

At each interval, the subordinates should be understand his capability of effectiveness and effacing so that he may be concentrate on his weaker areas of the performance to the improve himself further MBO. Provides the opportunity.

9. Shared responsibilities

The superior gives his own view to the subordinate manager while setting specific goals for the earlier. He also asks his the subordinates what the goals he can accomplish in what time and with what recourses accomplishment of the departmental objectives, therefore becomes a shared responsibility.

1. Better Managing

MBO results in must improved to the managing to the ensure that the objectives are realized and it also requires Manager to the think of the way they will be accomplish of the results the organization and the personal they will need do so and the resources and assistance they will require.

2. Classified Organization

MBO. Assigns definite of the organization lacks along with the authority to the use organization resources to achieve those tasks. A clearly defined MBO Program leave no question on the authority granted to the subordinate Manager or on what is the expected from them. It forces managers to the clearly organization roles and situation.

3. Personal Commitment

MBO encourages people to the commit themselves to their goals. No longer are people just doing work. Following instruction and waiting for the guidance they are now individuals with clearly definite purpose. They have had a part in actually setting their planning programs and evaluating themselves.

4. Development of the effective controls

In the same way that the MBO sparks more effective planning it also aids in the developing effective controls. One of the major problems of the control is the knowing what to watch. A clear set of the verifiable goals is the best guide to the knowing.

5. Improves subordinates Manager efficiency

MBO, enable subordinates manager to the known exactly where he stands with superior what are his known weakness and what is his further it helps him to the develop his capabilities and improve performance.

MBO system has a number of the weakness and short comings:

1. Failure to teach the philosophy of MBO

It is the important that the management who would put MBO into practice must be understands and appreciate a good deal about it. They in turn, must explain to the subordinates what it is apprising of the performance and above all how participants can benefit.

2. Difficully of the introducing MBO

Introducing MBO into an the existing work forces might be problems laden older managers who for years might qualitative standard become fearful where the never, more precise standards are introduced.

3. Different of the selling goals

Truly verification goals are the different to the set. It takes much study and work to the establish verifiable objectives that are the formidable but attainable them to the develop many plans which tend only to lay out work to be done

4. The short Run Nature Of the goals

In most MBO programs managers set goals for the short term. Seldom for more than a year and often for a quarter or less. There is the clearly the danger of the emphasizing the short run, Perhaps at the expense of the longer run.

5. Dangers of inflexibility

Managers after hesitation to allow subordinates to change objectives. Al though goals may crease to be meaning full if they are change too often it is the some times foolish to the expect a manager to the strive for a goal that has been made absolute by the change premises modified policies etc

6. Overuse of the quantitative goals

In their desire to have verifiable goals, people may overuse quantization. Goals and attempt to the force the value of the number in area where the not applicable. A favorable company may be the state this in the quantitative terms.

Leonard R.Sayles named four (4) groups of the grouping to the describes them however, first groups may be classified into two major types:

1. Formal Groups

A formal group is one that exists within an organization by the virtue of the management decree to the performance tasks that enhance the attainment of the organizational objectives. Samuel certo.

From the point of the view of the organization formal groups are generally used to the pass along and share of the information, train people or the help make a decision. Formal group are the divided into the two basic types, which are two of the Leonard’s groups.

I. Command Group

Command group are the formal groups that are outlined on the chain of the command or on the organizational chart. In the general command group typically handle the more routine organizational of the activities. The command group exists because of the rank relationship of the group members.

II. Task group

A task group is a group of the created by the organization to accomplish a relatively narrow range of the purpose with in a stated or the implied horizon. Al though tasks groups are the commonly considered to be made up of the member on the same organization level they can consist of people from the different levels of the organization hierarchy.

2. Informal group

An informal group is one that develops out of the day to day activities inter actions and the sentiment of the member for the purpose of the meeting their own needs.

These are not highly structured in terms of the procedure and are not formal recognized by the management.

Each of us has personal feeling about the kinds of the factors that may be counted upon to motivate human beings. We each will give our own theory of the motivation to those whom we wish to motivate.

The manner I which we will attention to the apply our theories is always determine by the arrangement of the values that we attribute to the people dougias Mc Gregor has given names to the theories most often held about people and motivation. Mc Gregor calls his two groups theory X and theory.

Theory X Manager

A manager who fits into the theory X group leans to wards an organization climate of close controls centralize of the authorities, autocratic of the relationship and minimum participation in the decision making process. Such manager accepts certain assumplains. Theory X assumplains according to the Mc Gregor are.

1-The average person dislike work and will avoid it as much as possible.

2-Stemming from this, according to the theory X, most people have to be forced or the threatened by the punishment to the make the effort necessary to accomplish of the organizational goals.

3- The average individual is basically passive and therefore prefers to be directed, rather than to assume any risk or the responsibility. Above all the else, Security is the important.

Theory Y Manager

A theory Y Manager of operates with a different set of the assumptions regarding human motivation. This manager feels that an effective organizational climate has looser. More genera super vision of the greater decent realization of the authority less reliance on coercion and the control democratic leadership, style and more of the participation in the decision process. The assumption upon which this type of the organization climate is based includes the following.

1- Work is a natural as play or the rest and therefore is not avoided.

2- Self-motivation and inherent of the satisfaction in work will be forth common in the situations where the individual is the committed to the organizational goals. Hence, coercion is not the only from of the influence that can be of the used to motivate.

3-Commitment is a crucial factor in the motivation and it is a function of the rewards coming from it.

4-The average individual learns to accept and even proper environment.

5-Contrary to the stereotypes the ability to be creative and the innovation in the solution of the organization problem is the widely, not narrowly, distributed in the population.

6- In Modern business and organizations human interlaced potentialities are just practically realize.


Concept of Theory Z

The question arises as to which management philosophy and of the organizational limitation to produce the best results under some conditions. Theory X works best and Theory Y, works suggest that both assumptions are correct at the different times with different people ---- thus the mandatory different motivational approaches depending on certain variable in the organization.

The best explained of human relations theory ha been given by Rinses likert. In the course of the researches carried out by Rinses Likert and his associates at the university of the Michigan. They saw an effective manager as strongly oriented t the subordination relying on the communication to the keep all parties working as a unit- All members of the group including the manager adopt a suppurations attitude in which they share in one another common needs of the values, aspirations goals and expectations, Since this is what appeals to the human motivations.

Likert suggested four systems of the Management, which are explained below.

System 1. Exploitive Authoritative Treating people poorly

These managers are the highly of the autocratic have little trust of the subordinates, motivates people of the though fear and punishment and occasional rewards. Communication is the down wards and orders are the issued solely by the leader under this system, productivity is the mediocre.

System 2. Benevolent. Authoritative Treating people less

Managers have the condescending of the trust in the shared some with the middle and lower of the manager engage in the communication both up and down. Motivate with the rewards occasional punishment and some involvement and act connotatively in the other ways.

System 4. Participative group

Treating people extremely well

This system is the optimal approach to the leading there is the extensive of the interaction with a high degree of the mutual trust and respect of the manager controls are the wildly self of the monition and the producing is the excellent of the under this system subordinates are the motivates by the such factors as the economic rewards based on a composed system of the develop through the participation and the involvement in the goal of the setting.

The model of the Administrative of the management evolved during the early 1900’s and is most closely identified with Henry fayol a French industrialist. By 1888 he had become the managing director of a large French mining conglomerate, which was, then on the brink of the bank ruptey. Fayol made it a successful company again by the application of the doctrine administrative as he called it,

Foyal General Administrative princiales

Foyal developed fourteen (14) of the management principles, which become more effective through formal training in them. These principal were the explained in a book general industrial Management published in 1916. They are the lashed below.

1. Division of the Labour

This implies that a task should be divided among a number of the employees according to their of the capabilities. The more people specification the more efficiency they can perform their work. Applies the principal in all kinds of the work. Managerial as well as technical.

2. Authority And Responsibility

According to the fayol of the authority and responsibility go hand in hand with the letter arising from the former. Managers have the right to give orders so that they can get things done and at the same time they are equally answered for the result. Fayol sees authority as a combination of manager's position and personal intelligence of the experience moral worth, etc factors.

3. Discipline

Members of an organization need to the respect the rules and agreement that govern the organization. Discipline require good superior at all the levels.

4. Unity of the command

This means that only me manager should exercise authority over a group of the people. Each employee should receive instruction about a particular operation from only one person rather than more than one manager which may cause conflicting instruction and confusion to the result.

5. Unity for the direction

This principal is corollary to the unity of the command and means that the efforts of employees should be co-ordinate and direction by only on the manager in order to avoid to the different policies and procedures. Just an only one person should say that to do only one manager should say how to do.

6. Subordinates of the individual to the general interest

The manager should check that the interest of the employee don’t take precedence over the interest of the organization as a whole the employee should forget their personal linking and disliked and to gather work for the survival of the organization.

7. Remuneration

Compensation for the work done should be fair and affording maximum possible satisfaction to the employee.

8. Centralization

The authority to the exercise controls over the enterprises must concentrated at the top level of the position of the Manager should return final responsibility is to be delegated is to be determined by the circumstance.

9. Scalar chain

It is not possible that a single manager looks after the entire work of the authority to the others to shares his burden of the management. This establishes. Achine of the link from highest to the lowest rank and is known as the scalar chain of the command.

10. Order

This is the principal of the organization in the arrangement of things and the people.

(a)- Material order Implies a place for the every thing and the every thing in its place.

(b)- Social order Implies right man in the right place at the right time.

11. Equity part

In, justified and fair play on the part of the managers when dealing with the subordinates.

12. Stabilty And Tenure of the state

fayol finds unnecessary turn over to be both the cause and the effect of bad management. Unless the employee enjoys job stability they will not develop a sense of the belonging ness and will not give serious loyal and efficient performance.

13. Initiative

Subordinates should be given the freedom to formulate and carry out their plans. Fayol exhorts managers to the sacrifice personal vanity in order to the permit subordinate to the exercise Initiative so that they can fined their own ideas and come out with their latest of the talents.

14. Esclrit-De-Cores

This principal emphasizes the need for term sprit and the important of the communication in the obtaining it. The manager should include sense of the co-operative and harmony the employee in the interest of the organization.

Socially responsible behaviors by the manager is the usually a matter of the ethics. Ethical behavior is the social behavior and that is consistent with the prevailing social and cultural of the norms mores.

The words ethics is the derived from the Greek word refers to the character.

In simplest words of the ethics may be definite as.

A System of the moral principals that branch of the philosophy dealing with values relating to the human of the conduct with respect to the rightness or the wrongness or the badness of the motive and ends of such actions fulmar.

From the standpoint of the organization manager ethic may be seen.

As: The rules or standard governing the moral conduct of the members of the organization or the management professional fulmar.

Values are the fundamental to the ethics. The process of the clarifying what constitutes human welfare is the dynamic and is the stronger influenced by the fundamental values and change in them over time.

Every organization spends time effort and money in the recruiting and trading employee. Hence human assets and should be carried as the assets on the organization balance sheet consideration expenses are increased in order to the recruits ad train of the employee. Resins linker is of the view that it is the interest of an organizations to the presence its human recourses even in the days of the recessions, firms will be wiser to be the reduce industries and even shell machinery rather than the dispose of their most important assets than is people so that it is the best interest of an organization to have a good staff.

Promotion from within an important policy which has been followed by many companies to the recruit their managerial requirements under this policy the employee are the provided a strong.

Incentive to the satisfactory work of the performance More over it is the provided a reserve stocked from which potential manager can be selected of the according to the needs of the organization.