Management

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Definition

“Management is the process of organizing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims.”

Explanation
Management is the process of reaching organization goals by working with and through the people and other organizational sources. It involves a series of the steps to be followed in certain order with a view to create and maintain an environment in an enterprise where the individuals working in groups can perform their jobs with the perfect understanding, unity and efficiency. Therefore the overall job of the manager is to create within the enterprise an environment, which facilitates the accomplishment of the predetermined objectives.

The practice of the Management is found in every facet of human activity. It includes decision-making and the giving of orders so that the maximum of the output could be obtained with the minimum of input.

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Steps in Problem Analysis

Problem Analysis

Problem Analysis is the logical process by which the manager narrows down a broad body of the information during progressing towards solution. The following approach can lead to a precise formulation of the problem itself and the steps that might lead to its solution.

1. State the Problem

A problem well stated is half solved, identifying accurately the problem in its true perspective. The more correctly the problem is stated, easier the rest of the problem is.

2. Define the Present Level

Confirming to which level the problem solving related and what is its size or magnitude comes under this step.

3. State Your Objective

State in specific and measurable terms the exact difference between the present and the way things ought to be. What solution is intended and what is the exact purpose of problem solving process is to be determined.

4. List the Possible Causes

Write down all the possible reasons of why the present situation has aroused. Setting forth the possible ways of how the manager have to cope up with and enables him to develop a priority list for himself.

5. Select the Most Likely Cause

Analyze every cause in the light of its merits and demerits. For each problem points to the major causes that merit the most watching.

6. List Alternative Solutions

There is always more than one possible answer. Write down all the possible actions that would seem to meet the need you have isolated.

7. Analyze the Alternative Solutions

Weigh each possible action with regard to the cost, effort and risk. Basically this involves relating certain important facts in support of a certain alternative and repeats this for each alternative. Some facts will support a given alternative others will indicate facts with the preference for a different alternative judgment and experience will help in evaluating the alternatives.

8. Make Your Decision

Select the action of the alternative that has the highest total ratting on your effort. Cost and risk evaluation are important to select the most strongest, most appropriate and the most feasible alternative.

9. Make Action Plan

Carefully and with the attention to minute details of the plan that will have to occur to bring about the selected alternative. Give attention to the specific dates and the objectives of each step towards accomplishment of solution.

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Introduction

In designing an environment for effective performance of individuals working in groups, the most essential task is to make sure that people must know what they are expected to accomplish. This is the task of planning.

Definition

Samuel Certo says:

“Planning is the systematic development of the action programmes aimed at reaching agreed business objective by the process of analyzing, evaluating and selecting among the opportunities which are foreseen.”

Types of Plans

Introduction

Plans may be classified into different types each of which constitutes the elements of main plan itself. They are as under:

1. Obectives

The end point of planning is objectives. It not only points out the goals towards which activities are aimed at but also provides the foundation on which all the rest of planning are based in preparing the objectives. The planner has to follow all those steps that are adopted by him in formulating the main plan.

2. Policies

Policies are general statements or understandings, which guide the thinking of a manager in making decisions in the enterprise. Policies delimit an area within which a decision is to be made and ensure a consistent and unified thinking throughout the enterprise. As an element of the plan, policies assist the manager in determining what must be done to ensure timely accomplishment of objectives.

3. Procedures

Procedures provide the course of action that should be followed in-order to achieve the objectives. They provide the path through which activities are to be followed.

4. Rules

In the interest of maintaining and observing discipline in the enterprise, all the employees must be made to observe certain rules and regulations. Rules therefore determine the restrictions and the limitations on the individual employees and provide internal laws, which govern the discipline of the enterprise. In preparing the rules, same step is to be followed as that in the main plan.

5. Programmes

Programs specify the time limit for different activities and for the main objectives that are to be accomplished. In fact programs establishes the timetable of the activities that are to take place in different departments. In preparing a program a manager considers policies, procedures and rules so that a practicable timetable is prepared. Hence program is often called the complex of policies, procedures and rules.

6. Budgets

As type of plan budget constitutes the elements which studies each factor i.e raw material to be consumed, space to be covered and man and matching hours to be utilized. Budgets are the forecast of those things, which can be counted or quantified with complete accuracy in other words it, is a numerical statement of future activities.

7. Strategies

If the main plan of the business is prepared without taking into account, the activities of the competitors. Consequently it is always advisable to prepare the plan in the light of the plan of competitors and their activities. Strategies, therefore point out those aspects of the plan which when taken into account provides information of the rivals.

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In preparing the plan the following setup should be taken by the planners strictly in the sequence.

Establishing objectives

The first step in the planning is to establish or determine in the definite term the objectives. Objective indicate basically what is to be accomplished and where the primary emphasis is to be placed and what the police and procedures should be planning is to be the work out in the details what is to the accomplished.

Communicatly objectives

In the designing an the environment for the effective performance of the work groups it is the imperative that people must know what they are expected to the describe their personal business goals it is the likely that they have no objectives at all.

Establishing planning premises

Te third step in the planner is to determine the relevant information that will be needed by the planner in the establishing and estimating the plan.

Planning premises provide a background on which all the attention of the planner continuous to provide the boundary wall with in which the attention remains diverted. Premises are the expected environment of the plans in the plans in the operation premising then is the assessment of the future.

To a large extent the feasibility of the using any one alternative to reach organization objectives is the determined upon which the alternation is the based.

Listing Alternation ways of the Reaching Objectives

Under this step managers should list is many available alternation as possible are the reaching the pre-planned the objectives. In this connective the planner must reduce by the preliminary examination the number of the alternation to those missing the most fruitful possibilities or by the mathematically eliminating the least promising ones.

Evaluating Alternative Cases

Having sought out alternative courses and examined their strong and the weak points the fifth step is the evaluate them by the weighting the various factors in the right of the promises and goals.

Establish Policies

Policies might be viewed as a board pathway with in which the worked moves towards on the objectives when considering alternatives a worker can the automatically exclude those matters that are outside the area designed as the acceptable by organization policy

Selecting A Courses of the Action

The seventh step-selecting the coursed of the action is the point at which a plan is the adopted the real point of the decision-making occasionally an analysis and evolution of the alternation courses against objectives.

Putting plans into the action

Once place have been developed they are ready to be put into the action. The plans should furnish the organization with the both long range and short the range direction of the activity.

Establishing Budgets

The important step to give the plans a meaning is to the number them by the converting them to the budgets are the expression of the expected in the numerical terms. If done well budgets become a means of the auditing to getter the various plans and also important stand against which planning progress can be measured.

Establishing Time Tables

Completion dates are the most important part of the any schedule. Millipore’s are the created for the convenient intervals through out the life of the project so that the manager dose not suddenly realize at the manager that he major objectives are only half realized.

Deciding on Standards

As a final step in the planning procures. It is important for the manager to realize that the plan performance is measured. Consequently plans should be stated in a measurable manner.

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Organization is the second fundamental function of the management and like of the planning it is of the perspective type. That is it is related to the prepare stage and involved formulation of the effort and establishment of framework for the proper pattern and relative position of the activities fore undertaken. No planning succeeds unless a framework of the activities is built up to accomplish the goal, which is contracted.

Organization is the managerial function that is the concerned with the arrangement of organizations resources, people, material technology and finance in order to achieve organizational objectives.

The organization function of the management brings together human and physical recourses in an orderly manner and arranges them in a Co-ordinate pattern to accomplish plan by the objectives.

Organization helps a manager to known reports and who is he to the help, to whom he reports and who is to the reports to him, organization is a complete function, which involves

• Determination of the activities to be the performed in the keeping with the objectives.
• Classification of these activities in the light of their role and contribution.
• Determination of the proper authority for the effective performance of the job.
• Determination the relationship between each group to the make them devel understanding and the unification.
• A provision for the Co-ordination that would help on the developing a team spirit and feeling of the joint efforts.

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Span of Management / Control

One of the basic doctrines in the theory of the organization is the principal of the span of management. The ability capability and the time of the managers are the necessarily restricted by the biological and physical factors hence a manager cannot look after manage or the control unlimited number of the people working under him. Consequently if the some one wants effective management, than the number of the subordinates working under the manager must be such which he can effectively handle. The theoretical justification for the restricted Span of the Management was developed by A.G Gracie, the famous French mathematician and the management consultant. He proved through a mathematical formula the relationships between a manager and sub-ordinate working under him. This repaid increase in relationship is so much fast that we call it in a geometrical progression Graciousness’ theory explains that there is not one relationship between a manger and sub-ordinates that is controlled. Rather there are three different relationships that require proper attention of a manager.

These three relationships have been identified as

1. Dirct single relationship

If a manger has three subordinate working under him, he will have three direct single relationships. That is he develop intimacy ad relationship with his subordinates on the individual basic and he understands them fully and perfectly in order to have a full control.

2. Direct group relationship

Co-ordinates after work in a group although they are from different departments. They work together because their boss in one and because they have common goal to accomplish. They often come to their manager for the seeking advice in the groups. A manager must

Observes how the subordinate behave when they appear before him. It is the human nature that often the behavior of the man change. When be become a member of a group. Hence such changing behavior must be noted by a manager if he wants to have a complete control and command over them.

3. Cross Relationship

For effective management it the essential for a manager to know how the sub-ordinates behave in his/her absence. In other words the manager must known what sort of the relationship the subordinates have with the each other this relationship is the important to understand their character and behavior in the enterprise as it can greatly effect the atmosphere of a business.

According to the A.G Graicu has these three relationships between a manager and subordinates go on the increasing rapidly as the follows

No. of Subordinates--------No. of Relationship

1--------------------------------1
2--------------------------------6
3--------------------------------18
4--------------------------------44
5-------------------------------100
6-------------------------------222

It means that a manager can next look after an unlimited number of the subordinates organization levels exist because there is a limit to the number of the persons a manager can supervise effectively. His span of the control is the definitely limited according to his ability and the capacity to the manager. Different experts on management believe that for an effective control a manager should not have more than 6 to 8 persons under his control a manager should be very important works. However there is no definite standard, which can be controlled effectively by a manager.

It depends upon the certain conditions prevailing in an enterprise. These conditions definitely determine whether the span of the management may be narrow or the wide. Span of the control is also the called span of the supervise/ authority.

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Controls is the function of the every manager from president supervise

Controlling is the determining what the being accomplished that is the evaluating the performance and if the performance and if the necessary of applying corrective measure so that performance takes place according to plans.

Manager are the performance to see that the objectives as mentioned I plan are achieved as per programmed the controls, becomes necessary to the verify whether every thing is the happen in the conformity with the plan adopted instruction issued and the principal established controls helps the manager in the verifying whether the things are happening as the describe or not and if it is the not according to the expectation then the deviations or the discrepancies and the discovered and the correct are made so that they may not be repeated.

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Steps in Controlling

The controlling function involves three steps, which are the integrated, and the interrelated. Controlling constituted the following

1. Establishing standards

The first step is to prepare and establish standard or the certain criteria against which actual results can be measured. They represent the expression of the planning goals against which the actual accomplishment of the result can be measured standards may be stated in physical terms I monetary terms or the verifiable qualitative terms or in ay other way which can give a clear indication of the performance.

2. Measuring performance against these established standard

After preparation of the standards measurement of actual performance is the made. This is the stage where actual results are physically measured.

Actually verified against the standards established with the establishment Measurement of the actual accomplishment with the established standard can reveal whether things are the going in as desired or the not. There is the hardly any function or the performance that the givens 100% perfect result and the therefore some discrepancies of the minor or the major nature are the likely to the simply known the satisfaction or the un satisfactory result but he has to the that of the accomplishments are made according to the plan and of the consequently the moment he detects the Cretins deviations he should immediately take steps to the remove it in orders of the assure timely achievement of the stated goal.

3. Correcting Deviations of Noticed

Third equally important step in the controlling is to the correct any deviation or the discrepancy as the early as the possible. Managers prepare plants and organize and the direct with one view in their mind. That objectives established would be achieved accordingly to the programmer, it may however mistake some where in his planning process, which may give un-satisfactory results. The reason for such mistake may be discovered and the corrected of the noticed immediately to ensure timely accomplishment of objectives. Timely correction of the noticed deviations is therefore a step in that the directions.

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Requirements of Good Control System

The purpose of the controlling is to the enable a manger to verify and the estimate the true progress going on in his department. Every manager must use of the effective controls techniques which may give him the describe result and the adequate it possesses the following characteristic.

Control must Reflect the Nature And Need of the Activities

All controls systems are to reflect the job they are performing. A controls system of the sales department with be different from that the purchase of the department. It must be seen that it suits the requirement and reflects the nature of the activities.

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A Widely used device for the manager controls is the budget refers the formulation of plans for a given future provide in numerical forms. It is forces of the further activities expressed in the measurable units and on the basic of this forecast the actual accomplishment are the verified or the measured. But as a plan is a more definite and the quantifiable shape in the order to this control the affairs more of the effective in plans of the objective some times can not be accurately measured in measurable units to the convert objectives in the certain to the definite language by the forecasting the goals budget allows no room for the vague determinations of the objectives

Being an expression of the objective to be achieved budget server as affection and dependable of the basic or the standard against which the actual accomplishment are the evaluation and defects or the deviation. If any are noted budget is a proper device for the controlling the activities of the business enterprises and therefore almost all the business concerns we this the device some shape or the another in controlling their the affairs.

Types of Budget

Budget may be classified into the five types. Which are as following.

1. Revenue And Expence Budget

The forecast of the expected income and expense expressed in the monitory units is known as the revenue and expense budget. The planning objective of the earning within a certain period and spending on business operation. May be expressed in a definite way through such budget are the prepared the revenue and expenses must be nearer to the budget shown.

2. Time, Space , Material And product Budget

There are many activities, which can better be expressed in other units than money like time, Space, material and products.

Time to be consumed within a given future period reflects time budgets the space to be utilized measurable in the square foot takes the shape of the space budget and material to be consumed per unit may be expressed in the material budget similarly number of the units to be of the produced in a given period can be classified in the production budget.

3. Capital Expendation Budget

All big enterprises have certain programmer of the spending money for the capital goods like plants, machinery and equipment and other related items are the planned which may be clearly expressed with regards to the quantity and value of the purchase to be made with in a given period of the capital budgets controls the expenditure involved in the purchase of the capital goods

4. Cash Budget

The cash budget is a simply a forecast of the cash receipts and disbursements against which actual the experience is the important single of the control of the business.



5. Balance Sheet Budgets

The Success of the every business reflects in how the much it expands and the increase in its total assets each year. All good concerns have a definite programmer of the development and action and on the basic of their programmer they make a forecast of the increase in their assets balance sheet Budgets are a forecast of the status of the assets and liabilities and capital account (A/C) asset particular times in the future.