PBM
UNIT IINTRODUCTION Q1) Explain the concept of Management.A1) Concept of Management The management is a particular kind of movement fundamentally dependable to complete things through others. All administrative capacities are general and all chiefs in any field of human endeavors play out that common place administrative capacities independent of what they are overseeing. One approach to dissect the management is to think as far as what a supervisor does. Utilizing this methodology, we can show up at the management cycle which depicts crafted by any director. A portion of the basic meaning of the management given by popular essayists and masterminds are: According to Harold Koontz and Heinz Weihrich, Management is the way toward planning and keeping up a climate in which people, cooperating in gatherings, proficiently achieve chosen points. As indicated by Kreitner, "The board is the way toward working with and through others to accomplish authoritative goals by proficiently utilizing restricted assets in the evolving climate. Q2) Explain the significance of Management.A2) Significance of Management The management helps in accomplishing group objective. The management improves effectiveness by limiting the wastage of assets. The management makes a powerful association which adjusts the changing business climate. The management helps in accomplishing individual destinations. The board helps being developed of the general public. Significance of Management having perceived that administration is a general action that is basic to any association we currently analyze a portion of the reasons that have made administration so significant. The board helps in accomplishing bunch objectives. The board is required not for itself but rather for accomplishing the objectives of the association. The assignment of a chief is to provide a typical guidance to the individual exertion in accomplishing the general objective of the association. Q3) Explain the nature of Management Process.A3) Nature of management processManagement is a process which brings the scarce human and material resources together and motivates people for the achievement of objectives of the organization. Management isn't a onetime act but an on-going series of interrelated activities. The sum of these activities is called as management process. It consists of a group of interrelated operations or functions necessary to attain desired organizational goals. A process is a systematic way of doing things. It’s concerned with conversion of inputs into outputs. An analysis of management process will enable us to understand the functions which managers perform. Features of Management Process:Management process is characterized by the subsequent features: 1. Social Process:The entire management process is considered a social process as the success of all organizational efforts depends upon the willing co-operation of individuals. Managers guide, direct, influence and control the actions of others to attain stated goals. Even people outside the organization are influenced by the actions of managers. 2. Continuous Process:The process of management is on-going and continuous. Managers continuously take up one or the opposite function. Management cycle is repeated over and once again, each managerial function is viewed as a sub-process of total management process. 3. Universal:Management functions are universal in the sense that a manager has to perform them regardless of the size and nature of the organization. Each manager performs similar functions no matter his rank or position in the organization. Even during a non-business organization managerial functions are the same. 4. Iterative:Managerial functions are contained within each other the performance of the next function doesn't start only when the earlier function is finished. Various functions are taken together. For instance, planning, organizing, directing and controlling may occur within staffing function. Similarly, organizing may require planning, directing and controlling. So all functions are often thought of as sub-functions of each other. 5. Composite:All managerial functions are composite and integrated. There cannot be any sequence which may be strictly followed for performing various functions. The sequential concept could also be true in a newly started business where functions may follow a specific sequence but the same won't apply to a going concern. Any function may be taken up first or many functions may be taken up at the same time. Q4) Classify Management functions.A4) Classification of Management Functions:Different authors have given different managerial functions. Henry Fayol was the first to define specific functions of management. In his words, “To manage is to forecast and plan, to organize, to command, to co-ordinate and to control.”He has given the subsequent functions:(i) Forecasting and planning(ii) Organizing(iii) Commanding(iv) Co-ordination(v) Control Luther Gulick used the word POSDCORB to explain various functions.This initial describes the subsequent functions: Planning (P). Organizing (O), Staffing (S), Directing (D), Controlling (CO), Reporting (R) and Budgeting (B).Ralph Davis gave three functions of management: Planning, Organizing and Control. He was of the view that command and co-ordination facilitate control so these should be a part of it.Koontz and O’ Donnell have adopted the subsequent functions:(i) Planning(ii) Organizing(iii) Staffing(iv) Directing and(v) Controlling. Q5) Explain the Classical and Neo- classical theory of Management.A5) Classical Theory of Management The board is an efficient organization (cycle) of interrelated capacities. Formal schooling and preparing is stressed for creating the board aptitudes. Individuals are persuaded by financial additions. Stress was given to the conventional association structure. Numerous standards have been created for the rehearsing chief. Capacities, standards and aptitudes of the board are viewed as widespread. Neo-Classical Theory of Management This hypothesis manages the human factor. Elton Mayo and Mary Parker Follett are the fundamental patrons of human relations approach. This methodology additionally causes 'Conduct Science Management' which is a further refinement of human relations approach. 1. Human Relations Theory: It has focused on individual conduct. This considers bunch struggle as a negative power that influences authoritative effectiveness. It sees the laborers as a 'Social Man'. It offers significance to formal association structure. It sees association as social framework. It doesn't give logical vision to contemplate human conduct. Self-course and restraint methods are utilized in a restricted degree. It grants collective choice creation somewhat just to the normal choices. 2. Behavioral Science Theory: It has focused on gathering conduct. This considers bunch struggle as wellspring of new and inventive thoughts. It sees the laborers as a 'Self-Actualizing Man. It stresses on similarly an adaptable association structure. It sees as socio-specialized framework. It gives logical comprehension of human conduct. Self-bearing and discretion procedures are utilized to build bunch proficiency. It empowers collective choice creation for both daily schedule and significant issues. Q6) Write a note on the contingency approach.A6) Contingency Approach The all inclusive cycle approach is the most established and one of the most mainstream ways to deal with the board thought. It is otherwise called the Universalist or useful methodology. As indicated by the all inclusive cycle approach general cycle approach. It requires a similar reasonable administration measure In the organization, all things considered, public or private or huge or little, requires a similar balanced cycle. The Universalist methodology depends on two fundamental suspicions. To begin with, in spite of the fact that the motivation behind associations may shift for instance, business, government, training, or religion and so forth A center administration measure stays as before over all associations. Fruitful chiefs, thusly, are compatible among associations of contrasting purposes. Second, the general administration cycle can be decreased to a bunch of isolated capacities and related standards. In 1916, at 75 years old, Fayol's work has left a perpetual blemish on 20th century the executives thinking. Fayol was initial an architect and later a fruitful head in an enormous French mining and metallurgical concern, which is maybe why he didn't turn to hypothesis in his spearheading the management book. Or maybe, Fayol was a chief who endeavored to interpret his wide managerial experience into viable rules for the fruitful administration of a wide range of associations. 1. Division of Work: Representatives spent significant time in various zones and they have various aptitudes. Various degrees of mastery can be recognized inside the information zones from generalist to expert. Individual and expert improvements uphold this. As per Henry Fayol specialization advances proficiency of the labor force and builds profitability. Furthermore, the specialization of the labor force expands their precision and speed. This administration standard of the 14 standards of the executives is pertinent to both specialized and administrative exercises. 2. Authority and Responsibility: In request to complete things in an association, the executives have the position to provide requests to the representatives. Obviously with this position comes duty. As per Henry Fayol, the going with force or authority gives the administration the option to provide requests to the subordinates. 3. Discipline: This rule is about dutifulness. It is frequently a portion of the fundamental beliefs of a mission of articulation and vision as great lead and conscious connections. This administration guideline is fundamental and is viewed as the oil to make the driving force of an association run easily. 4. Unity of Command: The administration standard 'Solidarity of order' implies that an individual representative ought to get orders from one administrator and that the worker is liable to that supervisor. In the event that assignments and related obligations are given to the representative by more than one supervisor, this may prompt disarray which may prompt potential clashes for workers. By utilizing this standard, the obligation regarding missteps can be set up more without any problem. 5. Unity of Direction: This administration guideline is about concentration and solidarity. All workers convey the very exercises that can be connected to similar targets. All exercises must be completed by one gathering that frames a group. These exercises must be portrayed in a strategy. The administrator is eventually liable for this arrangement and he screens the advancement of the characterized and arranged exercises. Center zones are the endeavors made by the representatives and coordination. 6. Subordinate Individual Interest: There are in every case a wide range of interests in an association. To have an association work well, Henry Fayol demonstrated that individual interests are subordinate to the interests of the association. The essential spotlight is on the hierarchical targets and not on those of the person. This applies to all degrees of the whole association, including the chiefs. 7. Remuneration: Motivation and profitability are near each other to the extent the smooth running of an association is concerned. This administration rule of the 14 standards of the board contends that the compensation should be adequate to keep representatives inspired and profitable. There are two kinds of compensation specifically non-money related a commendation, more duties, credits and financial pay, reward or other monetary pay. At last, it is tied in with remunerating the endeavors that have been made. 8. The Degree of Centralization: Management and authority for dynamic cycle must be appropriately adjusted in an association. This relies upon the volume and size of an association including its progressive system. Centralization suggests the grouping of dynamic authority at the top administration. Sharing of experts for the dynamic cycle with lower levels is alluded to as decentralization by Henry Fayol. Henry Fayol showed that an association ought to make progress toward a decent equilibrium in this. 9. Scalar Chain: Hierarchy introduces itself in some random association. This shifts from senior administration to the most reduced levels in the association. Henry Fayol "progression" the board rule expresses that there should be an away from in the territory of power. This can be viewed as a kind of the management structure. Every representative can contact a director or an unrivaled in a crisis circumstance without testing the pecking order. Particularly, when it concerns reports about cataclysms to the prompt directors/bosses. 10. Order: According to this guideline workers in an association must have the correct assets available to them with the goal that they can work appropriately in an association. Notwithstanding social request and duty of the supervisors, workplace must be protected, perfect and clean. 11. Equity: The administration standard of value regularly happens in the guiding principle of an association. As indicated by Henry Fayol representatives must be dealt with sympathetic and similarly. Representatives must be in the ideal spot in the association to do things right. Administrators ought to oversee and screen this cycle and they should treat representatives decently and fairly. 12. Stability of Tenure of Personnel: This guideline speaks to sending and overseeing of faculty and this should be in offset with the administration that is given from the association. The executives endeavor to limit worker turnover and to have the correct staff in the perfect spot. Center zones, for example, successive difference in position and adequate improvement must be overseen well. 13. Initiatives: Henry Fayol contended that with this administration standard workers should be permitted to communicate groundbreaking thoughts. This supports interest and inclusion and makes added an incentive for the organization. Representative activities are a wellspring of solidarity for the association as per Henry Fayol urges the workers to be involve and interested. 14. Esprit de Corps: This standard represents taking a stab at the inclusion and solidarity of the workers. Directors are liable for the improvement of spirit in the work environment; exclusively and in the territory of correspondence. Esprit de corps adds to the improvement of the way of life and makes an air of shared trust and comprehension. Q7) Explain the various functions of Management.A7) Various functions of Management 1. Planning,2. Organising,3. Staffing,4. Directing, and5. Controlling.Some authors consider “co-ordinating” as a separate function. But as the basic objective of all managerial functions is to achieve co-ordination in organised human efforts, co-ordination is the essence of management and it cannot be considered as a separate function.Koontz and O’ Donnell have stated that, in practice, it is not always possible “to place all managerial activities neatly into these categories since the functions tend to coalesce.”According to Professor Haimann, it is helpful to think of these managerial functions as a continuous circular movement. They flow into each other and at times, it is difficult to know where the one ends and the other begins.Considering all these views on management functions, it may be said that management involves the following functions: Function - 1. Planning:Planning is concerned with the determination of the objectives to be achieved and the course of action to be followed to achieve them. Before starting any action, one has to decide how the work will be performed and where and how it has to be performed. Thus, planning implies decision-making as to what is to be done, how it is to be done, when it is to be done and by whom it is to done. Planning helps in achieving the objectives efficiently and effectively. Planning involves selecting of objectives and strategies, policies and programmes and procedures for achieving them.Planning function is performed by managers at every level because planning may either be for the entire enterprise or for any section or department thereof. Planning pervades the entire gamut of managerial activity, and also it is continuous and never-ending. While the managers at the top level devote more time on planning, the managers at the lower level follow the policies, programmes and procedures laid down by the top management.For any business activity, planning is a prerequisite for doing anything and also to ensure the proper utilisation of the resources of the business concern to achieve the desired goals. Plans can be classified into standing plans and single-use plans. Standing plans include objectives, policies, procedures, methods and rules and single-use plans include budgets, programmes, strategies and projects. Function - 2. Organising:According to Fayol, “to organise a business is to provide it with everything useful to its functioning — raw materials, tools, capital and personnel.” Thus, organising involves bringing together the manpower and material resources for the achievement, of objectives laid down by the enterprise.Organising involves the following process:(a) Determining and defining the activities involved in achieving the objectives laid down by the management;(b) Grouping the activities in a logical pattern;(c) Assigning the activities to specific positions and people; and(d) Delegating authority to their positions and people so as to enable them to perform the activities assigned to them.Organising function helps in increasing the efficiency of the enterprise. Further, by avoiding repetition and duplication of activities, it reduces the operation cost of the enterprise.But organising function can be useful to the enterprise only when there are clear and verifiable objectives and clear understanding of the activities needed to achieve the objectives and clear definition of the authority assigned to the managers at every level. Function - 3. Staffing:Every enterprise is very much concerned with the quality of its people, especially its managers. The staffing function is concerned with this aspect of management. According to Harold Koontz and Cyril O’ Donell, “the managerial function of staffing involves manning the organisational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed into the structure.”Thus, the staffing functions involve:(a) Proper selection of candidates for positions;(b) Proper remuneration;(c) Proper training and development so as to enable them to discharge their organisational functions effectively; and (d) Proper evaluation of personnel.Staffing function is performed by every manager of the enterprise as he is actively associated with the recruitment, selection, training and appraisal of his subordinates. For example, the Board of Directors of the enterprise undertakes the staffing function by selecting and appraising the Chief Executive who, in turn, performs these functions in relation to his subordinates like divisional heads or departmental heads of the enterprise. Similarly, departmental heads or their subordinates also perform the staffing function.Staffing function is a difficult managerial function because it is concerned with the selection of persons who are properly qualified and mentally well-adjusted to the situations.Directing is one of the important functions of management and is the art and process of getting things done. While other functions like planning, organising and staffing are merely preparations for doing the work, the directing function actually starts the work.Directing is concerned with actuating the members of the organisation to work efficiently and effectively for the attainment of organisation goals. Directing involves the manager telling the subordinates how they have to perform jobs assigned to them. It is concerned with guiding, supervising and motivating the subordinates for achieving the enterprise objectives. According to Joseph Massie, “Directing concerns the total manner in which a manager influences the action of his subordinates. It is the final action of a manager in getting others to act after all preparations have been completed.”Directing consists of the following four sub-functions:a. Communication or issuing of orders and instructions to subordinates. A manager has to instruct the subordinates what to do, how to do it and when to do it.b. Guiding, energizing and leading the subordinates to perform the work systematically and also building up among workers confidence and zeal in the work to be performed.c. Inspiring the subordinates to do work with interest and enthusiasm for the accomplishment of the enterprise’s objectives.d. Exercising supervision over the subordinates to ensure that the work done by them is in conformity with the objectives that are determined. Function - 4. Controlling:Controlling is related to all other management functions. It is concerned with seeing whether the activities have been or being performed in conformity with the plans. According to Haimann, “Control is the process of checking to determine whether or not, proper progress is being made towards the objectives and goals and acting if necessary to correct any deviation.” Koontz and O’Donnell have defined controlling “as the measurement and correction of the performance of activities of subordinates in order to make sure that enterprise’s objectives and the plans devised to attain them are being accomplished.”Thus, controlling involves the following sub-functions: (a) Determination of standards for measuring work performance.(b) Measurement of actual performance.(c) Comparing actual performance with the standards.(d) Finding variances between the two and reasons for variances.(e) Taking corrective actions to ensure attainment of objectives.For control to be effective and fruitful it must be based on a plan; there must be measurement of actual performance to ascertain deviations and to take action to remedy the deviations.
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