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INTRODUCTION
Managerial Performance
Example:
The US car manufacturers in the late 1970’s and 80’s were
concentrating on manufacturing large, luxurious but fuel ineffective
cars. At the same time the nascent Japanese car manufacturers
were manufacturing small but fuel-efficient cars. The same era was
marked by the fuel crisis of the mid 70’s. Thus the Japanese
manufacturers were doing the right thing at the right time. This
strategy of theirs helped them to gain recognition world over and
even in the US markets.
Thus, this example highlights the importance of effectiveness in
today’s business.
RIAAS 1
INDIAN MANAGEMENT THOUGHTS AND PRACTICES
PROCESSES
Productio
n Marketing FinancePersonnel Others
S Planning
U
B
Organising
J Directing
E Controlling
C
T Coordinating
Communicati
on
COMMENTS ON DUAL ANALYSIS:
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
1. Planning:
2. Organizing:
3. Staffing:
4. Leading:
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
5. Motivating:
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
6. Controlling:
PLANNING
EXECUTION
CONTROL
MANAGEMENT CYCLE
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
(2) Planning
(3) Action
(4) Accomplishment
(5) Feedback of information and
(6) Mechanism of Control
Hood management adopts this cycle and assures not only survival
but also promotes growth.
Manager must have a budget and live within the set budget.
Budgeting itself involves planning. Budget is not only a plan but also
a valuable means of control. Reporting is another means of control.
Manager is accountable for quality and quantity of results. He has to
maintain them. He must meet the deadline. This he does by setting
standards of performance, measuring and comparing actual
performance with the expected standards. Self-management
assures self-discipline and self-control. The enriched quality of mind
enables best performance both for quality and quantity.
We have noted that controlling is the process of ensuring that actual
activities comply with the planned activities. At present,
organisations are emphasizing the Total Quality Management also to
be incorporated in the controlling function. TQM focuses
management on the continuous improvement of all operations,
functions, and above all, processes of work. TQM will assure
complete fulfillment of customer needs and desires. This is feasible
when we have value oriented holistic management as per Indian
insight in Management.
Controlling means checking that the plans are carried out as per
expectations. Manager has to attend, if there are any deviations and
these must be corrected or rectified in time. Thus controlling
enables the realization of plans. There is no control without plans
and plans without control means no achievements. Plans are not
self-achieving and control seeks to compel events to confirm to
plans. Automation in plans is not feasible. Things are controlled by
controlling what people do.
Control Mechanism: Manager must adopt the following steps in
controlling:
(1) Identify potential problems
(2) Select mode of control
(3) Audit, measure and evaluate performance in terms of planning
(4) Spot significant deviations
(5) Ascertain causes of deviations
(6) Take remedial measures
(7) Ensure accomplishment of targets
7. Co-ordination
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
8. Communication
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
Conclusion
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INDIAN MANAGEMENT THOUGHTS AND PRACTICES
RIAAS 9