Professional Documents
Culture Documents
INTRODUCTION TO MANAGEMENT
UNIT-1
MANAGEMENT
Management is the process of designing and maintaining an environment in which individuals
working together in groups to accomplish selected aims efficiently.
It connotes different meaning indifferent contexts. The concept management may be used as
Collective noun
Field of study
Function
In a more important sense, management is a vital function concerned wth all aspects of the
working of an enterprise. Here the management is considered as a body of knowledge consisting of
several concepts, principles, techniques and theories which can be adopted in any group Endeavour.
DEFINITIONS
Management is an art of knowing what do you want to do and then seeing that is is done in the best
and cheapest way.
-F. W. TAYLOR
To manage is to forecast, to plan, to organize, to command to co-ordinate and control.
-
HENRY FAYOL
KOONTZ ANDODONNEL
FEATURES OF MANAGEMENT
The important characteristics of management as a business function are:
1. It is an art of getting things done through and with people.
2. Art and science of decision making and leadership.
3. It is a universal process for achieving results.
4. It is an profession which involves specialized training and is governed by an ethical
code.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 2
5. It coordinates human factor and physical resources for the accomplishment of group
objectives.
by balancing and integration (or)
by innovation and adaptation
IMPORTANCE OF MANAGEMENT STUDY
The need and significance of management functions in the modern organizations are given
below.
1. To increase the efficiency
2. to give a definite shape to management function.
3. to improve research in management.
4. to attain social goals by effective utilization of resources.
NATURE OF MANAGEMENT FUNCTIONS
1.
Universality
2.
Dynamism
3.
Relativity
4.
Regularity of
human nature :
with and through people, the study on management must revolve round human behavior. This approach
can be divided into groups interpersonal behavior approach and group behavior approach. This
approach suggestion how the knowledge of human behavior can be used in making people more
effective in the organization.
However, this approach is not free from limitations. It is true that manage can be better placed by
understanding human behavior but equating management with human behavior is untenable. There is
something more than mere human relations management. Human behavior approach provides only the
diagnosis for human problems but problems have to be solved by taking many more factors which are
not explained by this approach.
SYSTEMS APPROACH
This approach is of comparatively recent origin, starting late 1950, it ha assumed
considerable importance in analyzing the phenomena of management. It is an integrating approach
which considers management in its totality based on empirical data. The basic idea of systems approach
is that any object must rely on a method of analysis involving simultaneous variations of mutually
dependent variables. The implication of systems approach are given below.
System approach of management provides and integrated approach of managing. This
considers management in its totality.
System approach of management provides an integrated approach of managing. This
considers management in its totality.
System approach possesses the conceptual level of managerial analysis much higher than
any other approach. It provides a framework through which organization environment interaction can
be analyzed and facilitates decision-making, since the system within which managers make decisions
can be provided as a more explicit framework decision-making is easier to handle.
It is often suggested that system approach is too abstract to be of much use to practicing
managers. It merely indicate that various parts of the organization are interrelated.
System approach of management lacks universality and its precepts cannot be applied to all
organizations.
Inadequate Literature
Contingency approach suffers from inadequacy of literature.
Complex :
Determination of situation in which managerial action is to be taken involves
analysis of a large number of variables with multifarious dimensions.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 5
3.
OPERATIONAL APPROACH
This approach attempts to draw together the pertinent knowledge of management by relating
it to the functions of managers, commonly known as management process. As such this approach is
also known as management process approach. This approach views the management as a social process
comprising a series of actions leading to the accomplishment of certain objectives. The significance of
operations approach is given below.
1.
2.
3.
1.
2.
3.
FUNCTIONS OF MANAGEMENT
The basic aim of managing is to achieve certain objectives or goals. The manager must be sure
of the objectives he desires to attain or of the end result to be ensured. The precise and the complete
statement in this regard would make the objectives clear and understood by all concerned who have ot
divert their activities towards its attainment. The desired result, objective or goal is attained by
performing certain fundamental management functions which can be grouped under basic heads,
namely
1.
2.
3.
4.
5.
6.
7.
Planning
Organizing
Staffing
Motivating
Directing
Coordinating
Controlling
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 6
PLANNING
It means Preparing a sketch or an outline of any proposed plan of actions. It implies
considering and arranging in advance a projected course of action. It can also be definedas determining
what is to be done, making the decisions to do it, and devising a procedure, method and time table to do
it. Planning is a general activity. It is a necessary part of all operations of an enterprise, and for the
operations of each of the departments and sections. It stimulates people to action and also determines
their mode of action.
For eg. Sales manager plans his sales campaign
The purchasing Manager plans his purchasing and transporting operations
The production Manager plans his production programs.
Planning is an exercise in forecasting and decision making. It involves forecast of future conditions and
an estimate of how the proposed plans would be affected by them.
Thus planning involves two aspects. First it involves mental formulations of an idea of what is desired
to be achieved. Upto this, it remains at the thinking level and is based on forecasts and estimates.
Secondly it determines the mode of action to be pursued to achieve what has been thought up. At this
stage, the idea takes a definite shape with a due regard to the ordinary and immediate circumstances
facing the enterprise.
ORGANISATION
To organize means to put into working order and arrange in a system. In this sense, an
organization is an organized body or persons. Organising may be defined as arranging a number of
complex tasks into manageable units and defining the formal relationship among the people who are
assigned the various units of tasks. This definition is in the context of attainment of the goals and
objectives of an undertaking.
Generally, identifiable units of tasks are put under the charge of a department, section or
division. The head of that department, section or unit being given with the authority to perform those
tasks. For eg. Business activities in an industrial concern may be grouped under :
1.
Production
2.
Sales
3.
Finance and
4.
Personnel
After classification and analysis of functions to be performed by each department, persons possessing
requisite qualifications and experience may be appointed as head of each of these departments. Such
persons should also be given proper authority to discharge their functions efficiently.
.
Thus basically organization is concerned with grouping the activities required to attain the
planned objectives, defining responsibilities of the people in the organization, delegating the
appropriate authority to them to discharge the respective responsibilities and establishing structural
relationships to enable Co-ordination of the individual efforts towards accomplishment of the enterprise
objectives. The main objective of organization is to establish well defined relationships as between
individuals and groups of individuals and between the activities performed by them.
STAFFING
It has been defined as manning and keeping manned the positions provided by the organization
structure. Thus staffing involves four things:
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 7
Assessment of personnel needs of the enterprise and selection and training of employees.
Determination of employees remuneration.
Evaluation of employees performance.
Establishment of effective communication skills.
Staffing is a difficult managerial function, because it is concerned with selection of properly qualified
and mentally well-adjusted persons and their retention in the enterprise as a contented and motivated
work force.
DIRECTING
To direct means to guide and supervise any action or conduct. It implies guidance or
instructions about what to do and how to do it. We have seen that in organisatin executives assign
responsibilities and duties to their subordinates and delegate to them with requisite authority to perform
the assigned responsibilities of duties. This in fact is of very essence of management the art and process
of getting things done by others. No doubt, executives have the authority to force their subordinates to
comply with their directives. In case any subordinates faisl or refuses to comply, be may be thrown out
or punished in some other manner. But this a wrong view of the enterprise entire process of
management. On any case, with strong trade unions and a number of labour laws to protect the worker,
it would not be wise to demand compliance from ones subordinated. For securing whole-hearted
compliance from subordinated, the function of direction assumes considerable significance.
Direction function involves
1. Issuing orders and instructions to subordinated.
2. Guiding, training, energizing and leading the subordinates to perform the work methodically.
3. Exercising supervision over the work done by subordinates to ensure tat it is n conformity with
aims and objectives of the enterprise.
From all accounts, the function of directions is very important. Thus to make the organization click, it
becomes necessary to direct ones subordinates in a manner that they become effective instruments in
the realization of enterprise goods. The process of direction comprises of the following elements viz.
i.
ii.
iii.
iv.
Leadership
Communication
Motivation and
Supervision
CO-ORDINATION
Some authorities emphasis co-ordination as a separate function of Management. This
approach has not been adopted here because it is felt that co-ordination is emphasized in each of the
functions of management process. Co-ordination must be sought from the very first step, namely,
planning, so that plans of all departments are integrated into a master plan, issuing the adequate coordination. Similarly organizing of people into groups and work into activities involves adequate coordination. It can also be secured through proper motivation of the workers towards organized efforts in
terms of organizational objectives and personal objectives of the employees through an integration of
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 8
such objectives. Finally the controlling aspect also indicates further co-ordination is required resulting
in improvements and fresh plans.
CONTROL
Controlling can be defined as comparing results with plans and taking corrective actin when
results deviate from plans.
In an organizational set up, It every Managers responsibility to control the performance of
work and workers places under his charge.
Pre-requisites of control:
1. Control is possible only where is there is a plan according to which actual performance is
intended to proceed.
2. The second requirement of control to measurement of the results of actual operations.
3. The third requirement of control is taking corrective action as soon as deviation from the plan is
discovered.
Fundamentally, control is any process that guides activity towards some pre-determined goal. The
essence of this concept is in determining in whether the activity is achieving the desire results. This
is what control is all about. For control to be effective and fruitful, it must be based on a plan. Then
on the basis of information received from the operational level, there must be measurement of
actual performance to ascertain deviations.
Thus the above functions are said to be the important functions of Management.
accomplished only when the people in the enterprise work to the best of their ability in the spirit of
cooperation and zeal.
MANAGEMENT IS A SCIENCE
Science has been defined as body of systemized knowledge accumulated and accepted with
respect to the understanding of general tools concerning particular phenomenon subject or object of
study.
It is absolutely necessary that it should have codified principles and techniques that explains certain
truth with respect to basic phenomenon.
In this sense management is certainly regarded as science as it has also develop in to a systemized
knowledge regarding a particular phenomenon, namely, managerial function.
MANAGEMENT AS PROFESSION
Profession is defined as an occupation based upon the specialized intellectual study and
training, the purpose of which is to supply skilled service or advice to others for the definite fee or
salary.
CHARACTERISTICS OF PROFESSION
1. Existence of knowledge :
Profession emerges from the establishment of fact that there is a body of knowledge
which cannot started around but has to be studied for being a successful professional.
2. Acquisition of knowledge :
An individual can enter profession only after acquiring knowledge and skills through
formal training for example, only the law graduates can enter the profession of legal practice.
3. Professional association :
An occupation which claims to be profession should have an association. However
manager do not have single unified professional group like Indian medical council for medical
practitioners from this new management cannot be termed as trade profession.
4. Ethical code :
For every profession some ethical standards are provided and every individual of the
profession is expected to maintain conformity with these standards. In management also, code of
conduct has been formulated to suggest the behavioral pattern for professional managers.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 10
5. Service motive:
It is essential because the monetary value of professional service cannot be measured
easily in absence of market mechanism except the competition among the professionals themselves.
The success of any profession is measured not in terms of money. It earns but by the amount of social
service it provides. Similarly contributions of management cannot be measured in terms of money
alone because without integrating effort of management, resources worth millions of rupees may be
useless.
Once organization grows beyond certain size, changes in the nature of management process demands
that ownership and management should be divorced. So management positions should be held by
persons who have professional skill and adequate training.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 11
UNIT II
PLANNING
MEANING
It means determining what is to be done, how, when and by whom it is to be done. It
lays down and object to pursuit and chalks out a specific course of action to achieve it. It is the first
step in the management process concerned with establishment of objectives and goals to be attained in
the future in the light of an analysis of present limitations for attaining such goals with a views to their
removal or reduction, anticipation and designing the course of action and programmes for attaining
such pre-determined goals.
DEFINITION
Planning is the selecting and relating of facts and the making and using of assumptions
regarding the future in the visualization to achieve desire results.
GEORGE TERRY
Planning is deciding advance what to do, how to do it, when to do it, who is to do it. It bridges the gap
form where we are, to where we want to go. It makes it possible for things to occur which would not
otherwise happen.
- KOONTZ & ODONNEL
Planning is the thinking process, the organized, foresight, the vision based on facts and experience that
is required for intelligent action.
- ALFORD & BEATTY
FEATURES
As a process, planning has certain features as given below.
- It s the thinking process.
- Choosing is at the root of planning.
- It is pervasive prevailing in all activities
- Accomplishment of enterprise objectives.
- Primacy of planning Prime
- It is all embracing.
- It leads to increase in efficiency.
- It is an integrated process consisting of objectives, policies, procedures
IMPORTANCE OF PLANNING
-
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 12
Merits of planning
Planning process facilities the managerial function on the following ways:
-Selection of best objectives can be made with the help of planning Profits, prestige, Favourable
consumer reaction, High morale of workers, Man-power development.
- Unity of action could be ensured.
- Aid to co-ordination and control
- Aid to growth and Expansion.
- Aid to employee co-operation.
- Aid to economy.
- Aid to foreseeing the future.
- Increases the effectiveness of manager.
Limitations of planning:
The effectiveness of planning process may be affected on the following reasos
1. Uncertainty
2. Rigidity
3. Unsuitability
4. Costly
KINDS OF PLANNING
On the basis of the time factor, planning may be
Long Ranging planning
Short Range planning
5 10 years
Not more than one year
On the basis of business function for when planning is to be drawn Product planning, project and
activity planning.
DECISION MAKING
It is ht process selection an alternative from two or more alternatives to determine an opinion or a
course of action.
- GEORGE TERRY
Factors involved in decision making :
Tangible factors:
Profits, Quality of output and all other quantitative factors
Such as Man-hours, Machine hours.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 13
Intangible factors:
a.)
b.)
c.)
d.)
Employee morale.
The prestige of business concern.
Consumer behaviour.
Such other abstract factors.
Need :
Weighing the consequences of each alternative course of action.
Steps in Decision-making process:
Defining and analyzing the problem,
Finding relevant facts.
Developing alternative solutions.
Selecting the best solution.
Converting the decision into effective action.
Decision-making Process
Formulation
Selection
Deliberation
Investigation
Conception
Ption
CRITERIA
Some of the rationales to be adopted indecision-making process are:
Reduction of cost, Maximization of profit, saving of time, development of managerial skill, increasing
productivity etc.
TYPES OF PLANS
1.
2.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 14
b. Policies
It may be defined as a guide to thinking and action of those who have to make decisions in the course
of accomplishment of the enterprise objectives. They are formulated in broad forms and provide a
compressive and flexible course of action to be pursued to attain the given objectives
FEATURES
It is a broad outlines about the things to be done and the way in which they an to e done.
It is Consistent with that of the organizational plan.
It is to be adequate in number to achieve organisationals goals.
It should be a sound one.
It must ensure flexibility.
KINDS OF POLICIES
1.
2.
3.
4.
5.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 15
Demerits :
1.
2.
3.
4.
c. Procedures
The process of establishing time sequences for work to be done.
They may be described as plans prescribing the exact chronological sequence of specific tasks required
to perform designated work.
To determine the specific tasks to be performed.
The time when those tasks will be performed.
The person who will perform them.
Merits :
1.
2.
3.
4.
Basis of control
Standardisation of activities can be done.
Ensure consistency in all operations.
Aid to communication and co-ordination.
Limitations :
1. Redundacy may takes place in course of time.
2. Updating becomes must.
d. Rule :
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 16
It is decision made by the management regarding what is to be done and what is not to be done
in a given situation. It applies to specific situations. Rules do not leave any scope for decision making
nor do they permit any deviation.
e. Strategies :
It is derived from the greek word strategies, meaning general,
It means the art of projecting and planning the choice of means by which the enterprises forces ay be
employed most effectively in order to accomplish its intended goal. It is said to be formulated only to
meet the challenge posed by competitions policies and activity. The following factors may be
considered for formulating strategies.
Correct assessment of reaction of the parties concerned.
What human and physical resources are available to draw up a strategy.
Temperamental make-up of the persons to check-mate whom the strategy is being would up.
TYPES OF STRATEGIES
-
Strike while the iron is hot-act prompt a while the action is likely to get results.
Camels head in the tent creation of confidence regarding plan to some
Unity is strength
Time is greater heater.
Offence if the best form of a defense.
Divide and rule.
Demerits
1.
2.
g.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 17
Merits :
Instrument of management policy
1.
2.
3.
4.
5.
Time bound
Specific targets.
Synthesis of past, present and future.
Right motivation.
Basis of control.
Limitations
1.
Cabined and confined.
2.
Excessive reliance on past experience.
3.
Danger of inaccuracy in estimates.
4.
Hampers initiative rational and pragmatic initiative is stiffed.
PLANNING PREMISES
Managerial plans are based on certain assumptions which are called planning premises. They constitute
the ground on which plans will stand. Meaningful premises facilitate consistency and coordination of
plans. The premises may be of
Non-controllable premises such as economic conditions, political situations, tastes, preferences of
people etc.
Semi-controllable premises such as firms market shares, union management relations etc.
Controllable premises such as policies of the organization, procedures, rules etc.
Effective Premising :
To effectuate the planning premises following guidelines may be adopted.
Selection of the premises that bear materially on program.
Development of alternative premises for contingency planning.
Verification of the consistency of premises
Communication of the premises.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 18
ORGANISATION
The term organization is derived form the word organism which means structure with parts so
integrated that their relation to each other is governed by their relation to whole.
The term organization is used both structural and functional sense. As a structure it means a developed
enterprise being operated t achieve the given goals. As a function it refers to establishing relationship
between activities and authority pertaining to an enterprise.
Organization is nothing but a process of integrating and co-ordinating the efforts of men and materials
for the accomplishment of a set objective.
DEFINITION
Orgnisation is the process of identifying and grouping work to be performed defining and
delegating responsibility and authority and establishing relationship for the purpose of enabling people
to work most effectively together in accomplishing objectives.
-ALLEN
Organisation thus is an arrangement for internal administration of the enterprise. It describes the part
which each employee is intended to play in the operation of an enterprise and ensures that concerned
endeavour of all of them will be conductive to the full implementation of the plans of the enterprise.
PRINCIPLES OF ORGANIZATION
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Principles of objectives.
Principles of authority.
Principles of ultimate authority.
Principles of formal authority
Principles of the span of control
Principles of decision
Principles of Exception
Principles of Definition
Principles of Balance
Principles of Continuity
Principles of Organisation cost
Principles of Effective communication.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 19
ELEMENTS OF ORGANIZATION
1.
2.
3.
4.
5.
Division of work
Grouping of activities.
Assignment of Duties.
Delegation of Authority
Establishment of relationship.
Hence internal organization, implies designing an administrative set-up consisting of individuals with
defined task and responsibility to be performed according to an orderly sequence procedures for
attaining the result.
ORGANISATIONAL CHART
It is important tool for portraying net work of an organization structure. It shows
1.
The main portion, nature of relationship between
2.
Levels of management.
It is diagrammatic form which shows important aspects of an organization, including the major
function and their respective relationship, the channels of supervision and the relative authority of each
employees who is incharge of each respective functions.
-FEORGE TERRY
TYPES OF CHARTS
1.
2.
3.
4.
Vertical chart
Horizontal chart
Circular chart
Tree chart
Clarity in relationship
Easy to understand at a glance
Familiarizing new employees
Helps in formulating training programme
Helps to organizational change
It serves as a better method of visualizing the tone and character of an organisation.
Limitations
1.
2.
3.
4.
5.
6.
7.
Likely to be outdated
Rigidity
It shows only relationships
Shifting of responsibility to somebody else
Does not show extents of authority or responsibility.
It may go against teamsprit
It ignores the informal aspects of orgnisation.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 20
TYPES OF ORGANIZATION
The problem of organization is to select and combine the efforts of men of proper
characteristics so as to produce the desired result. Although character and type of organization would
depend largely on the size and nature of enterprise, the following broad patterns of organizing the
personnel have been evolved.
Line organization
Functional Organisation
Matrix Organisation
Staff Organisation
Line and Staff Organisation
Projectised Organisation
A brief outline about the three basic organization structures are given below
LINE ORGANISATION
It is the oldest type of organisation in use in which authority flows from the men at the top to
the lowest man vertically. i.e., the directionsare issued by the person incharge of the whole organization
and are directly conveyed to the persons responsible forhte execution of the work. The advantages of
this structure are:
Simple to understand and develop.
Clear-cut division of authority and responsibility is possible
Discipline can be easily maintained.
It makes for quick action
However, this structure has following shortcomings:
Makes the organization more regid and inflexible
Lack of expert advice may be there.
Key man are loaded heavily.
Loss of one or two capable men may mar the organisatioin.
Line Organisation Chart
General Manager
Manager
Eastern Region
Manager 1
Manager 2
Manager 3
Manager
Western Region
Manager 4
Manager 5
Manager 6
assist the line in discharging their responsibility. The staff position established as a measure of support
for the line organization may be of personal staff, specialished staff and general staff. This form has
certain advantages and limitations. They are
It is based planned specialization
It brings expert knowledge to bear upon management
It provides more opportunity for advancement for able workers.
Limitations:
Relationship between line and staff member may creates confusion.
Lack of authority may affect the interest of the staff member.
Prestige and influence of line member ay suffer in front of specialist.
FUNCTIONAL ORGANISATION
Here the whole task of management and direction of subordinates should be divided
according to the type of the work involved. The functional management carries this idea to its logical
limit and divides up management into a number of functions such as production, sales, finance and
personae, and research and development etc. Each of these departments would serve its best for the
organization. Its advantages are;
It ensures a greater division of labour
It Improves the efficiency of the organization.
It brings specialization and innovations.
It facilitates mass productin.
However, it has certain limitations as given below;
Strict enforcement of discipline is questionable.
Creates complexity in structuring activities.
Responsibility cannot be fixed effectively.
A model of line staff and functional organization structure is given below.
Chairman
PA to Chairman
Director Personal
Director Production
GM 1
Director Purchasing
Director Finance
GM 2
Manager
Personal
Manager
Production
Manager
Finance
Manager
Personal
Manager
Production
Manager
Finance
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 22
FORMAL ORGANISATION
A Network of personal and social relation not established or required by the formal
organization but arising spontaneously as people associate with one another.
Types of informal groups
1.
Social overlays
2.
Functional overlays
3.
Decision overlays
4.
Power overlays
5.
Communication overlays
Benefits
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Sense of belonging
Safety value for emotional problem
Aid to the job
Breeding ground for innovation and originality
Important channel of communication
Social control
Check of authority
Self policing
Fills gaps in a managers abilities
Gives the managers feedback about employees and their work experience
Limitations
1.
Resistance to change
2.
Suboptimization
3.
Rumor
4.
Group think philosophy
HENRI FAYOL
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 23
It is delegated
It is well defined
It is undefined
It exists in fact.
It is defacto concept
Responsibility is an obligation of the individual to perform assigned duties to the best of his
ability under the direction of his executive leader.
- KEITH DAVIS
Responsibility refers to duty, activity or sometimes even authority. It really means that the
obligation of a subordinate to perform the duty assigned to him. The essence of responsibility is, then
obligation. In the normal functioning of an enterprise much of the responsibility in the nature of
continuing obligation which means that the subordinate has an obligation to discharge his functions as
required by the superior continually. Responsibility involves Compliance, obedience and
Dependability. A failure to observe these elements may call forth a penalty, punishment or disciplinary
action against the erring subordinate.
The term accountability can also be used as a substitute for responsibility. Accountability
refers to the liability of a subordinate for a proper discharge of his functions. It includes responsibility
and arises from it. But accountability cannot be delegated. Thus to be accountable is to be answerable
for the fulfillment or non-fulfillment of the authority or responsibility assigned.
DELEGATION
To delegate means to grant or confer. Delegation means conferring authority from one manager
to organizational unit to another in order to accomplish particular assignments. Delegation determines
the effectiveness of the manager in his work. The way in which delegation will influence the
relationship between the subordinate and his superior and through it the performance of the
subordinate. In the absence of delegation, he may receive orders from many people and may, therefore,
be unsure of his job.
ELEMENTS OF DELEGATION
The process of delegation involves three basic actions whether expressed or implied. They are
The delegator should assign duties to subordinates.
He has to grant authority to subordinates to the delegated part of his work.
Delegation should create obligation on the part of subordinate to complete the job.
Merits
1.
2.
3.
4.
5.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 24
BARRIERS TO DELEGATION.
On the managers side:
1.
Fear of loss of power
2.
Lack of confidence in subordinates.
3.
Fear of being exposed.
4.
Difficulty in briefing.
On the subordinates side:
1.
Fear of criticism
2.
Lack of adequate information
3.
Lack of self confidence and initiative and resources.
4.
No positive personal gain.
STEPS IN DELEGATION
The entire process of delegation of authority can be completed through the following steps.
Determination of results protected.
Assignment of duties.
Authorization for action.
Creation of obligation.
SPAN OF MANAGEMENT
It is one of the organization principle. It refers to the number of subordinates for whose
activities an executive should be held responsible. The limit to the number of subordinates who can be
effectively managed by a manager.
The factors determining span of control of a superior are:
1.
2.
3.
4.
5.
GRAICUNAS FORMULA
French management consultant V. A. Graicuna offer analyzing subordinate and superior relationship
developed a mathematical formula. His theory identifies three types of the subordinates & superior
relationships namely.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 25
These relationships vary (considenancy) with the size of the subordinates group while the supervisions
own direct relationship with individuals increase n (proption) to the addition to subordinates the groups
and cross relationships increase much more than proportionately.
He said the total number of relationships grows in geometrical ratio, every time a new subordinates is
added.
FORMULA
R=
Where N =
R=
Nx [2n-1+(n-1)
Number of subordinates
Total relations.
1.
R=6
2.
4 Subordinates
R = 44
= 4 x ( 24-1+(4-1))
= 4 x [23+(3)}
= 4 x{8+3}
= 44
Span of supervision require following skills :
Supervision requires attention.
Supervision requires Emotional stability.
Supervision requires time.
Supervision requires ability of subordinates.
Supervision requires nature of work.
1.
2.
3.
On the other hand limited span of control has some shortcomings also as given below
1.
2.
3.
DECENTRALIZATION
It is the situation which exists as a result of systematic delegation of authority through out the
organization.
WHY DECENTRALIZATION ?
Large companies having independent product or service lines may adopt a form of
decentralization.
Under decentralization the whole organization is divided in to self-sufficient divisions.
Having experienced many difficulties in the smooth running of such centralizes organizations,
decentralizations of authority has been suggested and largely resorted to particularly to achieve the
following purposes.
-
ADVANTAGES OF DECENTRALIZATION
-
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 27
DISADVANTAGES OF DECENTRALIZATION
-
DELEGATION Vs DECENTRALIZATION
1.
2.
3.
DEPARTMENTATION
First task in designing an organization structure is the identification of activities and to group
them properly. The process of grouping activities is commonly known as departmentation.
Advantages of specialization :
Thus if the managerial function is conceived as a set of activities facilitating the work of
organization, these activities can be carried out more efficiently and effectively through the division of
work leading to a specialization of managerial function.
2.
Fixation of responsibility
Departmentation helps in fixing the responsibility and consequently accountability for the
results.
3.
Developed of managers
Departmentation helps in the development of managers.
4.
Facility in Appraisal
Managerial performance can be measured when the area of activities can be specified and
standards in respect of these can fixed. Depertmentation provides helps in both these areas.
5. Feeling of Autonomy :
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 28
FUNCTIONAL DEPARTMENTATION
The grouping of common or homogeneous activities to form an organization unit is known as
functional departmentation. Functional departmentation is the most widely used basis for organizing
activities and is present almost in every large organization at some level.
Functional departmentation is most commonly used because it offers certain advantages which
include advantages of specialization, ensuring performance of activities necessary for the achievement
of organizational objectives, elimination of un-necessary activities, easier control over functions, easier
way for pinpointing training need of the managers and maintaining the relative importance of functions
in the organization.
The selection of bases for departmentation involves a consideration of the relative advantages of each
base for the organization. Ideally speaking, a suitable basis of departmentation is one which facilitates
the performance of organizational functions efficiently and effectively so that its objective are
achieved.
1.
Specialization:
The basis of departmentation should reflect the specialization in performing the work.
2.
Coordination:
Coordination involves that all the related activities are performed in a way that their performance is
synchronized so that each activity contributes to others.
3.
Economy
A balance should be maintained between the cost of creating a department and its contribution. The
existence of a department is desirable only when it contributes more than its cost.
4.
Focus on Result
Those activities which contribute to the achievement to these results should be given proper attention.
5.
Local Conditions :
Local requirements of the organization should also the taken into account while creating departments.
6.
Human Considerations :
Departments should be created on the basis of availability of personnel, their aspirations and value
systems, informal work groups and attitudes of people towards various forms of organization structure.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 30
UNIT III
DIRECTING
Direction is instructing the subordinates to follow a certain process to attain a give objectives. It is
getting the work done through instructions and orders. It is the function of diversion in the management
process to get the work from the subordinates by means of guiding, motivation, communication,
supervising, leading and if need be commanding.
It is sum of total of managerial efforts that is applied for guiding and inspiring the working teams to
make better accomplishments in the organization.
It is the heart and soul of management.
PROCESS OF DIRECTION
1.
2.
3.
4.
Ever manager in the organization gives direction to his subordinates as superior and receives direction s
subordinate from his superior.
Direction may be defined as the function of management which is related with instructing, guiding and
inspiring human factor in the organization to achieve organization objective. The direction is not
merely issuing orders and instructions by a superior to his subordinates, but is includes the process of
guiding and inspiring them. The analysis of definition reveals that direction function consist of three
elements.
-
Motivation
Leadership
Communication
IMPORTANCE OF DIRECTION
-
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 31
PRINCIPLES OF DIRECTION
Direction is one of the most complex function of the management as it ideals with people whose
nature itself is quite complex and unpredictable.
1.
2.
Thus one of the basics functions of management is direction. Direction means the use of leadership and
motivation to guide the performance of subordinates towards the achievement of the organizations
goals. Important requirements for effective direction are : Harmony of objectives, Unity of command,
direct supervision, efficient communication and follow-up.
MOTIVATION
Motivation is an art of stimulating someone or oneself or oneself to get designed course of
action, to push the right button to get desire action. Motivation is an act of inducement.
Motivation
M
S
Results
=
=
Satisfaction
The basic principle of motivation is based upon the following policy i.e., carrot or stick policy.
Put a carrot in front of donkey to make it move or Jab his with a stick being.
NATURE OF MOTIVATION
-
It is a psychological concept
It is total not piecemeal.
Determined by human needs.
May be financial or non financial.
Constant process
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 32
KINDS OF MOTIVATION
1.
2.
3.
4.
Positive motivation
Negative motivation
Financial motivation
Non-financial motivation
THEORIES OF MOTIVATION
Management experts have formulated different theories on motivation at different dimensions.
They are :
1.
2.
3.
4.
emphasizes
Physiological needs
Safety needs
Social needs
Esteem needs
Self actualization.
The first two sets of needs are called Lower order needs (1,2)
The other sets of needs are called Higher order needs (3,4)
According to him when one needs fulfils another need will emerge automatically. While going for
achieving the particular need, people like to give priority to the pressing needs first and the rest in next.
Short coming of Maslows theory are:
-
HERZBERGS THEORY
According to Herzberg, factors that give real satisfaction to an individual are motiators. He
classified the factors in to two viz,
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 33
Maintenance factors
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Job security
Subordinates relationship
Personal life
Status
Good working condition
Hygiene factors.
Motivators
Opportunity to accomplish
something significant.
Recongnition.
Chance for development
Opportunity to grow
Chance
for
increased
responsibility
The job inself
Needs priority, to a great extent, characterizes the types of behavior. It will be either directed towards
achieving certain desirable positive goals, or conversely, towards avoiding other undesirable negative
consequences. Thus, a question may arise as to what variables are perceived to be desirable goals to
achieve and conversely undesirable conditions to avoid. In this connection a research study was
conducted by Frederick. Herzbergls of Case-Western reserve University and associates. This study
consisted of an intensive analysis of the experiences and feeling of 200 Engineers and accountants in 9
different companies in Pittsbrug area, U.S.A. During the structured interview. They were agreed to
desirable a few previous job experience in which they felt exceptionally good or exceptionally bad
about jobs. They were also agreed to rate the degree to which their feelings were influenced for better
or worse by each experience which they described.
In concluding the information from the interview, Herzberg concluded that there were two categories of
needs essentially independent of each other affecting behavior indifferent ways. His findings are that
there are some job conditions which operate primarily to dis-satisfy employees when the conditions are
absent, their presence does not motivate them in a strong way. Another set of job conditions operates
primarily to build strong motivation and high job satisfaction, but their absence carely proves strongly
dissatisfying. The first 80 job conditions has refused to as maintain or hygiene factors and second set
job conditions as motivational factors.
HYGIENE FACTORS
According to Herzberg there are 10 maintenance or hygiene factors. They are company
policy and Administration technical supervision, inter-personal relationship with supervisors with
peers, with subordinates, salary, job security, personal life, working conditions and status. These are not
intrinsic part of job but they are related to conditions under which a job is performed. They produce no
growth in a workers output; they only prevent prevent losses in workers performance due to work
restrictions. These maintenance factors are necessary to maintain a reasonable level to satisfaction
employees; however any cut below this level will dis-satisfactory them. As such these are also called
dis-satisfiers since any increase to these factors will not affect employees level of satisfaction. Hence,
these are in no way motivation them.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 34
MOTIVATIONAL FACTORS
These factors are capable of having a positive effort on job satisfaction often resulting in
an increasing ones total output. Herzberg includes 6 factors that motivate employees. These are
achievement, recognition, advancement work itself, possibility of growth and responsibility. Most of
these factors are related with job contents. An increase in these factors will satisfy the employees;
however, any decrease will not affect their level of satisfaction. Since, thee increase level of satisfaction
in the employees can be used in motivating them for higher output. Herzgerg maintains that potency to
various factors is not entirely a function to factors themselves. It is also influenced by the personality
characteristics to the individuals. From this point of view, individuals may be classified into two parts.
Motivation seekers, maintenance seekers. The motivation seekers generally are individuals who are
primarily motivated by the satisfiers such as advancement, achievement and other factors associated
with work itself. On the other-hand, the maintenance seekers tend to be more concerned with factors
surrounding the job such as supervision; working conditions, pay etc.
The shortcomings of Herzbergs theory are:
1.
Infact job satisfaction and dis-satisfaction are two opposite points on a single continuum
Individuals on the job are affected by any change either in the job environment or in the job
content.
2.
Herzberg model is method bound and a number of other methods used for similar study
have shown different results not supporting his contentions other the theory has limitation is
general acceptability.
3.
This theory does not attach much importance to pay, status, or inter-personal relationships
which are help generally as important contents of satisfaction.
Self actualization
2.
Esteem or status
3.
5.
Social needs
Physiological needs
HERZBERG THEORY
M
O
T
I
V
A
T
O
R
M
A
I
N
T
E
N
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 35
A
N
C
E
L
T
Y
MC GREGORES THEORY
Prof. Douglas Mc. Gregore has introduced a fresh dimension in the discussion on theories
relating to motivation. He has classified the prevalent theories into two groups viz.,
1.
2.
Traditional or X theory.
It completely excludes workers from the process of managerial decision making the theory stress
that would here only when forced to do so through ruthless exercise of managerial authority over them
through constant rebuking scolding reprimanding. Decisions whether right or wrong have to be made
by managers only, the only rule assigned to workers being to mainly incline the decision.
Assumptions of X theory
1.
Lack of inclination to work.
2.
Fear can alone force action.
3.
Inbuilt dislike for responsibility
4.
Living off others.
5.
Obession with security.
6.
Money alone can make the people to work.
7.
Labour is only a factor of production.
8.
Authority is synonymous with control.
Modern theory or Y theory
It is the exact opposite of x theory, it gives workers a pride of place in the process of
management. It emphasis fuel and active cooperation, between workers and management to accomplish
the enterprise objectives as per theory if workers are properly maturated, they would willingly accept
responsibility and show the sense of creativity and imagination in their work performance. It can be
said to be positive and optimistic outlook.
Assumptions of Y theory
1.
Work is reward in itself
2.
Inherent sense of responsibility
3.
Recongnition.
4.
Sense of security.
5.
Financial reward is not the only inspiration.
6.
Decision making ability is not the monopoly
7.
Democratically inclined
GROUP DYNAMICS
Essentially dynamics is a branch of physics which means any matter in motion. It also
means a moral force that produce activity or change. Group dynamics means the action of a group
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 36
engaged in a common endeavor. The world dynamics comes from the Greek work meaning force. The
phrase Group Dynamics thus means a study of cohesive and disruptive force operating within a group.
The importance of group dynamic to a manager lies in the fact that many people tent to
behave differently as individual and member of a group. The manager must thus study them both as
individual and as group, as these are two interrelated elements of a motivational situation. The group
dynamic will be structured around the three key element such as basic element of group behaviour,
group cohesiveness and the group structure.
The three basic elements which generally of use in understanding the behavior of a group
are activities, interactions and sentiments. Group cohesiveness refers to the degree to which its
members are attracted to the group, are motivated to remain in the group, and mutually influence on
another. Highly cohesive groups are more likely to conform to group pressures than are members of
low-cohesive groups. Group structure if meant that the nature and characteristics of the
interrelationships among the members of a group and the roles they play in it.
FORCE
VALENCE * EXPECTANCY
Force
Valence
Expectancy
=
Strength of the person motivation.
=
Strength of an individual preference for an outcome.
=
Probability that a particular action will lead to a desired
outcomes.
The strength of motivation and energy exected = value of reward + amount of energy required +
probability of receiving reward.
Motivation is an extremely significant subject for managers get work done through others. Important
characteristics of motivation are individual differ in their motivation, individuals are unaware of
motivation sometimes, motivation may change and vary, motivation is a complex one. Maslow,
Herzberg, Mc Gregore, V Room and Porter and Lawler are some the important writers on motivation.
COMMUNICATION
The word communication originates from the latin word communis denoting common. It involves
imparting a common idea or understanding and covers any type of behavior resulting in an exchange
of facts, ideas, opinions, or emotions by two or more persons.
Management tasks of planning, directing, coordinating and motivation can be carried out by the process
of receiving issuing recording and interpreting.
The information of facts and figures related to the varied aspects of business activities necessarily
implies transmission of information intended to convey the idea of what is desired or required to be
done. This would necessitate determination of information to link all the leavels and enable the
concerned officers and operative to act upon such information. This process of transmitting information
as between different levels of authority and among the officers at the same level is called
communication.
-
Louise Allen
CHARACTERISTICS OF COMMUNICATION
1.
2.
3.
4.
5.
IMPORTANCE OF COMMUNICATIONS
Communication is described as one of the crucial fouls of management. It helps in handling the
major managerial tasks of planning direction coordination motivating and controlling. It enables the
top management.
To formulate the comprehensive plans and policies on scientific basis.
To put the policies and decisions into action results in accurate and efficient performance.
Helps the management to remain informed to the problems difficulties, grievances of personnel.
They arise mainly due to communication gap.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 38
It is essential for coordination which is the essence of management. It brings about mutual
understanding between the officers and personnels at all levels and fosters the spirit of
cooperation.
It helps in securing largest possible participation or consumption indecision making, planning and
general administration. This will give democratic character to managerial process and strengthen
the moral of the staff.
ELEMENTS OF COMMUNICATION
Communicator or sender or issuer.
Communicate or rece4iver or addressee
Message orders reports
Communication channel.
Response reply reaction.
2. Principle of attention
3.
Principle of adequacy
4.
5.
6.
7.
8.
Principle of adequacy
Principle of time
Principle of integration
Principle of informality
Principle of feedback
and suggestions etc
TYPES OF COMMUNICATION
On the basis of nature of passing information
-
Formal communication
Informal communication
Oral communication
Written communication
Gesture communication
Each business house is concerned with two types of communication, external and internal.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 39
Externally, it has to communicate with the other business houses, banks, government officers. The
press the customers and the general public Internal communication consists in transmitting
information within the organization. Here we discuss about internal communication.
Internal communication may again the be f two types.
1. Formal or official
2. Informal
Formal communication flows along prescribed channel which all members desires of communicating
with one another are obliged to follow. Formally a clerk in any of the sections cannot directly
communicate with the managing director.
He must talk to his supervisor who wil pass on the passage to departmental managers, from where it
will go to the managing director. Formal communication may more vertically or horizontally.
Vertical communication can flow downward or upward. Horizontal communication flows between
employees of equal or comparable status. When a number of people irrespective of status sit down and
confer with another to arrive at a decision acceptable to all. It is called consensus. The format for this
communication is predetermined and cannot be altered.
In addition to this formal channels of communication, there exists in every organization an informal
channel, often called a grape vine, that does not arise out of the organizational needs but that is never
the less, an integral part of his communication system.
DOWNWARD COMMUNICATION
As explained earlier communication flows from a superior to a subordinate. The managing
director communicating with the departmental heads. A manager giving a directive an assistant
manager or supervisor, a foreman instructing a worker. Orders, individual instructions policies, a
statement job sheets, circular etc fall under downward communication. It is eminently suited to an
organization in which the line of authority runs distinctly downwards with each tank clearly below
another t which it is directly related.
Main objectives of downward communication
1.
2.
To give specific direction about the job being entrusted to a subordinate. The decision fallen
at managerial levels are transmitted to states in the form of directives so an action may be
initiated.
To explain the policies and organizational procedures.
A clear understanding of policies given the lower state. A wider perspective so that they can grasp
and relay their role more meaningfully.
3.
If the performance of the subordinates is objectively assessed and the assessment communicated to him
in a considerate tone, it will definitely promote efficiency. Appreciation to good work will raise his
morale and strengthen his dedication pointing out has shortcomings will enable him to over come them.
4.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 40
i.e. To explain to a subordinate the significance of the job assigned to him and why he has been
entrusted with it. The importance of the objective of downward communication has only been recently
recognized.
making under
5. Built in resistance
Downward communication causes of too much authority flow. The subordinates do not get any
opportunity of participating in the decision making process they are expected to receive policy
decisions and directive without questioning their appropriateness, utility or validity which they resent.
Managers should keep themselves well informed of the objectives and achievements of their
organization. It they are themselves in possession of adequate information, they will be also
to transmit information to their re-subordinated in an effective manner.
Managers must work according to communication plan. They must decide before how
much information is to be communicated and at what time.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 41
3.
4.
There should not be over communication of authority at the highest level. If an organization
is so structured that orders and instructions can originate at various levels, the lines of
communication will be shortened.
The information must be passed on to correct persons inherently.
UPWARD COMMUNICATION
If the managers have transmit information down the lines of authority they have also to
receive information continuously emanation from levels below them the communication channel which
pushes the flow of information upwards is known as the upward channels of communications.
Managers have only recently come to the recognize the importance of upward communication.
This communication provides the management with necessary feed back. The management is able to
ascertain whether the directive issued the lower statuses have been properly understood and followed it
also gets the valuable information on what the employees think of the organization and its policies.
2.
Upward communication is the employee and opportunity to sent their problems and grievances.
Although the management often these things and it knows and realizes the grievances of the
employees, The later hardly feel convinced and satisfied.
3.
Constructive suggestions
Often employees often constructive suggestion to promote the welfare of the organization. Some of
these suggestion when implemented definitely prove beneficial. They develop source of participation in
the decision making process.
4.
Since the employees feels themselves to be party to the decision making process, it helps the
organization to introduce new schemes without unduly antagonizing the employees.
5.
It art as a kind of lubricant. It makes the atmosphere more congenial are creates great harmony and
cohesion between the management and the employees.
2.
In some convenient places n the offer or the factory complaints and suggestions
boxes are installed. The employees are encouraged to drop their complaints or suggestion if any, in to
these boxes. These boxes are opened at regular intervals and the inform gathered scrutinized.
3.
Social gatherings:
Direct correspondence:
Sometimes the manager may directly write to an employees and ask him to
communicate with him.
5.
Reports:
Counseling
HORIZONTAL COMMUNICATION
Communication between departments or people on the same level in the managerial hierarchy of an
organization may be termed as horizontal or lateral communication. It is the most frequently used
channels of communication. Workers communicating with one another, &&&&&&& exchanging
information with one another, supervisors holding a coffee break section s to discuss some organization
are all engage in horizontal communication.
Diagrammatical representation of horizontal communication
Safety value:
Apprehension experienced by workers on matters like promotion and retrenchments
become an observation with them. Talking about them may not alleviate their fears, but it certainly
provides them emotional relief. Since the grapevine does not follow any formal channel, nobody can
held accumulate for anything he has said.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 45
2.
The existence of grapevine provides that the workers are interest in the associates. The
very facts that they talk among themselves helps to promote organizational solidarity and cohesion.
Properly used grapevine may even raise the morale of the
workers.
3.
Twice Transmission :
The speed with which information is transmitted through the grapevine is just
remarkable.
5.
Feed Back:
The grapevine provide feedback to the management. It enable them to know what the
subordinates think about the organization and its various activates
Demerits of grapevine:
1.
Distortion : One of the major drawbacks of the grapevine is that it may speed baseless or
distorted news which may sometimes prove harmful even to the employees.
2.
Incomplete information: The grapevine information is usually incomplete. So here is lively
likelihood of its being misunderstood or misinterpreted.
3.
Damaging swiftness: The swiftness with which the grapevine transmits information may
even be damaging.
BARRIERS IN COMMUNICATION
There might be a number of such barriers impeding the flow of communication in the organization.
This may be classified as
(i)
(ii)
(iii)
External
Organizational,
Personal factors.
EXTERNAL BARRIERS
Barriers to communication may be either external to the parties involved or they might be internal to
them.
1.
Semantic barriers :
Semantic barriers are obstruction caused in the process of receiving or understanding of the message
during the process of encoding and decoding ideas and words.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 46
2.
Emotional or psychological factors are the prime barriers in inter-personal communication. The
meaning ascribed to a message depends upon the emotional or psychological status of both the parties
involved.
-
Premature evaluation.
Inattention
Loss by transmission and poor retention.
Undue reliance on the return word.
Distrust of communicator.
Failure to communicate.
3.
Organizational barriers :
An organization being a deliberate creations for the attainment of certain specified objectives, day-today happening within it require being regulated in such a manner that they contribute to attain these
objectives in the most efficient manner.
-
Organizational policy
Organizational rules and regulations.
Status relationships.
Complexity in organization structure
Organizational facilities.
4.
Personal barriers :
While the organizational factors discussed above are, no doubt important influences operating on
communication, a host of factors internal to the two parties-sender and receiver-to this process also
exert important influences on its operation, s communication is basically an inter personal processes.
It is imperative that organizational policy must be clear explicit and encouraging the
communication flow so that people at all levels realize the full significance of
communication.
This policy should also specify the subject matter to be communicated.
Though the communication through proper channel is essential for orderly flow of
information.
Even person in the organization shares the responsibility of good communication.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 47
5.
6.
7.
Thus communication may be defined as the process of passing information and understanding from one
person to another. Communication provides employees both the skill to work and the will to work. It
may be formal and informal. Whether it is formal or informal it must be done in a proper manner to
serve the purpose. Ideation, encoding, transmission, receiving, decoding and acting are some of
important steps in communication process. Badly expressed messages, faulty organization, distrust of
the communicator, restricting communication, poor retention, different backgrounds are called as
barriers to effective communication.
Leadership
Leadership is an abstract quality in a human being to induce his followers to do whatever he is directed
to do with the zeal and confidence.
Leadership is generally defined simply as the art of influencing people so that they will strive willingly
towards the achievement of group goals.
KOONTZ & O DONNEL
IMPORTANCE OF LEADERSHIP
1.
2.
3.
4.
INGREDIENTS OF LEADERSHIP
-
motivations.
LEADERSHIP QUALITIES
I.
Physical qualities
1.
2.
3.
II.
Psychological qualities.
Personal magnetism
Enthusiasm.
Co-operation.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 48
Exerting
Resourcefulness.
Ability to inspire and integrate.
Tact and skillful handling.
III.
Intellectual traits
1. High degree of intelligence.
2. Sound judgment.
3. Capacity to deal with every situation.
4. Scientific approach.
5. Open mind.
6. Best teacher.
IV.
Qualities of character
1. Integrity
2. Self discipline
3. Good natured
4. Willingness to work hard.
5. Willingness to accept and share responsibilities.
Supportive leadership.
Participative leadership.
Instrumental leadership.
Achievement oriented leadership.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 49
TYPES OF LEADERSHIP
From the point of view of authority, leadership can be autocratic and democratic or free rein.
AUTOCRATIC LEADERSHIP
The leader alone determines policies and makes plans. He demands strict obedience and relies on
power.
Merits:
1.
It can increases the efficiency, save time and get good result.
2.
It works well employees who have a low tolerance for ambiguity feel insecure
freedom.
3.
Chain of command, and division of work are clear and full understood by all.
with
Demerits :
1.
2.
3.
DEMOCRATIC LEADERSHIP
The entire group is involved in and accepts responsibility for goal setting and achievement.
Subordinates have considerable freedom of action.
Merits :
1.
2.
The leader has the built-in personal motivation working for him.
The leader consistently receives the benefit of the best information, ideas, suggestions and
talents of his people.
This style permits and encourages people to develop grow and rise in the organization.
Demerits :
1.
2.
Time consuming.
Leaders may avoid responsibility.
Participative
[Democratic]
Employee centered
[Laissez faire]
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 50
This spectrum depicts that a leader can adopt number of ways to relate himself with a group. The left
side of the spectrum emphasizes that his style is leader centered. Such leaders are more care about
production than for the welfare of his subordinates.
The right side of the spectrum denotes that the leadership style employee centered. They care about
more for the welfare of their subordinates than for production.
The centre of the spectrum finds a more equitable balance between the authority exercised by the leader
and the amount of participation the grotto exercise.
The different scales in the spectrum describe the following :
Point 1 :
Leader makes decision and announces it.
Point 2:
Making the subordinate to accept the decision.
Point 3:
Leader presents his idea and initiate discussion.
Point 4:
Presents tentative decision subject to change.
Point 5:
Present the problem, gets opinion and makes decision.
Point 6:
Leader allows the group to make decision within limits.
Point 7:
Leader allows the group to make decision within limits defined the
situation.
MANAGERIAL GRID
It is a form of continuum which emphasize that leadership style consist of factors of both the
task-oriented and people relations oriented behavior in variying degrees. It explains that whatever may
be the type of leadership styles it ultimately relates with tasks to e performed and people with whom it
is to be performed. Some styles emphasize on concern for production which means that the attitudes of
superiors towards a variety of things, such as, quality of policy decisions, procedures and processes,
creativeness of research, quality of staff service, work efficiency and volume of output. On the other
hand there are certain leadership styles which emphasize on concern for people which means that
degree of personal commitment towards goal achievement, maintaining the self-esteem of workers,
responsibility based on trust, and satisfying inter-personal relations, Based on these two factors
leadership styles can be identified n to 5 types as given in the diagram.
1.9
9.9
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 51
9
8
7
6
5.5
5
4
3
2
1
1.1
1
9.1
2
Low
9
High
This managerial grid concept has been developed by Blame and Mour The 5 styles depicted by
the diagram are :
Impoverished style where exertion of minimum effort is require get work done and sustain organization
morale.
1.9 Country club style where thoughtful attention to needs of people leads to friendly and comfortable
organization atmosphere and work tempo.
Task oriented style which says that efficiency results from arranging work in such a way that human
elements have little effect.
Team model style which highlights that work accomplished is from committed people with
interdependence through a common stake in organization purpose and with trust and respect.
Middle Road style rightly pointed out that adequate performance through balance of work requirements
and maintaining satisfactory morale.
Among the five different styles, the most desirable leader behaviour is 9.9. So efforts have to be taken
by developing suitable training programs that attempts to change managers towards 9.9 leadership
style. Managerial gird helps the managers to identify and classify managerial styles and it helps to
understand why he gets the reaction that he does from his subordinates. However, the mid point of the
grid i.e. 5.5 is highly emphasized in the pure form of working conditions.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 52
To summarize, leadership may be defined as the ability to influence and direct the task-related activities
of the members of group. A leader is a goal-setter, planner, executive, expert, group representative,
administrator of rewards and punishments and a symbol of the group. There are three approaches to the
study of leader ship such as. The trans approach, Behavioral approach and Contingency approach. In
that Behavioral approach has emphasized different leadership styles.
CO-ORDINATION
It is the integration, synchronization or orderly pattern of group efforts in the enterprise
towards the accomplishment of objectives. It may be defined as balancing and keeping the teams
together by ensuring a suitable allocation of working activities to the various members and seeing that
they are performed with due harmony among the members themselves.
ADVANTAGES OF CO-OPERATION
1.
2.
3.
Increases the efficiency, Increases in the productivity, economizing the activities etc.
Improve the morale of the employees
Develop and retain good personnel
TYPES OF CO-ORDINATION
1.
2.
PRINCIPLES OF COORDINATION
1.
2.
3.
4.
Early beginning
Direct contact
Reciprocity
Continuity
TECHNIQUES OF COORDINATION
A manager in managing must coordinate the work for which he is accountable by balancing, timing
and integrating.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 53
Balancing
Timing
Integrating
Support,
Time schedule
Unification
PROBLEMS OF COORDINATION
-
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 54
UNIT - V
CONTROLLING
CONTROLLING
Control is any process that guide activity towards some predetermined goals. Thus control can
be applied is n any field such as price control, distribution control pollution control etc. Thus control
process tries to find out deviations between planned performance and actual performance and to
suggest corrective action wherever these are needed. For example terry has defined control as follows :
controlling is determining what is being accomplish, that is evaluating the performance and, if
necessary, applying corrected measures so that the performance takes place according to plan.
Control is checking event performance against pre-determined standards contained in the plans, with a
view to ensuring adequate progress and satisfactory performance.
Controlling consists in verifying whether everything occurs in conformity with the plan adopted, the
instructions issued and principles established. Its object is to point but weakness and errors in order to
rectify them and prevent recurrence.
1.
2.
3.
4.
IMPORTANCE OF CONTROL
Thus control is an integrated action of an organization or manager. It offers help in the
following directions.
1.
Adjustment in operations
A control system acts as an adjustment in organizational operations. Every organization has certain
objectives to achieve which become the basis for control.
2.
Policy verification
Various policies in the organization generate the need for control. For organizational functioning,
managers set certain policies and other planning elements which later become the basis and reason for
control.
3.
Managerial responsibility
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 55
4.
Psychological pressure
Control process puts a psychological pressure on the individuals for the better performance. The
performance of the individuals is evaluated in the light of targets set for them.
5.
Coordination in action
Control system area designed n such a way that they focus not only on the operating responsibility of a
manager but also on his ultimate responsibility. This forces a manager to co-ordinate the activities of
his subordinate in such a way that each of them contributes positively towards the objectives of the
superior.
6.
Proper control ensures organizational efficient and effectiveness various factors of control, namely,
making managers responsible, motivating them for higher performance, and achieving coordination in
their performance, control, ensures that their organization works efficiently.
STEPS IN CONTROLLING
The various steps in control process which are necessary for its relationship to planning.
This steps may broadly be classified into four parts.
1.
2.
3.
4.
(1)
Every function in the organizations begins with plans which are goals, objectives or targets to be
achieved. In the light of these standards are established which are criteria against which actual results
are measured.
(2)
Measurement of performance
The second major step in control process is the measurement of performance. The step involves
measuring the performance in respect of a work in terms of control standards.
(3)
The third major step in control process is the comparison of actual and standard performance. It
involves two steps
-
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 56
(4)
Correction of deviations
This is the last step in the control process which requires that actins should be taken to maintain the
desired degree of control in the system or operation.
All control systems and techniques should reflect the jobs they are to perform.
2.
Forward Looking :
Control should be forward looking. Though many of the controls are instance, they must focus
attention as to how future actions can be conformed with plans.
3.
The success of a thermostat lies in the fact that it points the deviation promptly and takes corrective
actions immediately.
4.
Control should point exception at critical points and suggest whether action is to be taken for deviations
or not.
5.
Objectives :
The control should be objective, definite and determinable in a clear and positive way.
6.
Flexible
Control system should be flexible so that it remains workable in the case of changed plans, unforeseen
circumstances or failures.
7.
Economical
Control should be economical and must be worth its costs. Economy is relative since the benefits vary
with the importance of the activity, the size of the operation the expense that might be incurred in the
absence of control and the contribution the control system can make.
8.
Simple
Control system must be simple and understandable so that all managers can use it effectively.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 57
9.
Motivating :
Control system should motivate both controller and controlled
10.
Reflecting Organizational Pattern:
The control should reflect organizational pattern by focusing attention on positions in organization
structure through which deviations are corrected.
Feedback loop of management control
Desired
performance
Implementation of
Actual
corrections
performance
Programme
of
Measurement
corrective action
performance
Analysis of causes
Comparison
of
of
Performance
Identification
of
deviations.
MANAGEMENT BY OBJECTIVES
It is a process whereby the superior and subordinate managers of an enterprise jointly
identify its common goals, define each individuals major areas of responsibility in terms of the results
expected of him and use these measures as guides for operating the unit and assessing the contribution
of each of its members.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 58
GEORGE S. ODIORNE
MBO is comprehensive managerial system that integrates many key managerial activities in a
systematic manner and that is consciously directed toward the effective and efficient achievement of
organizational and objective.
MBO PROCESS
Step 1:
Step 2:
Step 3:
The goals and sub-goals at all management levels must them be set out.
Step 4 :
Step 5:
The goals to be set at all levels must be joint and agreed ones.
Step 6:
Step 7:
Step 8:
BENEFITS OF MBO
1.
2.
3.
4.
Improvement of managing
Clarification of organization.
Encouragement of personal commitment
Development of effective controls.
WEAKNESS OF MBO
1.
2.
3.
4.
5.
6.
It permits the manager to find the problems that need his action and to avoid dealing with these the are
better handled by his subordinates.
ELEMENTS OF MBE
The MBE systems structure is constituted by the following elements
1.
2.
3.
4.
5.
Measurement
Projection
Selection
Observation
Comparison
Demerits :
Peter Drukers critically viewed MBE as follows :
1. It breeds organization man thinking
2. It is often dependent upon unbelievable data.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 60
3.
4.
5.
6.
7.
8.
9.
PRINCIPLES OF MBE
The make the MBE system effective the following principles may be followed.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Practice of Self-control
Discard pre-conceived notions.
Be guided by policy
Learn to live with accountants.
Delegate for result.
Sharpen your observational power
Use MBE to describe subordinates in different phases.
Invite enough participation
Expect some people to call you lazy
Differentiate between Big and Little jobs
Dont be an Over-the-Shoulder supervisor
Avoid the organization man attitude
Expect to work harder but to enjoy it more.
Data edited and compiled by J.Yazhin Sirumani MBA,PGDCA., Asst Prof, Vijay Institute of Mgt 61