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Q. 1 “Today managers ought to perform numerous functions”: Elaborate the affirmation Managers make and maintain an internal environment, frequently called the corporation, sothat others can work efficiently in that. A manager’s job consists of planning, organising, directing, and controlling the resources of the firm.
These solutions include people, jobs or positions, technology, facilities and equipment, supplies and products, information, and money. Managers work in a dynamic environment and must anticipate and adapt to problems. The supervisor looks after multiple function. Therefore , managerial methods usedsuccessfully in big firms cannot be blindly used in modest units.
Fundamental managerial functionsin large and small business are identical. But the way these capabilities should becarried out could be different. Handling starts with planning. A supervisor with a distinct and very well defined program has morechances of accomplishment than one more who tries to start an enterprise without planning.
According toKillen” organizing is the technique of deciding before hand what is to become done‚who is always to do it‚how it isso be done then when it is to become done”. Planning involves pondering and decision and is, consequently , called a rational process. Planning is a constant process as changes in strategies have to be madefrom time to time to address changing environment.
Many a times, a vague strategy isadapted to planning in a small firm. There is a false impression that small firms areuncomplicated and don’t require planning. The minor manager does not want to engagehis employees in the planning process as a result of desire to keep the secrets with him.
Personalaccountability for effects, lack of experienced staff but not having planning skills are other major hurdles to planning in small firms. The owner or manager of a tiny enterprise is actually involvedin day-to-day operation to try organizing before commencing actual procedure. But they want pre-planning most because little firms have got limited assets to beat their approaching problemand cannot afford to fund losses that can take place whilst adjusting to unanticipatedhappenings/changes.
An supervisor needs an enterprise which will achieve the company objectives. During thefunction of organizing this individual leads recruiting to effective completion of the project, organizing the functions and activities into different levels inside the organization structure, thusfacilitating the assignments of personnel according to their functions, skills and motivation. In respect to Philip F. Drucker the process of arranging consists of housing – activitiesanalysis, decisions research and connection analysis. (i).
Activities Evaluation: It consists of the following: a) Determining the primary functions to get achieving the targets of the organization. b) Various sub-functions in each major function. c) Amount of work in each main function as well as its sub-function. d) The position needed to perform the activities. (ii) Decisions Analysis: This consists of the subsequent: a) Seeking the basis of departmentalization so that functions could be assembled intospecialized models. Generally, practical departmentation is suitable for small-scaleunits. Customers, Companies territories are other important base of departmentalization. b) Choosing the type of firm structure in order that departments will be incorporated in aformal composition.
MBA Sem-IManagement Process and Organizational Habit Subject code MB0022 (iii) Relations Analysis: The authority, responsibility and accountability of each position and itsrelationship with other positions will be clearly defined. Different positions are manned with personshaving the necessary education, schooling, experience and also other qualifications. To acquire best possible gain from each staff it is necessary to delegate functions while far-down inside the organization as possible.
Owners of small businesses are often reluctant to delegatingauthority to their personnel even though that they expect these to do every functions allocated to themthat require authority. Intended for effective completing tasks, it is necessary that responsibilityaccompanies the necessary authority. In directing a administrator has to supervise, guide, lead and stimulate people so that they canachieve arranged targets of performance. In the process of leading his subordinates, a director ensures that employees fulfill all their tasks based on the set programs.
Directing can be theexecutive function of management because it is concerned with the execution of program andpolicies. Leading commences organized action and sets the full organizational machineryinto action. It really is, therefore , the life span giving function of an firm. This is the area where themastery of the art and scientific research of supervision is put to test.
A great manager’s command styledetermines the task atmosphere and culture with the organization. Above all, he must motivateemployees by environment a good example, establishing practical targets of overall performance and providingsatisfactory monetary and non- economic benefits. In directing a manager must perform the subsequent tasks: (a) Issuing purchases and instructions(b) Supervising workers(c) Motivating we. e. motivating to work well for collection objectives(d) Communicating with employees relating to plans and their implementation. (e) Leadership or perhaps influencing the actions or perhaps employees. Managing is the process of ensuring that the organization is moving in the desired directionand that progress is being designed to wards the achievement of goals.
The response to a lucrative organization is the skill of the owner or manager to controloperations. This individual has to establish standards of performance, methods, goals and budgets. Withthese guides, he supervises job progress, staff performance plus the financial condition in the business. The controlling function of the owner manager contains: Setting of standards: – Control presumes the existence of standards against which will actual resultsare to be evaluated. Standards are unable to control on their own but they are the targets againstwhich actual efficiency can be tested.
Therefore they must be set clearly andaccurately. They should be precise, sufficient, and possible. Measurement of actual efficiency: – The actual performance can be measured and evaluated incomparison with the set standards. Preferably measurement must be such that variance maybe identified in advance of incident and prevented by suitable action.
Where work involved isof quantitative nature dimension of functionality is not so difficult. But when the work is notquantifiable measurement becomes difficult. Periodical reports test out checks and audits arehelpful in exact measurement of performance.
MASTER OF BUSINESS ADMINISTATION Sem-IManagement Process and Company Behavior Subject code MB0022 Analysis of variances: – Comparison of real performance with standards can reveal deviation. Variations will be analysed to spot their trigger and their influence on the organization. Correctiveaction can be feasible only where the causes of the condition spots had been identified. Clarification may be called for sudden variant. Taking corrective action: – Control means action on the basis of measurement and evaluation of results.
Wherever possible self- identifying device needs to be used for bringing back actualresults consistent with the standards. Standards should be modified wherever required. Other stepsto prevent deviations can be re-organization, improvements in staffing and directions etc . Thereal that means of control lies in the commencement and follow-up of remedial actions.
At thisstages control unites with preparing.
