FIRST CHAPTER

What is an Organization?

“An entity where two or more persons work together to achieve a goal or a common purpose

Management is the process of reaching organizational goals by working with and through people and other organizational resources.

5 Ms of Management

Man:
Man, the first of the five M's is the most important. The right personnel for the right position is a sure bet for organizational effectiveness and efficiency. No two ways about that. Thus, lateness and absenteeism, unsafe acts, alcoholism, poor training, incompetence are just some of the attributes of man at work that could upturn the apple cart of business ventures. Human resources determine the workings of the other four basic business resources. People make sure materials, machines, minutes and money are utilised in a productive manner to achieve goals or aims and objectives of organizations and enterprises. Poor employment practices are inimical to the sustenance of such ventures. With the right man in the right job, a large portion of effective business management will have been achieved. No doubts about that.

Materials:
Without materials, human resource is made redundant. Thus every right thinking and right planning organization knows that materials needed for any business or service mist be in place before 'man' can be of use in any business activity. Supply chain departments grew out of this thinking and has been a very useful and effective aspect of business management. A group of cement factory workers waiting for supply of limestone may have nothing much to do for as long as the supply does not arrive. Even if it arrives, but in poor quality, the production is certainly doomed for a loss. Quality compromised is business pauperized. Poor quality of materials potentially ruins entrepreneurship. This is an indisputable fact.

Machines:
The metal contraptions called machines have made man fulfil almost effortlessly various dreams of creating things that make a existence more worthwhile. Machines have replaced man in tilling, planting, and harvesting. Man has been replaced with looms in cotton and fabric processing. Countless other ventures requiring physical exertions of force has been taken over by things fixed with gears, bolts and nuts and conveyor belts. Recently, computers joined in the fray of increasing production and reduction in time spent by man for manufacturing and general production of goods and services. However, without man and materials, machines will be useless. They need to be operated by man and fed with materials. That again is a doubtless fact.

Minutes:
Time management is one contemporary aspect of business that has been employed in use by effective and successful business ventures to optimize delivery. As earlier noted, lateness and absenteeism of man at work is a large chunk of time off production. Poor time management is as ineffectual as a broken down machine, an indisposed employee or lack of adequate materials for production of goods or services. Various schemes have been used by successful enterprises to ensure proper anfd efficient use of time by man and machine, including timely delivery of materials, to ensure business sustainability. Compromising time is tantamount to a business venture shooting itself in the foot. There are umpteen instances to ascertain this truism.

Money:
Without money, no venture or enterprise can motivate workers, get quality and sufficient materials, get the right machines and maintain them or even ensure that time is properly managed. Money management, when not properly organized has been the most known factor involved in collapse of enterprises in history. The quantity and quality of money expended in ventures have a direct bearing on the fruitfulness of same over time. Accounts department have been revolutionarized over the years, by man, to ensure maximum operations of surviving business organizations. Where there is not enough money, no good workers, materials, or machines can be employed or purchased or acquired. In other words, such a venture will be wasting its time existing in the first place.

Who is a Manager?

A manager is a person who can manage himself and the resources to achieve the organization goals and objective. a good manager must be able to follow all the functions of management which are planning, controlling, directing, coordinating leading etc.

Functions of Management

1.     Planning

The process of setting goals, developing strategies and policies, and outlining tasks and schedules to accomplish the goals.”

It includes determination of specific objectives, determining projects and programmes, setting policies and strategies, setting rules and procedures, and preparing budgets.

Long term plan: 5 years or more

Intermediate term: 2-5 years

Short term plan: 1 year

2.     Organizing

Organizing resources and activities to achieve the organization’s objectives.

Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action.

People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.

3.     Staffing

Staffing is defined as filling and keeping filled positions in the organisation structure through:

1. Identifying work force requirements

2. Recruiting, selecting, placing

3. Induction and Orientation

4. Training/developing

5. Promoting, appraising, planning the careers,   compensating

6. To accomplish their tasks efficiently and effectively.

4.   Directing

The process of directing and motivating all involved parties to help achieve the organization’s goals effectively and efficiently.

5.     Controlling

Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

Identification of actual results, comparison of actual results with expected results as set by planning process, identification of deviation between two, if any deviation take corrective action.

HENRI FAYOL’S 14 Principles of Management

There are 14 Principles of Management described by Henri Fayol.

1. Division of Labor
1. Henry Fayol has stressed on the specialization of jobs.
2. He recommended that work of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area.
3. Subdivision of work makes it simpler and results in efficiency.
4. It also helps the individual in acquiring speed, accuracy in his performance.
5. Specialization leads to efficiency & economy in spheres of business.
2. Party of Authority & Responsibility
1. Authority & responsibility are co-existing.
2. If authority is given to a person, he should also be made responsible.
3. In a same way, if anyone is made responsible for any job, he should also have concerned authority.
4. Authority refers to the right of superiors to get exactness from their sub-ordinates whereas responsibility means obligation for the performance of the job assigned.
5. There should be a balance between the two i.e. they must go hand in hand.
6. Authority without responsibility leads to irresponsible behavior whereas responsibility without authority makes the person ineffective.
3. Principle of One Boss
1. A sub-ordinate should receive orders and be accountable to one and only one boss at a time.
2. In other words, a sub-ordinate should not receive instructions from more than one person because -

-  It undermines authority
-  Weakens discipline
-  Divides loyalty
-  Creates confusion
-  Delays and chaos
-  Escaping responsibilities
-  Duplication of work
-  Overlapping of efforts

3. Therefore, dual sub-ordination should be avoided unless and until it is absolutely essential.
4. Unity of command provides the enterprise a disciplined, stable & orderly existence.
5. It creates harmonious relationship between superiors and sub-ordinates.
3. Unity of Direction
1. Fayol advocates one head one plan which means that there should be one plan for a group of activities having similar objectives.
2. Related activities should be grouped together. There should be one plan of action for them and they should be under the charge of a particular manager.
3. According to this principle, efforts of all the members of the organization should be directed towards common goal.
4. Without unity of direction, unity of action cannot be achieved.
5. In fact, unity of command is not possible without unity of direction.

Basis	Unity of command	Unity of direction
Meaning	It implies that a sub-ordinate should receive orders & instructions from only one boss.	It means one head, one plan for a group of activities having similar objectives.
Nature	It is related to the functioning of personnel’s.	It is related to the functioning of departments, or organization as a whole.
Necessity	It is necessary for fixing responsibility of each subordinates.	It is necessary for sound organization.
Advantage	It avoids conflicts, confusion & chaos.	It avoids duplication of efforts and wastage of resources.
Result	It leads to better superior sub-ordinate relationship.	It leads to smooth running of the enterprise.

Therefore it is obvious that they are different from each other but they are dependent on each other i.e. unity of direction is a pre-requisite for unity of command. But it does not automatically comes from the unity of direction.

5. Equity
1. Equity means combination of fairness, kindness & justice.
2. The employees should be treated with kindness & equity if devotion is expected of them.
3. It implies that managers should be fair and impartial while dealing with the subordinates.
4. They should give similar treatment to people of similar position.
5. They should not discriminate with respect to age, caste, sex, religion, relation etc.
6. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate.
7. But equity does not mean total absence of harshness.
8. Fayol was of opinion that, “at times force and harshness might become necessary for the sake of equity”.
6. Order
1. This principle is concerned with proper & systematic arrangement of things and people.
2. Arrangement of things is called material order and placement of people is called social order.
3. Material order- There should be safe, appropriate and specific place for every article and every place to be effectively used for specific activity and commodity.
4. Social order- Selection and appointment of most suitable person on the suitable job. There should be a specific place for every one and everyone should have a specific place so that they can easily be contacted whenever need arises.
7. Discipline
1. According to Fayol, “Discipline means sincerity, obedience, respect of authority & observance of rules and regulations of the enterprise”.
2. This principle applies that subordinate should respect their superiors and obey their order.
3. It is an important requisite for smooth running of the enterprise.
4. Discipline is not only required on path of subordinates but also on the part of management.
5. Discipline can be enforced if -

-  There are good superiors at all levels.
-  There are clear & fair agreements with workers.
-  Sanctions (punishments) are judiciously applied.

8. Initiative
1. Workers should be encouraged to take initiative in the work assigned to them.
2. It means eagerness to initiate actions without being asked to do so.
3. Fayol advised that management should provide opportunity to its employees to suggest ideas, experiences& new method of work.
4. It helps in developing an atmosphere of trust and understanding.
5. People then enjoy working in the organization because it adds to their zeal and energy.
6. To suggest improvement in formulation & implementation of place.
7. They can be encouraged with the help of monetary & non-monetary incentives.
9. Fair Remuneration
1. The quantum and method of remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding of the efforts.
2. As far as possible it should accord satisfaction to both employer and the employees.
3. Wages should be determined on the basis of cost of living, work assigned, financial position of the business, wage rate prevailing etc.
4. Logical & appropriate wage rates and methods of their payment reduce tension & differences between workers & management creates harmonious relationship and pleasing atmosphere of work.
5. Fayol also recommended provision of other benefits such as free education, medical & residential facilities to workers.
10. Stability of Tenure
1. Fayol emphasized that employees should not be moved frequently from one job position to another i.e. the period of service in a job should be fixed.
2. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served.
3. According to Fayol. “Time is required for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services”.
4. As a result, the time, effort and money spent on training the worker will go waste.
5. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work.
11. Scalar Chain
1. Fayol defines scalar chain as ’The chain of superiors ranging from the ultimate authority to the lowest”.
2. Every orders, instructions, messages, requests, explanation etc. has to pass through Scalar chain.
12. Sub-Ordination of Individual Interest to General Interest

1. An organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances.
2. As far as possible, reconciliation should be achieved between individual and group interests.
3. But in case of conflict, individual must sacrifice for bigger interests.
4. In order to achieve this attitude, it is essential that -

-  Employees should be honest & sincere.
-  Proper & regular supervision of work.
-  Reconciliation of mutual differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc.

13. Espirit De’ Corps (can be achieved through unity of command)
1. It refers to team spirit i.e. harmony in the work groups and mutual understanding among the members.
2. Spirit De’ Corps inspires workers to work harder.
3. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run.
4. To inculcate Espirit De’ Corps following steps should be undertaken -

§ There should be proper co-ordination of work at all levels

§ Subordinates should be encouraged to develop informal relations among themselves.

§ Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability.

§ Efficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance.

§ Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society.He also cautioned against the more use of Britain communication to the subordinates i.e. face to face communication should be developed. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization.

13. 14. Centralization & De-Centralization
1. Centralization means concentration of authority at the top level. In other words, centralization is a situation in which top management retains most of the decision making authority.
2. Decentralization means disposal of decision making authority to all the levels of the organization. In other words, sharing authority downwards is decentralization.
3. According to Fayol, “Degree of centralization or decentralization depends on no. of factors like size of business, experience of superiors, dependability & ability of subordinates etc.
4. Anything which increases the role of subordinate is decentralization & anything which decreases it is centralization.
5. Fayol suggested that absolute centralization or decentralization is not feasible. An organization should strike to achieve a lot between the two.