This is a presentation under the course ENTREPRENEURSHIP DEVELOPMENT AND BUSINESS COMMUNICATION for UG STUDENTS of State Agricultural Universities.
Uploaded by Jayanta Kumar Dutta, Assistant Professor, Department of Extension Education, AAU, Jorhat, Assam
3. • It refers to your ability to stay focused on
different tasks and use time, energy , strength,
mental capacity , physical space etc effectively
and efficiently to achieve desired outcome.
4. Effective organizing requires:-
1. A balanced organizational structure
2. An optimum span of control i.e. an optimum
number of persons or offices an individual can
effectively supervise
3. Clear line of authority
4. Adequate delegation of authority
5. Parity between authority delegated and
responsibility fulfilled
6. An individual reporting to a single superior
7. Division of work acc to specialization
8. Adequate coordination
5. • Authority:- power in a position to exercise
discretion in making decisions affecting others
• There are 4 sources of authority- legal, financial,
operational and technical
• Delegation of authority:- It is the vesting of
decision making power in a subordinate by a
superior.
6. Advantages of Delegation:-
• Decisions are taken at local (operational) level
• The necessity of ‘upward’ and ‘downward’
communication is reduced
• The process of delegation stimulates the
employees to accept challenge,
7. Common mistakes in Organizing
1. Failure to clarify relationships: This is the
chief source of friction, politics and
inefficiency amongst members of an
organization
8. Common mistakes in Organizing
2. Failure to delegate authority: This creates
the need for referring even very common
problems to the upper levels,
overburdening the top executive and
slowing down decision making at
operational levels
9. 3. Delegating authority without
responsibility: This may lead to
organizational anarchy. The subordinate
should be responsible to the superior for
proper use of the delegated authority
10. 4. Multiple subordination: The practice of
subordinate having more than one
person to report may lead to breakdown
in the unity of command.
11. 5. Short-circuiting: Establishing
relationship between superior and
subordinate, bypassing one or more
levels of administrative hierarchy may
lead to low morale and lack of initiative
amongst the functionaries who have
been ignored.
12. 6. Giving extra constitutional authority:
Delegating authority by a superior to
some selected subordinates of personal
choice who are not entitled to it under
the rules, may develop an autocratic
atmosphere and vitiate the working
climate of the organization
13. 7. Formation of clique: Developing narrow
executive cycle by a superior with some
selected subordinates may damage the
organization to the extent that it may not
be able to reach its goals.
14. Controlling
• Controlling is seeing that the operational
methods and results conform as nearly as
possible to the agreed plan and there is no
deviation from the plan unless there is
necessity for the same.
15. The basic control process involves:
1. Comparing performance with standards
2. Determining where negative deviation
occurs
3. Developing remedial measures to
correct deviation
16.
17. Controlling is generally achieved through the
functions of:
i) Monitoring and Evaluation
ii) Supervision
iii) Budgeting and Auditing
iv) Reporting
v) Self-Discipline
18. i)Monitoring- its concept
Monitoring is regular surveillance for keeping
things/matters in order.
Monitoring is continuous or periodic review
and surveillance by management at every levels of
hierarchy, of the implementation of an activity to
ensure input deliveries, work schedules, targeted
outputs and other required actions are proceeding
as per plan.
19. Monitoring is a surveillance system, used by those
responsible for a programme / project to see that
everything goes as nearly as possible according to
the plan, so that resources are not wasted and
objectives are fulfilled.
It may require -
Indicators
Data collecting tools
Tabulation & analysis of data
Reporting
20. Why to monitor Programmes?
• Essential to keep all concerned informed that
project/prog. activities are proceeding as
planned.
• And, if there is any deviation from the
plan/target, what is the nature and extent of the
deviation for setting the course right.
• For better management/coordination of a
programme or project
21. Types of monitoring
• Regular monitoring (24X7)
• Periodic monitoring (hourly, daily, weekly, fortnightly,
monthly, qtrly, half yearly, annually etc.)
• Surprise monitoring
• Self monitoring
• Monitoring by external agency
For each, the appropriate INDICATOR may be
ascertained and applied
22. Uses of quality monitoring
1. Inputs Monitoring: Tracks down delivery of prog
inputs such as budget, staff deployment
2. Activities Monitoring: Tracks down conduct of
activities such as field visits,
discussion/meeting/training sessions etc.
3. Outputs Monitoring: Tracks down production of
results of the prog /project such as beneficiaries
/trainees who completed a programme/project
23. Change Indicators
Measurement Indicator examples
• Productn. Yield/ha, prodn. per unit
• Output productivity No./Qty prod. per day
• Income Av.indiv./grp/vill. Income
• Assets ownership Land holding/No of cattle
• Poverty No. above/ BPL
• Mechanisation No. of tractors/machine
• Timely inputs Delivery date vs target
• Economic Change in income levels
Improvement (cash and subsistence)
(Used by SFDP, FAO)
24. Social indicators
Measurement Indicator examples
Nutritional status Weight for age, wt. for
ht., ht. for age
Health Infant mortality rate,
major causes of deaths
Education Literacy rate, Av.yrs. of
formal schooling
Gender Equality Proportion of women in
formal edn., male-female
wage diff, women
membership in orgtn.
25. Jan Feb Mar Apr May Jun
Cut fence
posts
Dig holes for
posts
Ordered
posts
Purchased
bamboos
Erected fence Weeding Weeding Harvested Repayed
loan
Ploughed
land
Ploughed land Watering Watering Dried ground
nuts
Distributed
profits to
group
members
Dug drains Purchased
fertilizers
Repaired
fence
Repaired gate
Negotiated
selling price
and checked
local market
price
Meeting to
decide new
work plan
Planted
shade trees
Applied for
ground nut
planting
material
Pest control Applied
fertilizer
Applied bank Planted seed Piled earth Pest control
Task Monitoring Chart
Project_________Year___ District_____ Village______Grp________ Ref No.____
26. What is Evaluation?
• It is a method by which the quantitative and qualitative
measurement of a process of an enterprise or
organization or a programme that can be judged and
assessed against the targets or objectives over time.
E= Examine
V= Value?
A= Aim fulfillment?
L= Life touching / Long term (effect)
U= Utilisation of resources?
A= Action?
T= Timeliness?
E= Efficiency/Effectiveness?
27. Types of evaluation
For evaluating a project, over a period
of time, right from its initiation, the
following types of evaluation are
usually utilized depending upon the
nature of the project
• Formative - done in the beginning
• Concurrent – done mid-way
• Summative – done in the end
29. Types of evaluation contd.
Everyday evaluation-
The observation and drawing inferences
everyday.
These may happen by individual contacts,
meetings, discussions etc
Simple observation or inference is a casual type
of evaluation
30. Types of evaluation contd.
Informal evaluation
It involves review and analysis of information
from secondary sources like annual reports,
survey and PRA study reports etc.
Informal studies are conducted to simply
compare the present with past performance of
any programme.
It is the most common method in social work and
community activities
31. Types of evaluation contd.
Formal studies
Follows the scientific procedure of data collection,
analysis, use of statistical methods to draw
conclusions
32. Tools / Techniques used for evaluation
• Questionnaire
• Schedules
• Rating scales
• Check lists
• Interview technique
• Observation technique
• Case study method
34. • Take corrective measures for
effective implementation of the
enterprise activities
• Take steps to ensure that the
objective of an enterprise are
fulfilled along with achieving the
production and profit targets
35. • Take steps to save the time, money, human
and material resources and prevent wastage
• Provide safeguard to the workers /
community to prevent loosing faith in the
project and the implementing agents
• Provide adequate facilities and welfare
services to the employees / workers to
perform their best
36. ii)Supervision-(function of controlling contd..)
• It is a method of indirect control and provides
for development of personnel.
• This is more effective than direct control
• The function of supervision, according to Appley
(1969), is to close the gaps between desired
performance and actual human performance.
37. According to Halsey (1946), supervision is:-
• selecting the right person for each job;
• arousing in each person an interest in the work
and teaching how to do it
• administering correction where this is found to
be necessary
• finally fitting each person harmoniously into the
working group.
38. Benefits of supervision
• Greater individual motivation
• An understanding of how work links into overall
objectives
• More effective time management
• The ability to plan workload
• More effective coordination of work
39. • Better two-way communication
• A reduction in conflict/misunderstanding
• Learning on the job
• A reduction in stress levels
40. iii) Budgeting and auditing (function of controlling contd..)
• Budgeting means stating the objectives in
numerical and financial terms.
• It indicates the allocation of funds for different
sectors of the programme and is essentially a
part of the planning process
• Budgeting aims at arriving at a least-cost and
most effective model for implementation of a
project
41. • Audit means official examination of accounts.
• It includes examination of weaknesses and
deficiencies and also lapses of various types
• The purpose of audit is not fault finding. It
provides feedback information to avoid system
failure and to improve working of the system as a
whole.
42. iv) Reporting (function of controlling contd..)
• A report is a formal record of activities or
performance.
• Preparation of too many reports may hinder day
to day work, however it is useful to bring out at
least an Annual Report by each programme or
organization.
• Reporting should be standardized, however
there should be provision for reporting
something significant
43. v) Self Discipline (function of controlling contd..)
• Avoiding misuse of human resources , (attendant,
driver, etc.) and non human resources
(equipments, stationary, vehicle) shall help in
maintaining discipline in the organization.
e.g. punctuality in attendance, timely decisions etc.
