This short paper covers Scope and Importance of Management as a Subject of Study, Management process, Kinds of Organizational Planning, SWOT Analysis, Staffing, Motivation, Maslow's Theory of Needs Hierarchy, Individual Performance in Organization, Leadership and Controlling.

1. Metropolitan University
7th Floor, Al-Hamra Shopping City, Zinda Bazar,
Sylhet, Bangladesh
Submitted To
Professor Khandker Mahmudur Rahman
Department of Business Administration
Metropolitan University
Submitted By
Sadia Tasnim
Program: MBA (General)
Batch: 38 (A)
ID: 162-126-004
SHORT PAPER
ON
MANAGEMENT OF ORGANIZATIONS

2. Contents Page No.
1. Introduction 1
2. Definition of Management 2
3. Management Process 3
i. Planning and Decision Making 4
ii. Organizing 5
iii. Leading 5
iv. Controlling 6
4. Organizational Planning
 Concept & Kinds of
Organizational Planning
7
5. SWOT Analysis
 Concept 9
 Benefits 10
6. Organizational Change
 Concept 11
 Steps for Introducing Change 12
7. Staffing
 Concept 15
 Functions involved in staffing 15
8. Motivation
 Concept 19
 Motivators 20
9. Maslow’s Theory of Needs Hierarchy 23
TABLE OF CONTENTS

3. Contents Page No.
10. Individual Performance in Organization
 Concept 27
 Factors 27
11. Leadership
 Concept 29
 Qualities 30
12. Controlling
 Concept 34
 Tools 35
13. Conclusion 38
14. References 39

4. INTRODUCTION
In today's fast growing social, cultural and corporate world, the critical study of the
management has become an integral part of the society. Without effective management, a
business will fail and people will lose their jobs. Managers are responsible for ensuring that
different processes are operating effectively. To do this, those in management positions must
be able to assess the effectiveness of management functions and processes.
Management studies allow a manager to understand every aspect that makes up the business
and the different decisions made at every management level. This also ensures that managers
are capable of making the right decisions for the business in times of crisis and uncertainty or
even better predict future crises.
Management studies provide managers with the opportunity to improve the competitiveness
of their business by providing them with skills that will put them at an advantage.
Management studies not only help managers to deal with changes in the business
environment but also help them to manipulate these changes to benefit the business. The
importance of management studies cannot be stressed enough. In a struggling economy
businesses need leadership or else they will most likely fail in their ventures.

5. 2 | P a g e
DEFINITION OF MANAGEMENT
Management is regarded as the most important of all human activities. It may be called the
practice of consciously and continually shaping organizations. Managing is essential to
ensure the co-ordination of individual efforts within an organization.
Wherever two or more person comes together to achieve some common objectives,
management comes in to play. Management is the art of getting things done by a group of
people with the effective utilization of resources.
It is very difficult to give a precise definition of the term ‘management’. Management has
been defined by various authors/authorities in various ways. So, the definitions of
management are numerous. Most of them have merit and highlight important aspects of
management. A few often-quoted definitions are:
‘‘Management is the process of designing and maintaining an environment in
which individuals, working together in groups, efficiently accomplish selected aims.’’ 1
‘‘Management is a distinct process consisting of planning, organizing, directing
and controlling, which are performed to determine and accomplish objectives by the use of
people and resources”. 2
‘‘Management involves coordinating and overseeing the work activities of others
so that their activities are completed efficiently and effectively.’’ 3
‘‘Management can be defined as a set of activities (including planning and
decision making, organizing, leading, and controlling) directed at an organization’s resources
(human, financial, physical, and information), with the aim of achieving organizational goals
in an efficient and effective manner.’’ 41
1
Harold Koontz
2
George R. Terry
3
Stephen P. Robbins
4
Ricky W. Griffin

6. 4 | P a g e
MANAGEMENT PROCESS
Management is considered a process because it involves a series of interrelated functions.
Managers perform certain activities or functions as they efficiently and effectively coordinate
the work of others. Henri Fayol, a French businessman, was the first among those who
describe management activity as a distinct process. He first proposed in the early part of the
twentieth century that all managers perform five functions: planning, organizing,
commanding, coordinating, and controlling. Today, these functions have been condensed to
four: planning, organizing, leading, and controlling.
Figure: The Management Process
Basic managerial activities include planning and decision making, organizing, leading, and
controlling. Managers engage in these activities to combine human, financial, physical, and
information resources efficiently and effectively and to work toward achieving the goals of
the organization. Each of these activities represents one of the four basic managerial
functions illustrated in the figure—setting goals is part of planning, setting up the
organization is part of organizing, managing people is part of leading, and monitoring
performance is part of controlling.
Planning
and
Decision
Making
Controlling
Organizing
Leading
Input from the
environment:
 Human
resource
 Financial
resource
 Physical
resource
 Information
resource
 Time
Goals
Attained:
 Efficiently
 Effectively

7. ORGANIZATIONAL PLANNING
Planning is a key management role in any organization, whether a private business, a non-
profit organization, a corporate business or a government agency. Managers engage in
different types of organizational planning to strategically steer their companies towards
profitable and successful futures.
Kinds of Operational Planning
Organizations establish many different kinds of plans. At a general level, these
include strategic, contingency, and operational plans.
Strategic Planning
Strategic plans are the plans developed to achieve strategic goals. More
precisely, a strategic plan is a general plan outlining decisions of resource allocation,
priorities, and action steps necessary to reach strategic goals. These plans are set by the board
of directors and top management, generally have an extended time horizon, and
address questions of scope, resource deployment, competitive advantage, and synergy.
Contingency Planning
Contingency planning is the determination of alternative courses of action to be
taken if an intended plan of action is unexpectedly disrupted or rendered inappropriate.
Contingency planning aims to prepare an organization to respond well to an emergency and
its potential humanitarian impact. Developing a contingency plan involves making decisions
in advance about the management of human and financial resources, coordination and
communications procedures, and being aware of a range of technical and logistical responses.
Operational Plans
An operational plan focuses on carrying out tactical plans to achieve operational
goals. Operational plans tend to be narrowly focused, have relatively short time horizons, and
involve lower level managers.
The basic forms of operational plans are:
1. Program
2. Project
3. Policy
4. Standard Operational Procedure (SOP)
5. Rules & Regulations
6. Master Plan
7. Blue Print
8. Road map

8. SWOT ANALYSIS
SWOT analysis is the starting point and one of the most important steps in formulating
strategy. A strategy is a comprehensive plan for accomplishing an organization’s goals. They
are the plans for how the organization will do whatever it’s in business to do, how it will
compete successfully, and how it will attract and satisfy its customers in order to achieve its
goals. Strategic management is what managers do to develop the organization’s strategies.
It’s an important task involving all the basic management functions—planning, organizing,
leading, and controlling. SWOT analysis is the part of strategic management.
SWOT is an acronym which stands for strengths, weaknesses, opportunities and
threats. SWOT analysis is a careful evaluation of an organization’s internal strengths and
weaknesses as well as its environmental opportunities and threats. In SWOT analysis, the best
strategies accomplish an organization’s mission by exploiting an organization’s opportunities
and strengths while neutralizing its threats and correcting its weaknesses.
Utilities of SWOT Analysis
SWOT analysis aims to identify the key internal and external factors seen as
important to achieving an objective. The benefits of SWOT analysis are as follows:
 Set objectives – defining what the organization is going to do
 Develop new/revised strategies – revised analysis of strategic issues may mean the
objectives need to change
 Establish critical success factors – the achievement of objectives and strategy
implementation
 Analysis of existing strategies, this should determine relevance from the results of an
internal/external appraisal.
 Preparation of operational, resource, projects plans for strategy implementation
 Monitoring results – mapping against plans, taking corrective action, which may
Internal
External
S
W
O
T
Strengths (Example: Skills, manpower, capital)
Weaknesses (Example: Unskilled man power, shortage of capital,
old machinery)
Opportunities (Example: Demand of consumers, good market, low
tax, loan facilities)
Threats (Example: Competition)

9. mean amending objectives/strategies
 Showcase weaknesses and provides a chance to reverse them
 Analyze possible threats to business, and make necessary changes to the business
policies and growth plans.
 Employing a strategy to match strengths and opportunities; and employ those
strategies for converting weaknesses and threats into strengths and opportunities

10. ORGANIZATIONAL CHANGE
Organization change is any substantive modification to some part of the organization. If there
are no changes in organization, a manager’s job would be relatively easy. Planning would be
simple because tomorrow would be no different from today. Similarly, decision making
would be dramatically streamlined because the outcome of each alternative could be
predicted with almost certain accuracy. But that’s not the way it is. Change is an
organizational reality.
Organizational change refers to some alteration in some aspects of the
organization. Most managers, at one point or another, will have to change some things in
their workplace. Change can involve virtually any aspect of an organization: work schedules,
bases for departmentalization, span of management, machinery, organization design, people
them-selves, and so on.
External
 Changing consumer needs and wants
 New governmental laws
 Changing technology
 Economic changes
Internal
 New organizational strategy
 Change in composition of workforce
 New equipment
 Changing employee attitudes
EXHIBIT: External and Internal Forces for Change
The Essential Steps of Implementing Change in an Organization
Organizational change is a complex process which varies according to each
individual organization’s needs. There will be different approaches taken depending on a
wide range of factors including the type of organization, the change objectives and the
external environment. There are nine steps of a successful change process. They are as
follows:
i. To stress the usefulness of the change
The first step in the organizational change process begins
with emphasizing on the objectives and advantages of the proposed change. One has to
establish the vision for change which will provides the foundation for the whole change
process.

11. ii. To be empathetic towards the feelings of those affected
It is critical that management shows support to the people affected
due to change demonstrates that empathy when communicating and interacting with staff.
Employees develop a comfort level when they see management is supporting them.
iii. To make sure that the employees understand the nature and
purpose of the change
The next stage is to communicate the vision for the future. It has to be
made sure that everyone on team understands the reason and the need for change. Sharing the
nature and aim of the proposed change will help to prepare people for the impact of the
change and make dealing with challenges and setbacks less problematic in the later stages.
iv. To allow participation of the employees where possible
Employee involvement in possible areas is a necessary and integral
part of managing change. Since employees are typically closest to the process, participation
of them has to be ensured in creating the new process.
v. To stress the benefits of the change
It is important to highlight on the benefits would be derived from the
proposed change to the employees. The benefits can be shown by identify potential threats,
and develop scenarios showing what could happen in the future, examine opportunities that
should be or could be exploited etc.
vi. To provide economic guarantees where possible
Employees might face economic issues during implementing a
change in an organization. Changes are introduced accompanied by economic incentives to
make them more acceptable to employees.
vii. To consider timing of the change
Timing is the single most important component in implementing a
change. One must possess extreme patience with the right amount of knowledge to determine
the timing. The implantation of proposed change plan in the right time or season will create a
counter-effect of resistance.
viii. To introduce the change gradually where possible
The proposed plan should be implemented in various areas of the
organization step by step by creating short term targets with little room for failure and quick
wins, so that it can produce motivation to the staff.
ix. To introduce the change on a trial basis
It is beneficial to introduce change on a trial basis and ask members
of the organization to accept the trial for a limited period. This enables employees to learn
about the change and think objectively about it. A change introduced on a trial basis is less
threatening and generates less resistance than permanent change.

12. STAFFING
Staffing is a very important function of personnel management. It is a crucial function of
managers.
The managerial function of staffing or human resource management may be
defined as filling and keeping filled positions in an organization structure. It is the process of
acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create
positive impacts on the organizations effectiveness. Goal of staffing is placing the right
people in the right place at the right time. Staffing may determine the success or failure of an
enterprise or organization as people are the most important resource or asset for an
organization. It is clear that staffing must be closely linked to organizing, that is, to the
setting up of intentional structures of roles and positions.
Functions of Staffing
Various activities are involved in staffing. It is done by identifying work-force
requirements, inventorying the people available, and recruiting, selecting, placing, promoting,
appraising, planning the careers of, compensating, and training.
1. Identifying Jobs or Purpose of the Organization: It is the systematic analysis of jobs
within an organization. Knowing about job content and purpose of the organization is
necessary to develop appropriate selection method and job-relevant performance
appraisal systems and to set equitable compensation rates.
2. To Determine the Workforce Required: After managers fully understand the jobs to
be performed within the organization, they can start planning for the organization’s
future human resource needs. The manager starts by assessing trends in past human
resources usage, future organizational plans, and general economic trends.
3. To Inventorying Staff Available: Staff inventorying are systems that are usually
computerized and contain information on each employee’s education, skills, work
experience, and career aspirations. Such a system can quickly locate all the employees
in the organization who are qualified to fill a position requiring.
4. Recruitment of the Staff Required: Once an organization has an idea of its future
human resource needs, the next phase is usually recruiting new employees. Recruiting
is the process of attracting qualified persons to apply for jobs that are open.
5. Selection of the Required Staff: Once the recruiting process has attracted a pool of
applicants, the next step is to select whom to hire. The intent of the selection process is
to gather from applicants information that will predict their job success and then to hire
the candidates likely to be most successful.

13. 6. Posting / Placement of the Selected Staff: After conducting several phases like taking
tests, interview and other assessment, the right candidate is hired and posted in the
selected designation.
7. Training: Training usually refers to teaching operational or technical employees how to
do the job for which they were hired. Most organizations provide regular training and
development programs for managers and employees.
8. Compensation: Compensation is the financial remuneration given by the organization
to its employees in exchange for their work. There are three basic forms of
compensation. Wages are the hourly compensation paid to operating employees. Salary
refers to compensation paid for total contributions, as opposed to pay based on hours
worked. And incentives represent special compensation opportunities that are usually
tied to performance, for example sales commissions and bonuses.
9. Evaluation or Appraisal: Once employees are trained and settled into their jobs, one
of management’s next concerns is performance appraisal. Performance appraisal is a
formal assessment of how well employees are doing their jobs. Reasons for evaluating
are to assess the impact of training programs, to aid in making decisions about pay
raises, promotions, and training and to help them improve their present performance
and plan their future careers.
10. Reward or Punishment: Once evaluation is done, managers give feedback to
subordinates about their performance. Based on the evaluation, the employees are
rewarded in the form of promotion, bonuses, perquisites etc or punished in the form of
demotion, less increment, less holidays etc.
11. Planning & Development of Career: Planning career can help map out what areas
the individual is most interested in and help the person see what opportunities are
available within the organization.

14. MOTIVATION & SOME MOTIVATORS
Motivation is the word derived from the word ’motive’ which means needs, desires, wants or
drives within the individuals. Motivation in management describes ways in which managers
promote productivity in their employees.
Motivation is a psychological characteristic that contributes to a person's degree
of commitment. It is a general term applying to the entire class of desire, drives, needs,
wishes and similar forces. It is the act or process of stimulating people to actions to
accomplish the goals. By motivation, a person’s efforts are energized, directed and sustained
toward attaining a goal. In other words, motivation is the set of forces that cause people to
behave in certain ways. It refers to why people work.
One of the most important functions of management is motivation, which creates
willingness amongst the employees to perform in the best of their abilities. Therefore the role
of a leader is to arouse interest in performance of employees in their jobs. Employees who are
adequately motivated to perform will be more productive, more engaged and feel more
invested in their work. When employees feel these things, it helps them, and thereby their
managers, be more successful.
Example of Motivators
Motivators are things that induce an individual to perform. On any given day, an
employee may choose to work as hard as possible at a job, work just hard enough to avoid a
reprimand, or do as little as possible. The goal for the manager is to maximize the likelihood
of the first behavior and minimize the likelihood of the last behavior. Some motivators that
are acknowledged in an organization are as follows:
i. Financial Benefits: Work is inherently unpleasant for most people and that the money
they earn is more important to employees than the nature of the job they are
performing. Hence, people could be expected to perform any kind of job if they were
paid enough.
ii. Promotion: Promotions motivate employees to be on their best behavior and perform
at the top level. Promotions benefit the employee as well as the employer.
iii. Reward & Reprimand: When rewards are associated with higher levels of
performance, employees will presumably be motivated to work harder to achieve those
awards. Likewise, reprimanding employee in a constructive way encourages the
employee rather than making an unpleasant condition.

15. iv. Appreciation: Appreciation motivates people to perform. Showing appreciation for
good work, managers can increase employee’s job commitment and organizational
loyalty.
v. Reputation: Besides reward and promotion as motivators, employees need reputation
i.e. status, esteem to get motivated.
vi. Job Satisfaction: Job satisfaction is an attitude that reflects the extent to which an
individual is gratified by or fulfilled in his work. Job satisfaction positively influences
productivity, and helps minimize workplace misbehavior
vii. Job Security: Offering employees high job security reduce the fear of getting fired for
making mistakes; and encourage individuals to get motivated to perform better.

16. MASLOW’S THEORY OF NEEDS HIERARCHY
One of the most important factors to achieving success with organization is the ability to
motivate the employees. As no two person are alike, so it can be a challenge to understand
what makes each one tick so that managers can apply the appropriate motivational technique.
A number of motivational theories have been developed over time to understand employee
attitudes and motivation that can help the managers get the most out of his workers.
One of the most widely mentioned theories of motivation is the hierarchy of
needs theory put forth by psychologist Abraham Maslow in 1943. This hierarchy of Needs
theory remains valid today for understanding human motivation, management training, and
personal development.
Maslow saw human needs in the form of a hierarchy ascending from the lowest to
the highest. The hierarchy places human needs into five categories ranging from basic
survival needs like food and shelter to the need for self-actualization. According to Maslow,
once one need is satisfied, an individual seeks to achieve the next level. When applied to
work, the theory implies that you the employer must understand the current need level of
each employee to know what will motivate them.

17. Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the
largest, most fundamental levels of needs at the bottom and the need for self-actualization at
the top. The basic human needs placed by Maslow in an ascending order of importance and
shown in figure are these:
1. Physiological Needs: These are the basic needs of survival and
biological function such as food, water, warmth, shelter and sleep. Unless and until
these basic physiological needs are satisfied to the required extent, other needs will not
motivate people.
2. Security or Safety Needs: Next are the security needs for a secure
physical and emotional environment. Examples include needs to be free of physical danger
and of the fear of losing a job, property, food, or shelter.
3. Affiliation or Acceptance Needs: Since people are social beings, they
need to belong, to be accepted by others. They include the need for love and affection and the
need to be accepted by one’s peers. These needs are satisfied for most people by family and
community relationships outside of work and by friendships on the job.
4. Esteem Needs: Once people begin to satisfy their need to belong, they
tend to want to be in esteem both by themselves and by others. This kind of need produces
such satisfactions such as power, prestige, status and self confidence.
5. Self-Actualization or Self-Fulfillment Needs: This need is the
highest need in the hierarchy. It is the desire to become what one is capable of becoming – to
maximize one’s potential and to accomplish something.

18. INDIVIDUAL PERFORMANCE IN AN ORGANIZATION
Measuring individual performance is a pivotal move for any organization. On any given day,
an employee may choose to work as hard as possible at a job, work just hard enough to avoid
a reprimand, or do as little as possible. The evaluation of individual’s performance allows
knowing the productivity of the employees. Performance measurement is a constant, ongoing
activity for most organizations. Managers are concerned with organizational performance—
the accumulated results of all the organization’s work activities. It’s a multifaceted concept,
but managers need to understand the factors that contribute to organizational performance.
The performance or output of an individual based on three factors. They are as
follows:
1. Motivation: Motivation refers to the desire for work. It refers to the
process by which a person’s efforts are energized, directed and sustained toward attaining a
goal. Motivation influences the level of interest and effort given to tasks, and it is essential in
maintaining an individual’s performance. In an effort to motivate workers, organizations
implement a number of practices such as performance based pay, employment security
agreements etc.
2. Skills / Ability: Skills derive from various sources such as education,
experience, knowledge, practice, and training. In addition to motivation, workers need the
skills and ability to do their job effectively. And for many firms, training the worker has
become a necessary input into the production process.
3. Work Environment: There are key factors in the employee’s
workplace environment that impact greatly on their level of motivation and performance.
The physical workplace environment contributes to the organization and quality of work. The
workplace environment that is set in place impacts employee morale, productivity and
engagement - both positively and negatively. A creative and innovative workplace with
access to nature, views and daylight, crowd less environment, well-furnished office and
friendly coworkers play positively to increase productivity of employees.

19. LEADERSHIP & LEADERSHIP QUALITIES
Leading is third basic managerial function. It is to be both the most important and the most
challenging of all managerial activities.
Leadership is what leaders do. It is defined as influence, that is, the art or process
of influencing people so that they will strive willingly and enthusiastically toward the
achievement of group goals.
Leadership is both a process and a property. As a process, leadership is the use of
non-coercive influence to shape the group or organization’s goals, motivate behavior toward
the achievement of those goals, and help define group or organizational culture. As a
property, leadership is the set of characteristics attributed to individuals who are perceived to
be leaders. Thus leaders are people who can influence the behaviors of others without having
to rely on force or people whom others accept as leaders.
Styles of Leadership
A leadership style is a leader's style of providing direction, implementing plans,
and motivating people. They are the ways in which a leader views leaderships and performs it
in order to accomplish their goals.
Leadership styles are classified on the basis of how leaders use their authority.
Different types of leadership styles exist in work environments. Leaders are seen to apply
three basic styles. They are discussed as follows:
1. Autocratic or Authoritarian Style: The autocratic leadership style allows managers
to make decisions alone without the input of others. Managers possess total authority and
impose their will on employees. An autocratic leader commands and expects compliance, is
dogmatic and positive, and maintains his authority by force, intimidation, threats, reward and
punishment, or position.
Autocratic leadership allows quick decision-making, and eliminates
arguments over how and why things get done. At the same time, it may reduce the likelihood
of getting a range of different ideas from different people and can treat people badly.
2. Democratic or Participative Style: The democratic leadership style consists of the
leader sharing the decision-making abilities with group members by promoting the interests
of the group members and by practicing social equality. Democratic or participative

20. leadership values the input of team members and peers, but the responsibility of making the
final decision rests with the participative leader.
Democratic leadership boosts employee morale. By bringing in
everyone's ideas, it enriches the organization's possibilities. But it still leaves the final
decisions about what to do with those ideas in the hands of a single person.
3. Free-Rein or Laissez-faire Style: The free-rein or laissez-faire leadership style is
where all the rights and power to make decisions is fully given to the worker. A free-rein
leader uses his power very little and depends largely on their subordinates to set their own
goals and the means of achieving them. Such leaders allow followers to have complete
freedom to make decisions concerning the completion of their work.
This leadership style hinders the production of employees needing
supervision. The laissez-faire style produces no leadership or supervision efforts from
managers, which can lead to poor production, lack of control and increasing costs.

21. CONTROLLING & TOOLS OF CONTROLLING
Controlling is the final phase of managerial functions. As the organization moves toward its
goals, managers must monitor progress to ensure that it is performing in such a way as to
arrive at its “destination” at the appointed time. Controlling the process of monitoring,
comparing, and correcting work performance.
According to Harold Koontz, „The managerial function of controlling is the
measurement and correction of performance in order to make sure that organization
objectives and the plans devised to attain them are being accomplished‟.
Controlling is the regulation of organizational activities so that some targeted
element of performance remains within acceptable limits. Without this regulation,
organizations have no indication of how well they are performing in relation to their goals.
Control, like a ship‟s rudder, keeps the organization moving in the proper direction. At any
point in time, it compares where the organization is in terms of performance (financial,
productive, or otherwise) to where it is supposed to be. Like a rudder, controlling provides an
organization with a mechanism for adjusting its course if performance falls outside of
acceptable boundaries.
Planning and controlling are closely related. Without objectives and plans, control
is not possible, because performance has to be measured against some established criteria.
Tools of Controlling
Regardless of the type or levels of control systems an organization needs, there
are four fundamental steps in any control process.
1. Establishing Standards : The first step in the control process is
establishing standards. Standards established for control purposes should be expressed in
measurable terms.
2. Measuring Performance: The second step in the control process is measuring
performance. For control to be effective, performance measures must be valid.
3. Comparing Performance Against Standards: The third step in the control
process is comparing measured performance against established standards. Performance
may be higher than, lower than, or identical to the standard.

22. 4. Considering Corrective Action: The final step in the control process is
determining the need for corrective action. Decisions regarding corrective action draw
heavily on a manager‟s analytic and diagnostic skills.
To control the above steps, several tools are needed, which are known as tools of controlling.
There are 7 compulsory tools for controlling overall works of an organization. The tools are
discussed as follows:
1. Financial Statement: A financial statement is a profile of some aspect of an
organization‟s financial circumstances. There are commonly accepted and required ways that
financial statements must be prepared and presented. The two most basic financial statements
prepared and used by virtually all organizations are a balance sheet and an income statement.
2. Budgetary Control: A budget is a plan expressed in numerical terms.
Organizations establish budgets for work groups, departments, divisions, and the whole
organization. The usual time period for a budget is one year, although breakdowns of budgets
by the quarter or month are also common.
3. Direct Supervision and Observation: 'Direct Supervision and Observation' is
the oldest technique of controlling. The supervisor himself observes the employees and their
work. This brings him in direct contact with the workers. So, many problems are solved
during supervision.
4. Break Even Analysis: Break Even Analysis or Break Even Point is the point
of no profit, no loss. The Break-even analysis acts as a control device. It helps to find out the
company's performance. So the company can take collective action to improve its
performance in the future.
5. Management Audit: Management Audit is an evaluation of the management
as a whole. It critically examines the full management process and finds out the efficiency of
the management. Management auditing is conducted by a team of experts who collect data
from past records, members of management, clients and employees. The data is analyzed and
conclusions are drawn about managerial performance and efficiency.
6. Management Information System (MIS): A management information
system (MIS) is a system used to provide managers with needed information on a regular
basis. MIS provides information about the internal working of the organization and also about
the external environment. MIS may be manual or computerized.
7. PERT and CPM Techniques: PERT stands for “Program Evaluation &
Review Technique” and CPM are the abbreviation for “Critical Path Method”. PERT is a

23. method to analyze the involved tasks in completing a given project, especially the time
needed to complete each task, and to identify the minimum time needed to complete the total
project. The critical path method (CPM) is a step-by-step project management technique for
process planning that defines critical and non-critical tasks CPM / PERT can be used to
minimize the total time or the total cost required to perform the total operations.

24. CONCLUSION
In conclusion, organizations and the management have uniform functions as well as ethics to
run their affairs efficiently with the help of managers to offer diverse products and services to
their consumers. They entrust different kinds of responsibilities not only to meet the
organizational goals but also to contribute their participation towards the society and culture
that leaves long lasting effects. Critical study of organizations and management helps to
identify social responsibilities and responsiveness, organization’s domination, how
organizations use and exploit their employees and its associated effects as well as outcomes
of corporate power, and overall shortcomings in the organizational setup and its
management.

25. REFERENCES
o Griffin, Ricky W. Management. 11th
ed. Cengage Learning, 2013.
o Weihrich, Heinz & Koontz, Harold. Management: A Global Perspective. 10th
Ed.
McGraw-Hill, 1993.
o Robinson, Stephen P. & Coulter, Mary. Management. 11th
ed. Prentice Hall, 2012.
o Notes based on class lectures
o Several websites