Management involves using resources to achieve goals. Resources include money, people, time, procedures, materials, equipment and energy. Goals include profit, growth, quality standards, social responsibility and professional obligations. Management is the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational objectives. It involves decision making, delegation of authority with accountability, and working with people. The 14 principles of management outlined by Fayol include division of work, authority and responsibility, discipline, unity of command and others. Functions of management include planning, organizing, staffing, directing, coordinating, reporting and budgeting. Management requires traits like fairness, trustworthiness, caring and empowerment.
i made this slide for my presentation,it's about basic concept of Principal of Management.This Slide contain Definition of Management, Role of Management Principles, Functions of Management, Management Functions and Different Organization Levels,According to Henri Fayol fourteen Principles of Management, Managerial Skills and the Organization Hierarchy,Goal of all Managers,conclusion,
Management in Organisation was summarized as follows:
1. The document defines management and its key functions, resources, levels, and areas. It discusses planning, organizing, staffing, directing, controlling, and the nature of management.
2. Performance appraisal is introduced as the systematic evaluation of employee performance and potential. Its objectives include compensation decisions, employee development, and providing feedback.
3. SWOT analysis is defined as a technique for assessing a business's competitive position by identifying internal strengths and weaknesses and external opportunities and threats. It is used in strategic planning.
This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.
Management involves five key functions: planning, organizing, staffing, directing, and controlling. Planning involves looking ahead and drawing up a good plan of action. Organizing means building a well-organized structure with a good division of tasks. Staffing is hiring and retaining a suitable workforce. Directing provides leadership, communication, motivation and supervision. Controlling measures performance against standards and takes corrective action. Management is important because it allows organizations to accomplish goals efficiently through better decision making, which can increase profits. While an art that uses skills, management is also considered a science with principles and a social science dealing with human elements. However, management has not fully achieved professional status.
Planning, organizing, staffing, directing, coordinating, and controlling are the six main management functions. Planning involves determining objectives and courses of action. Organizing is establishing structure and assigning responsibilities. Staffing involves recruiting and selecting personnel. Directing includes motivating and supervising employees. Coordinating ensures unity of effort. Controlling measures performance against standards and takes corrective action.
Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals. It is defined by experts like Fayol as forecasting, organizing, commanding, coordinating, and controlling. Management integrates resources into an effective operating unit through these functions. It is a continuous process that aims to balance effectiveness and efficiency through group effort while adapting to changes as an organization and environment are dynamic. Management has principles of both an art and a science, requiring specialized skills and knowledge. It is becoming a profession and is universally applicable in all organizations seeking to accomplish objectives through people and resources.
This document discusses key concepts in management. It defines management as achieving organizational goals effectively and efficiently through planning, organizing, leading, and controlling resources. The four main functions of management are planning, organizing, leading, and controlling. Managers require conceptual, human, and technical skills that depend on their level in the organization. The roles of managers include interpersonal, informational, and decisional roles. The workplace is shifting from old to new models, requiring different management competencies around technology, markets, workforce, values, and events. During crises, managers should stay calm, be visible, prioritize people, communicate truthfully, and know when to refocus on business.
i made this slide for my presentation,it's about basic concept of Principal of Management.This Slide contain Definition of Management, Role of Management Principles, Functions of Management, Management Functions and Different Organization Levels,According to Henri Fayol fourteen Principles of Management, Managerial Skills and the Organization Hierarchy,Goal of all Managers,conclusion,
Management in Organisation was summarized as follows:
1. The document defines management and its key functions, resources, levels, and areas. It discusses planning, organizing, staffing, directing, controlling, and the nature of management.
2. Performance appraisal is introduced as the systematic evaluation of employee performance and potential. Its objectives include compensation decisions, employee development, and providing feedback.
3. SWOT analysis is defined as a technique for assessing a business's competitive position by identifying internal strengths and weaknesses and external opportunities and threats. It is used in strategic planning.
This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.
Management involves five key functions: planning, organizing, staffing, directing, and controlling. Planning involves looking ahead and drawing up a good plan of action. Organizing means building a well-organized structure with a good division of tasks. Staffing is hiring and retaining a suitable workforce. Directing provides leadership, communication, motivation and supervision. Controlling measures performance against standards and takes corrective action. Management is important because it allows organizations to accomplish goals efficiently through better decision making, which can increase profits. While an art that uses skills, management is also considered a science with principles and a social science dealing with human elements. However, management has not fully achieved professional status.
Planning, organizing, staffing, directing, coordinating, and controlling are the six main management functions. Planning involves determining objectives and courses of action. Organizing is establishing structure and assigning responsibilities. Staffing involves recruiting and selecting personnel. Directing includes motivating and supervising employees. Coordinating ensures unity of effort. Controlling measures performance against standards and takes corrective action.
Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals. It is defined by experts like Fayol as forecasting, organizing, commanding, coordinating, and controlling. Management integrates resources into an effective operating unit through these functions. It is a continuous process that aims to balance effectiveness and efficiency through group effort while adapting to changes as an organization and environment are dynamic. Management has principles of both an art and a science, requiring specialized skills and knowledge. It is becoming a profession and is universally applicable in all organizations seeking to accomplish objectives through people and resources.
This document discusses key concepts in management. It defines management as achieving organizational goals effectively and efficiently through planning, organizing, leading, and controlling resources. The four main functions of management are planning, organizing, leading, and controlling. Managers require conceptual, human, and technical skills that depend on their level in the organization. The roles of managers include interpersonal, informational, and decisional roles. The workplace is shifting from old to new models, requiring different management competencies around technology, markets, workforce, values, and events. During crises, managers should stay calm, be visible, prioritize people, communicate truthfully, and know when to refocus on business.
The document discusses the classical view of management, which includes scientific management and bureaucratic management. It provides details on scientific management approaches developed by Frederick Taylor, including defining the optimal way to perform each job and increasing productivity. Bureaucratic management focuses on structuring the organization for better performance. The document also discusses the primary functions of management as planning, organizing, directing, and controlling (PODC) and the skills required by managers, such as conceptual skills, communication skills, and leadership skills.
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
Management can be defined as the process of planning, organizing, staffing, leading and controlling organizational resources to achieve organizational goals in an efficient and effective manner. It involves coordinating the efforts of people and using available resources to achieve desired goals. Management occurs at three levels in organizations - top level, middle level, and lower level. The key functions of management include planning, organizing, staffing, directing and controlling. Management is both a science and an art as it involves both a systematic body of knowledge as well as practical application of skills. Organizations must understand and adapt to various internal and external environmental factors that influence their operations.
Organizingin the 21st century structural designs alpha Management
This document discusses key concepts related to organizational structure and design. It defines organizing as arranging activities and resources to achieve goals. Organizing involves identifying and grouping activities, assigning jobs, and establishing authority and responsibility networks. It also requires determining resource needs, allocating resources, and controlling resource use. The document outlines reasons for dividing work and steps in organizing like determining activities, grouping activities, assigning duties, and delegating authority. It also discusses concepts like span of management, centralization vs decentralization, and types of authority relationships in organizations.
This document discusses the functions of administration, specifically planning and controlling. It defines administration and outlines its key functions. Planning involves deciding actions in advance to achieve objectives, and is important for coordination and control. Organizing establishes responsibility and authority to achieve objectives. Staffing, directing, coordinating, budgeting and controlling are also outlined as important administrative functions. Control involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.
ADMINISTRATIVE MANAGEMENT
ELEMENTS OF MANAGEMENT
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING
ENTREPRENEURSHIP DEVELOPMENT
OPERATIVE MANAGEMENT
PRINCIPLE OF MANAGEMENT
SCIENTIFIC MANAGEMENT
MARKETING RESEARCH
MEASURING AND FORECASTING MARKET DEMAND
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to efficiently achieve goals. Henry Fayol contributed general principles of management including division of work, authority and responsibility, discipline, unity of command, and unity of direction. Fayol emphasized flexible application of principles to different organizational conditions.
Management involves planning, organizing, leading, and controlling organizational resources to efficiently achieve goals. It is a complex social process that is situational and interdisciplinary. Management theories have evolved over time, including scientific management which standardized tasks, and contemporary theories around motivation and leadership styles. Organizational structures determine authority, responsibility, and departmental alignment to support overall objectives.
1. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
2. It describes each function in detail, noting that planning involves defining objectives and strategies, organizing involves structuring work, staffing involves recruiting and placement, directing involves leadership, communication, motivation and supervision, coordinating involves aligning group efforts, and controlling involves monitoring performance.
3. The functions are interrelated and continuous, aiming to achieve organizational goals through the coordinated efforts of people.
The document discusses the key concepts of business management and planning. It covers 1) the meaning of management and principles, 2) planning as a primary function of management, and 3) an overview of the planning process which involves setting objectives and developing different types of plans.
This document discusses the key administrative functions of frontline social work supervisors. It outlines 10 core tasks of supervisors: 1) staff recruitment and selection, 2) inducting and placing new workers, 3) work planning, 4) work assignment, 5) work delegation, 6) monitoring, reviewing, and evaluating work, 7) coordinating work, 8) facilitating communication, 9) acting as an administrative buffer between clients/workers and higher administration, and 10) serving as an agent of change and liaising with the community. The supervisor aims to effectively implement organizational objectives through coordinating the efforts of social workers, while also advocating for reasonable workloads and changes to improve services.
Construction management involves planning, coordinating, and controlling a construction project from start to finish to meet the client's requirements on time and within budget. It aims to produce a viable project through efficient use of resources. Key functions of construction management include planning and scheduling work, organizing project resources, staffing roles, directing the work, and controlling costs and schedules. Resources needed for construction projects include materials, manpower, machinery, funding, and work space. Careful planning is required to obtain the necessary resources and ensure they are available as required to avoid delays or cost overruns.
The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves determining goals and courses of action to achieve those goals. Organizing establishes the organizational structure and distribution of roles. Staffing involves acquiring and maintaining human resources. Directing includes leading, motivating, and communicating with employees. Controlling checks performance against plans and takes corrective actions when needed.
This document provides an introduction to management, including definitions of management from various experts, what managers do, where they work, the nature and characteristics of management, and key terms like efficiency and effectiveness. It discusses the main functions of management as planning, organizing, staffing, directing, and controlling. It also outlines the different levels of management as top level, middle level, and lower/bottom level, describing the typical functions at each level.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
Directing is the managerial function of leading subordinates to achieve organizational objectives. It involves inspiring, communicating, and guiding employees. Effective directing requires making plans understood, motivating workers, maintaining discipline, and ensuring good results through on-time output, quality work, and cost control. Key elements of directing include leadership, communication, delegation, decision making, policies/procedures, supervision, coordination, motivation, staff development, and conflict management. Directing aims to get maximum performance from employees by understanding their nature and motivating them using various theories.
This document discusses entrepreneurship development in India. It outlines various approaches to entrepreneurship development including human resource development, entrepreneurship development programs, and need-based entrepreneurship. It describes the objectives and importance of entrepreneurship development programs and training. It discusses various institutions that support entrepreneurship development in India such as NIESBUD, SISI, SIDO, NSIC, EDII, NAYE, and STEP. The document also outlines the objectives and activities of centers for entrepreneurship development.
The document provides information on trial balances, including definitions, objectives, format, and examples of trial balance preparation from account ledgers. It defines a trial balance as a list of debit and credit balances of all ledger accounts prepared at the end of an accounting period to check the arithmetic accuracy of books. The key objectives are to check accuracy, locate errors, and facilitate final accounts preparation. An example trial balance format is shown consisting of account names, debit/credit columns, and totals. Several examples of trial balance preparation from sample account ledgers are provided.
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The document discusses the classical view of management, which includes scientific management and bureaucratic management. It provides details on scientific management approaches developed by Frederick Taylor, including defining the optimal way to perform each job and increasing productivity. Bureaucratic management focuses on structuring the organization for better performance. The document also discusses the primary functions of management as planning, organizing, directing, and controlling (PODC) and the skills required by managers, such as conceptual skills, communication skills, and leadership skills.
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
Management can be defined as the process of planning, organizing, staffing, leading and controlling organizational resources to achieve organizational goals in an efficient and effective manner. It involves coordinating the efforts of people and using available resources to achieve desired goals. Management occurs at three levels in organizations - top level, middle level, and lower level. The key functions of management include planning, organizing, staffing, directing and controlling. Management is both a science and an art as it involves both a systematic body of knowledge as well as practical application of skills. Organizations must understand and adapt to various internal and external environmental factors that influence their operations.
Organizingin the 21st century structural designs alpha Management
This document discusses key concepts related to organizational structure and design. It defines organizing as arranging activities and resources to achieve goals. Organizing involves identifying and grouping activities, assigning jobs, and establishing authority and responsibility networks. It also requires determining resource needs, allocating resources, and controlling resource use. The document outlines reasons for dividing work and steps in organizing like determining activities, grouping activities, assigning duties, and delegating authority. It also discusses concepts like span of management, centralization vs decentralization, and types of authority relationships in organizations.
This document discusses the functions of administration, specifically planning and controlling. It defines administration and outlines its key functions. Planning involves deciding actions in advance to achieve objectives, and is important for coordination and control. Organizing establishes responsibility and authority to achieve objectives. Staffing, directing, coordinating, budgeting and controlling are also outlined as important administrative functions. Control involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.
ADMINISTRATIVE MANAGEMENT
ELEMENTS OF MANAGEMENT
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING
ENTREPRENEURSHIP DEVELOPMENT
OPERATIVE MANAGEMENT
PRINCIPLE OF MANAGEMENT
SCIENTIFIC MANAGEMENT
MARKETING RESEARCH
MEASURING AND FORECASTING MARKET DEMAND
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to efficiently achieve goals. Henry Fayol contributed general principles of management including division of work, authority and responsibility, discipline, unity of command, and unity of direction. Fayol emphasized flexible application of principles to different organizational conditions.
Management involves planning, organizing, leading, and controlling organizational resources to efficiently achieve goals. It is a complex social process that is situational and interdisciplinary. Management theories have evolved over time, including scientific management which standardized tasks, and contemporary theories around motivation and leadership styles. Organizational structures determine authority, responsibility, and departmental alignment to support overall objectives.
1. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
2. It describes each function in detail, noting that planning involves defining objectives and strategies, organizing involves structuring work, staffing involves recruiting and placement, directing involves leadership, communication, motivation and supervision, coordinating involves aligning group efforts, and controlling involves monitoring performance.
3. The functions are interrelated and continuous, aiming to achieve organizational goals through the coordinated efforts of people.
The document discusses the key concepts of business management and planning. It covers 1) the meaning of management and principles, 2) planning as a primary function of management, and 3) an overview of the planning process which involves setting objectives and developing different types of plans.
This document discusses the key administrative functions of frontline social work supervisors. It outlines 10 core tasks of supervisors: 1) staff recruitment and selection, 2) inducting and placing new workers, 3) work planning, 4) work assignment, 5) work delegation, 6) monitoring, reviewing, and evaluating work, 7) coordinating work, 8) facilitating communication, 9) acting as an administrative buffer between clients/workers and higher administration, and 10) serving as an agent of change and liaising with the community. The supervisor aims to effectively implement organizational objectives through coordinating the efforts of social workers, while also advocating for reasonable workloads and changes to improve services.
Construction management involves planning, coordinating, and controlling a construction project from start to finish to meet the client's requirements on time and within budget. It aims to produce a viable project through efficient use of resources. Key functions of construction management include planning and scheduling work, organizing project resources, staffing roles, directing the work, and controlling costs and schedules. Resources needed for construction projects include materials, manpower, machinery, funding, and work space. Careful planning is required to obtain the necessary resources and ensure they are available as required to avoid delays or cost overruns.
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4. Goals
1. Maximum Profit Levels
2. Maintenance or growth of financial strength
3. Quality standards
4. Professional obligations
5. Societal concerns—Social Responsibility of
Business
5. Management is a multi-purpose organ that
manages business, managers, workers &
work
6. MANAGEMENT
• “Management is the art of getting things done
through and with people in formally organized
groups.”
• -
Koontz
7. • “Management is process involving planning,
organizing, staffing, directing, and controlling
human efforts to achieve stated objectives in
an organization.”
8. •“Management is simply the process of decision-
making and control over the actions of human
beings for the expressed purpose of attaining pre-
determined goals” -Stanley Vance
9. WHAT IS MANAGEMENT PROCESS?
WHAT IS MANAGEMENT PROCESS?
• Methodology of getting things done
• Series of actions or operations
• Functions performed and sequence of
performance
• Planning, Organizing, Actuating and Controlling
10. MANAGEMENT
Process of Organized Activities
For achievement of enterprise goals, management plans,
organizes co-ordinates, directs and controls group efforts
Existence of Objectives
Without objectives, it becomes difficult to define the direction
where organized group activities would lead to
11. Relationship Among Resources
Resources include (5 M’s of management) MEN,
MATERIAL, MONEY, MACHINES, METHODS
All these resources are made available to managers who
apply their knowledge, experience and principles for
getting the desired results
12. Working with and through People
Working with people and getting organizational objectives
achieved through them
Decision-making
Involves selecting the most appropriate alternative solution
out of the several alternatives available
13. DELEGATION OF AUTHORITY
• Refers to the entrustment of responsibility
and authority to another
• And creation of accountability for
performance
• Refers to conferring of authority by one
person to another, usually a subordinate
14. Power to command and give
orders
Right to give orders or power
to command others
OFFICIAL
•Authority of superior
which he possesses
because of his official
position and placement
in the organizational
structure.
PERSONAL
•Which a person enjoys
because of his popularity,
good public relations,
excellent charismatic
personality
15. RESPONSIBILITY
• Obligation of a subordinate to perform the duty as
required by the superior
• Refers to such duties and activities which are assigned to
a position or to an executive
• Responsibility cannot be transferred
16. • When an executive delegates his authority to his
subordinate, he cannot delegate responsibility
• A manager is responsible for the performance of his
duties even though he may delegate his authority to
a subordinate for the performance of the same task
17. ACCOUNTABILITY
• Obligation on the part of subordinate to carry out the
responsibility by exercising authority
• Every subordinate is answerable to his superior for
the tasks assigned to him
18. •14 PRINCIPLES OF
14 PRINCIPLES OF
MANAGEMENT
MANAGEMENT
•HENRy FAyOL
HENRy FAyOL
19. •1.
1. DIVISION OF WORK
DIVISION OF WORK
•Specialization and specification of job
•People need specialization for effective performance
20. 2. AUTHORITY AND
2. AUTHORITY AND
RESPONSIBILITY
RESPONSIBILITY
•Balance between Authority and responsibility
•If anyone is assigned any duty he must be vested with
requisite authority to carry out his responsibility.
•Personnel must know what activities they are to undertake
and what results they have to show.
21. •3. DISCIPLINE
3. DISCIPLINE
•Without discipline in the organization it is difficult to operate.
•Self- imposed- springs from within the individual
•Command-imposed- through remuneration, warning,
suspension, demotion, etc
22. •4. UNITY OF COMMAND
4. UNITY OF COMMAND
•It means an employee should receive orders from one superior
only
23. 5. UNITY OF DIRECTION
5. UNITY OF DIRECTION
•There should be one plan for one unit
•Objective is important
24. •6. SUBORDINATION OF INDIVIDUAL
6. SUBORDINATION OF INDIVIDUAL
INTEREST TO GENERAL INTEREST
INTEREST TO GENERAL INTEREST
•The interest of the group should supersede that of the individual
•Common interest is above individual interest
25. 7. REMUNERATION OF
7. REMUNERATION OF
PERSONNEL
PERSONNEL
•Remuneration and methods of payment should
be fair
•Provide maximum satisfaction to the employee
and employer
27. 9. SCALOR CHAIN
9. SCALOR CHAIN
•Communication can be established through proper channel.
•Scalar chain was a very time consuming process.
•Henri Fayol suggested gang plank policy according to which
there was a provision of lateral communication.
28. •10. ORDER
10. ORDER
•Right person at the right job and right place for material,
machine and stock.
•Meaning right thing in the right place.
29. 11. EQUITY
11. EQUITY
•Every manager should be unbiased towards the officials.
•Personal liking and disliking should not be involved.
30. •12. STABILITY OF TENURE
12. STABILITY OF TENURE
•Tenure and term of appointment should be stable.
•There should be reasonable security of job.
•
31. 13. INITIATIVE
13. INITIATIVE
•Within the limits of authority and discipline the manager should
encourage their employees to take initiative for establishing
team work in the organization.
•14.
14. ESPRIT DE CORPS
ESPRIT DE CORPS
•Union is strength
36. Traits of a manager
Best Traits
Fair/just in decisions
Trusting/trusted at the same time
Caring & analytical in thought
Empowering & capable/responsible
Always punctual
38. MAIN AND SUBSIDIARY FUNCTIONS
MAIN AND SUBSIDIARY FUNCTIONS
OF MANAGEMENT
OF MANAGEMENT
MAIN FUNCTIONS SUBSIDIARY
FUNCTIONS
PLANNING
PLANNING COMMUNICATION
COMMUNICATION
ORGANISING
ORGANISING DECISION-MAKING
DECISION-MAKING
STAFFING
STAFFING INNOVATION
INNOVATION
DIRECTION
DIRECTION
CO-ORDINATION
CO-ORDINATION
MOTIVATION
MOTIVATION
CONTROL
CONTROL
39. PLANNING
PLANNING
• Planning is deciding in advance what to do, when and
how to do it
• It is the blue-print for future action
• Determination of objectives and goals of the organization
and laying down specific targets
• Planning is deciding in the present what to do in future
40. ORGANISING
ORGANISING
• It is a structure involving a large number of people
engaging themselves in a multiplicity of tasks
• Systematic and rational relationship with authority and
responsibility between individuals and groups
• It involves dividing the entire work into manageable units—
departmentation, delegation, decentralization, and span of
control
41. STAFFING
•The process of recruitment, selection, training &
development, placing, evaluating and developing people
can be called staffing
44. MOTIVATION
MOTIVATION
• A psychological technique of executing the plans and
policies through the efforts of others.
• It is through motivation that the manager inspires the
subordinates to do what he wants them to do.
45. CONTROL
CONTROL
• Controlling function brings to light the deviations, and
assists management to correcting those deviations.
• It involves the process of visualizing whether the activities
have been or are being performed in the same way as
contained in the plans, because any deviations will result in
inefficiency in the organization.
46. COMMUNICATION
COMMUNICATION
• The exchange of facts, ideas, opinions or emotions by two or
more persons is known as communication
• Constant communication with personnel helps management to
remain informed of their problems, difficulties and grievances
47. DECISION MAKING
• The Selection from Among Alternatives of a Course of
Action
• “Management means Decision-making”—Moore
48. INNOVATION
• Relates to research and development
• All big business houses have started research and
development departments to keep pace with modern
technique and up-to-date demand