The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
The levels of management refers to a line of action between various managerial positions in the organization.
It determines a chain of command, the elasticity of authority & status enjoyed by each managerial position.
The levels of management can be broadly categorized into three parts such as:
Top Level
Middle Level
Lower Level
Top level management consists of directors, CEO & MD.
The top level sets the vision & formulates the strategy to achieve it.
It is responsible for strategy implementation & evaluation.
It devotes maximum time on planning. Co-ordinating, directing & controlling.
Top management lays down the objectives & broader policies of the organization.
It issues necessary instructions for preparation of departmental budgets, different procedures & schedules.
It prepares strategic plans & policies for the enterprise.
It appoints executives or divisional heads for middle level.
It deals with both internal & external environment of the organization.
The divisional managers, departmental or branch managers constitute middle level.
They are accountable to the top management for the functioning of their department.
They devote more time to organizational & directional functions.
In small organizations, there is only one layer of middle level of management, but in large organizations, there may be senior & junior middle level management.
Middle level managers execute plans of organization in accordance with the policies & directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret & explain policies from top level management to lower level.
The middle level managers are responsible for coordinating the activities within the division or department.
It sends important reports & other important data to top level management.
They evaluate performance of junior managers.
They are responsible for inspiring lower level managers towards better performance.
Lowe level is also known as supervisory or operative level of management.
It consists of supervisors, foreman, section officer & superintendent.
The managers direct operative employees.
They are concerned with direction & controlling function of management
Assigning of jobs & tasks to various workers.
Guide & instruct workers for day-to-day activities.
They are responsible for the quality as well as quantity of production.
They are entrusted with the responsibility of maintaining good relation in the organization.
They communicate workers problems, suggestions & recommendatory appeals etc. to the middle level.
Lower level management helps to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc. for getting the things done.
They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise.
They mot
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Navigating Organizational Hierarchy Understanding the Levels of Management.pdfMr. Business Magazine
In the intricate structure of organizations, the concept of “level of management” plays a crucial role in defining responsibilities, authority, and the overall hierarchy within a company.
Sources of Funds:
Transactions which result in an increase in the amount of fund or working capital are called sources of fund.
The following are the sources of funds:
Funds from operations, operating profit or trading profit.
Non operating incomes.
Refund of Income Tax (received).
Issue of Shares for cash or for any other current asset.
Issue of debentures for cash or for any other current asset.
Long term and medium term loans borrowed.
Long term or medium term deposits accepted.
Sale of long term investments for cash or for any other current asset.
Sale of fixed assets for cash or for any other current asset.
Preparation of Funds from Operations
The term Operation means the day to day affairs of the business.
It refers to trading.
Non operating items should not be treated as operational, while ascertaining funds from operations.
Examples of Non Operating expenses:
Depreciation
Loss on sale of fixed assets.
Writing-Off of fictious assets like Goodwill
Preliminary expenses, discount or loss on issue of shares and debentures
FFA- Statement of Schedule of Changes in Working Capitaluma reur
Statement Of Schedule Of Changes In Working Capital
This statement is prepared with the help of current assets and current liabilities relating to two different periods.
An increase or decrease in respect of each of such items should be recorded to ascertain the net increase or decrease in the working capital.
An increase in the value of current assets between two different periods indicates an increase in the working capital. It is an application of funds.
An increase in the value of current liabilities between two different periods indicates decrease in the working capital. It is sources of funds.
Investment:
Relationship between profit and investment is shown by computing “Rate of Return ratios”.
Return on Investment (ROI)
Return on Total Resources
Return on Equity (ROE)
Earning Per Share Ratio (EPS)
Fixed Assets Turnover Ratio
Debt to Total Fund Ratio
Entrepreneurship Development Programme (EDP)uma reur
EDP – Introduction to Entrepreneurship Development Programme
Entrepreneurship Development Programme is primarily meant for developing those first generation entrepreneurs who on their own cannot become successful entrepreneurs. It covers three major variables- location, target group and enterprise.
Any of these can become the focus or starting point for initiating and implementing an EDP.
The Khadi and Village Industries Commission (KVIC)uma reur
The Khadi and Village Industries Commission (KVIC) is a statutory body formed in April 1957 (During 2nd Five Year plan) by the Government of India, under the Act of Parliament, 'Khadi and Village Industries Commission Act of 1956'. It is an apex organisation under the Ministry of Micro, Small and Medium Enterprises, with regard to khadi and village industries within India, which seeks to - "plan, promote, facilitate, organise and assist in the establishment and development of khadi and village industries in the rural areas in coordination with other agencies engaged in rural development wherever necessary.“
KVIC also helps in building up reserve of raw materials for supply to producers.
The commission focuses in creation of common service facilities for processing of raw materials, such as semi-finished goods.
KVIC has also helped in creation of employment in Khadi industry.
Schemes Under Khadi and Village Industries Commission
Under the Khadi and Village Industries Commission, you can avail the following schemes:
PMEGP or Prime Minister's Employment Generation Programme
The Ministry of Micro, Small and Medium Enterprises introduced this credit linked subsidy scheme for the creation of employment in both rural and urban areas of the nation. This scheme replaced the previous Rural Employment Generation Programme or in short the REGP.
Under the PMEGP scheme the applicants from the general category are given a 15% to 25% subsidy on the interest rates. Applicants from other categories than general as well as woman applicants, former service members, physically disabled and applicants from the hill or border areas are provided with a subsidy of 20% to 35%.
Entrepreneurship Development Institute of India (EDII)uma reur
EDI has been spearheading entrepreneurship movement throughout the nation with a belief that entrepreneurs need not necessarily be born, but can be developed through well-conceived and well-directed activities.
In consonance with this belief, EDI aims at:
Creating a multiplier effect on opportunities for self-employment,
Augmenting the supply of competent entrepreneurs through training,
Augmenting the supply of entrepreneur trainer-motivators,
Participating in institution building efforts,
Long-Term Financing
Long-term financing is usually needed for acquiring new equipment, R&D, cash flow enhancement, and company expansion. Some of the major methods for long-term financing are discussed below.
Equity Financing
Equity financing includes preferred stocks and common stocks. This method is less risky in respect to cash flow commitments. However, equity financing often results in dissolution of share ownership and it also decreases earnings.
The cost associated with equity is generally higher than the cost associated with debt, which is again a deductible expense. Therefore, equity financing can also result in an enhanced hurdle rate that may cancel any reduction in the cash flow risk.
Sales:
Relationship between profit and sales is shown by computing “Profit margin ratios”.
Gross Profit Ratio
Operating Ratio
Expenses Ratio
Operating Profit Ratio
Net Profit Ratio
From the following information calculate Debtors turnover ratio (DTR) and Average collection period (ACP).
Total Sales Rs.3,80,000, Cash sales Rs. 2,40,000, Opening Debtors Rs. 12,000, Closing Debtors Rs. 16,800. Opening balance of Bills receivable Rs. 9,600 and Closing balance of Bills receivable Rs.14,400.
Creditor’s Turnover Ratio is also known as Payables Turnover Ratio, Creditor’s Velocity and Trade Payables Ratio. It is an activity ratio that finds out the relationship between net credit purchases and average trade payables of a business.
It finds out how efficiently the assets are employed by a firm and indicates the average speed with which the payments are made to the trade creditors.
It is calculated by the following formula:
Role of financial institutions in support of women entrepreneurial activities...uma reur
The RUDSETI type of Institutions aided by GoI will, therefore, have the following objectives:
The trainings offered will be demand driven
Rural BPL youth will be given priority
Area in which training will be provided to a particular rural BPL youth will be decided after assessment of the aptitude of the candidate
Hand holding will be provided for assured credit linkage with Banks
Escort services will be provided for ensuring at least a two year follow up to ensure sustainability of micro enterprise undertaken by the rural BPL youth.
Provide intensive short-term residential self-employment training programmes with free food and accommodation to rural youth for taking up self employment initiatives and skill up gradation for running their micro-enterprises successfully.
Empower rural youth and economically backward sections leading to the development of rural enterprises and entrepreneurship.
Identify, orient, motivate, train and assist rural youth including tribal communities to attain sustainability and economic well being through rural entrepreneurship.
Upgrade technical, agricultural, managerial and service delivery skills.
Promote and train self-help groups.
Identify, develop and transfer appropriate and sustainable rural technologies.
Personality development for school and college students.
Promote awareness and trigger use of non-conventional and energy efficient technologies.
Identification & selection of right candidate for the right course.
Campus and practical approach.
Use of simulation exercises, group discussions, role plays during training period.
Field visits & experience sharing with role models.
Interactions with Bankers /Govt. Officials.
Turnover Ratios or Activity Ratios or Performance Ratios
Turnover ratios are used to determine how efficiently the financial assets and liabilities of an organization have been used for the purpose of generating revenues. These ratios measure the operating efficiency of an enterprise.
The types of Turnover ratios are: –
Inventory Turnover Ratio or Stock Turnover Ratio.
Debtors Turnover Ratio.
Creditors Turnover Ratio.
Cash Turnover Ratio.
Working Capital Turnover Ratio.
Fixed Assets Turnover Ratio.
Capital Turnover Ratio or Sales to Net Worth Ratio.
It is also referred as the stock turnover ratio which is used to measure the number of sales generated from its inventory and how efficiently the inventories in a company is used.
This ratio reveals the number of times stock is replaced during a given accounting period.
It is calculated by the following formula:
Illustration 1:
From the following information calculate stock turnover ratio. Opening stock 30,000, purchases 90,000, carriage inward 7500, sales 1,50,000, closing stock 15,000, gross profit 37,500.
The Debtors Turnover Ratio also called as Receivables Turnover Ratio or Debtors velocity shows how quickly the credit sales are converted into the cash. This ratio measures the efficiency of a firm in managing and collecting the credit issued to the customers.
It is calculated by the following formula:
De퐛퐭퐨퐫퐬 퐓퐮퐫퐧퐨퐯퐞퐫 퐑퐚퐭퐢퐨=(퐍퐞퐭 퐂퐫퐞퐝퐢퐭 퐒퐚퐥퐞퐬)/(퐀퐯퐞퐫퐚퐠퐞 퐃퐞퐛퐭퐨퐫퐬)
Interpretation:
Standard credit period is 30 days
If the credit period is more than 30 days it indicates that the concern is not efficient.
If the credit period is less than 30 days it indicates that the concern is efficient.
The Average Collection Period, also called as Debt Collection Period, shows how much time business takes to realize the credit sales. Simply, how long will it take to recover payments from the debtors against the credit sales?
It is calculated by dividing the number of months or days or weeks by the debtors turnover ratio.
Leverage Ratios or Solvency Ratios or Capital Structure Ratios
Leverage or Solvency ratios can be defined as a type of ratio that is used to evaluate whether a company is solvent and well capable of paying off its debt obligations or not. These ratios are used to measure the long term financial position as a test of solvency of an organisation.
The types of Leverage ratios are: –
Proprietary Ratio or Equity Ratio
Equity to Fixed Asset Ratio
Equity to Current Assets Ratio
Current Liabilities to Shareholders Funds Ratio
Debt Equity Ratio
Capital Gearing or Leverage Ratio
Liquidity Ratios
This type of ratio helps in measuring the ability of a company to take care of its short-term debt obligations. A higher liquidity ratio represents that the company is highly rich in cash.
The types of liquidity ratios are: –
Current Ratio or Working Capital Ratio
Quick Ratio or Liquidity Ratio or Acid Test Ratio
Absolute Liquid Ratio or Cash Ratio
Stock to Working Capital Ratio
Current Ratio: The current ratio is the ratio between the current assets and current liabilities of a company. The current ratio is used to indicate the liquidity of an organization in being able to meet its debt obligations in the upcoming twelve months. A higher current ratio will indicate that the organization is highly capable of repaying its short-term debt obligations.
Current Ratio = Current Assets / Current Liabilities
Current Assets:
Current Assets means cash and those assets which can be converted into cash within one year in ordinary course of business.
Current Liabilities:
Current Liabilities are those which are to be paid by the firm in one year.
Quick Ratio or Liquidity Ratio or Acid Test Ratio :
The quick ratio is used to ascertain information pertaining to the capability of a company in paying off its current liabilities on an immediate basis.
The formula used for the calculation of a quick ratio is-
Quick Ratio = (Cash and Cash Equivalents + Marketable Securities + Accounts Receivables) / Current Liabilities
. Absolute Liquid Ratio or Cash Ratio:
The cash ratio measures a company’s ability to pay off short-term liabilities with cash and cash equivalents:
Cash ratio = Cash and Cash equivalents / Current Liabilities
Stock to Working Capital Ratio:
It is calculated by dividing the value of stock (or inventories such as raw materials, work in progress, finished goods, stores and packing materials) by the Working capital.
Role of financial institutions in support of women entrepreneurial activities...uma reur
The ‘District Industries Centre’ (DICs) programme was started by the central government in 1978 with the objective of providing a focal point for promoting small, tiny, cottage and village industries in a particular area and to make available to them all necessary services and facilities at one place. The finances for setting up DICs in a state are contributed equally by the particular State Government and the Central Government.
To facilitate the process of small enterprise development, DICs have been entrusted with most of the administrative and financial powers. For purpose of allotment of land, work sheds, raw materials etc., DICs functions under the ‘Directorate of Industries’. Each DIC is headed by a General Manager who is assisted by four functional managers and three project managers to look after the following activities :
The important objectives of DICs are as follow :
i. Accelerate the overall efforts for industrialisation of the district.
ii. Rural industrialisation and development of rural industries and handicrafts.
iii. Attainment of economic equality in various regions of the district.
iv. Providing the benefit of the government schemes to the new entrepreneurs.
v. Centralisation of procedures required to start a new industrial unit and minimisation- of the efforts and time required to obtain various permissions, licenses, registrations, subsidies etc.
CEDOK Established in 1992 is a Government of Karnataka Organisation promoted by the Department of Industries and Commerce with the support of State level industrial developmental agencies such as :
Karnataka State Small Industries Development Corporation (KSSIDC),
Karnataka State Financial Corporation (KSFC),
Karnataka State Industrial Investment Development Corporation (KSIIDC),
Karnataka Industrial Area Development Board (KIADB),
and national level financial institutions such as
Industrial Development Bank of India (IDBI),
Industrial Finance Corporation of India (IFCI),
Industrial Credit and Investment Corporation of India (ICICI) and
Government of India through Development Commissioner (SSI), New Delhi
with a objective to contribute to the development and dispersal of entrepreneurship by undertaking various entrepreneurship development and skill development / upgradation training programmes thus expand the social and economical base of entrepreneurial class
Role of financial institutions in support of women entrepreneurial activities...uma reur
Origin of SIDBI
In order to promote small scale industries in the country, a special Act was passed in Parliament in April 1990 for starting of Small Industries Development Bank of India. SIDBI is a wholly owned subsidiary of IDBI. It is providing assistance to all those institutions which are promoting small scale industries.
Capital of SIDBI
SIDBI has an authorised capital of Rs. 1000 crores. The RBI has also allocated INR 10,000 Crores to SIDBI for various venture capital activities and company startups in 2015. The entire operations of IDBI connected with small scale industries are now handed over to SIDBI.
Objectives of SIDBI:
To promote marketing of products of small scale sector.
To upgrade technology and also undertaking modernization of small scale units.
To provide more financial assistance to small scale ancillary and tiny sector.
To encourage employment oriented industries.
To coordinate all the other institutions involved in the promotion of small scale industries.
Financial ratios are created with the use of numerical values taken from financial statements to gain meaningful information about a company. The numbers found on a company’s financial statements – balance sheet, income statement, and cash flow statement – are used to perform quantitative analysis and assess a company’s liquidity, leverage, growth, margins, profitability, rates of return, valuation, and more.
Modes of Expression of Ratios:
Ratios may be expressed in any one or more of the following ways:
(a) Proportion,
(b) Rate or times
(c) Percentage.
Advantages of Ratio Analysis:
The information shown in financial statements does not signify anything individually because the facts shown are inter-related. Hence it is necessary to establish relationships between various items to reveal significant details and throw light on all notable financial and operational aspects. Ratio analysis caters to the needs of various parties interested in financial statements. The basic objective of ratio analysis is to help management in interpretation of financial statements to enable it to perform the managerial functions efficiently.
Limitations of Ratio Analysis:
Ratios are precious tools in the hands of management but the utility lies in the proper utilisation of ratios. Mishandling or misuse of ratios and using them without proper context may lead the management to a wrong direction. The financial analyst should be well versed in computing ratios and proper utilization of ratios. Like all techniques of control, ratio analysis also suffers from several ‘ifs and buts’ and for proper computation and utilization of ratios the analyst should be aware of the limitations of ratio analysis.
Uses and Users of Financial Ratio Analysis
Analysis of financial ratios serves two main purposes:
1. Track company performance
Determining individual financial ratios per period and tracking the change in their values over time is done to spot trends that may be developing in a company. For example, an increasing debt-to-asset ratio may indicate that a company is overburdened with debt and may eventually be facing default risk.
2. Make comparative judgments regarding company performance
Comparing financial ratios with that of major competitors is done to identify whether a company is performing better or worse than the industry average. For example, comparing the return on assets between companies helps an analyst or investor to determine which company is making the most efficient use of its assets.
Users of financial ratios include parties external and internal to the company:
External users: Financial analysts, retail investors, creditors, competitors, tax authorities, regulatory authorities, and industry observers
Internal users: Management team, employees, and owners
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1. Principles & Practice of
Management
By:
Smt.UMA MINAJIGI REUR
HEAD, DEPT. OF COMMERCE & Management
Smt. V G Degree College for Women, Kalaburagi
Part 6
Levels of Management
2. Meaning of Management:
Management is the art of getting things done by a group
of people with the effective utilization of available
resources. There are various definitions given by various
management gurus but simply management is the process
consisting of the functions of planning, organizing,
staffing, directing and controlling the operations to
achieve specified objectives
3. Levels of Management
The term “Levels of Management’ refers to a line of
demarcation between various managerial positions in an
organization. The number of levels in management increases
when the size of the business and work force increases and vice
versa. The level of management determines a chain of
command within an organization, as well as the amount of
authority & status enjoyed by any managerial position.
5. Levels of Management
The levels of management can be classified in three broad
categories:
Top level / Administrative level
Middle level / Executory
Low level / Supervisory / Operative / First-line manage
6.
7. Top Level of Management
It consists of board of directors, chief executive or managing
director. The top management is the ultimate source of
authority and it manages goals and policies for an enterprise. It
devotes more time on planning and coordinating functions.
8. The role of the top management can be summarized as follows :
1. Top management lays down the objectives and broad policies of the
enterprise.
2. It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
3. It prepares strategic plans & policies for the enterprise.
4. It appoints the executive for middle level i.e. departmental managers.
5. It controls & coordinates the activities of all the departments.
6. It is also responsible for maintaining a contact with the outside world.
7. It provides guidance and direction.
8. The top management is also responsible towards the shareholders for
the performance of the enterprise.
9. Middle Level of Management
The branch managers and departmental managers constitute
middle level. They are responsible to the top management for
the functioning of their department. They devote more time to
organizational and directional functions. In small organization,
there is only one layer of middle level of management but in
big enterprises, there may be senior and junior middle level
management.
10. Their role can be emphasized as –
1. They execute the plans of the organization in accordance with the policies and
directives of the top management.
2. They make plans for the sub-units of the organization.
3. They participate in employment & training of lower level management.
4. They interpret and explain policies from top level management to lower level.
5. They are responsible for coordinating the activities within the division or
department.
6. It also sends important reports and other important data to top level
management.
7. They evaluate performance of junior managers.
8. They are also responsible for inspiring lower level managers towards better
performance.
11. Lower Level of Management
Lower level is also known as supervisory / operative level of
management. It consists of supervisors, foreman, section
officers, superintendent etc. According to R.C. Davis,
“Supervisory management refers to those executives whose
work has to be largely with personal oversight and direction of
operative employees”. In other words, they are concerned with
direction and controlling function of management.
12. Their activities include -
1. Assigning of jobs and tasks to various workers.
2. They guide and instruct workers for day to day activities.
3. They are responsible for the quality as well as quantity of production.
4. They are also entrusted with the responsibility of maintaining good relation in the
organization.
5. They communicate workers problems, suggestions, and recommendatory appeals etc to the
higher level and higher level goals and objectives to the workers.
6. They help to solve the grievances of the workers.
7. They supervise & guide the sub-ordinates.
8. They are responsible for providing training to the workers.
9. They arrange necessary materials, machines, tools etc for getting the things done.
10. They prepare periodical reports about the performance of the workers.
11. They ensure discipline in the enterprise.
12. They motivate workers.
13. They are the image builders of the enterprise because they are in direct contact with the
workers.
13. Levels of Management - Summary
An organization can have many different managers, across a
variety of titles, authority levels, and levels of the management
hierarchy that we illustrated above. In order to properly assign
roles and responsibilities to all managerial positions, it is
important to recognize the key differences between low-level,
middle-level, and top-level management.
14. The key takeaways from this distinction are as follows:
1. Top-level managers are responsible for controlling and
overseeing the entire organization.
2. Middle-level managers are responsible for executing
organizational plans which comply with the company’s
policies. They act as an intermediary between top-level and
low-level management.
3. Low-level managers focus on the execution of tasks and
deliverables, serving as role models for the employees they
supervise.
15. All businesses are comprised of a vast array of different
managerial tasks. When these are coordinated properly, and
there is a strong hierarchal manager system in place, an
organization can be extremely efficient in creating value through
the production of their products, services and overall workflow.