Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
"Essentials of Management" is a foundational subject that is commonly taught in various business-related degree programs such as BCom (Bachelor of Commerce), BBA (Bachelor of Business Administration), MBA (Master of Business Administration), and BCom (Honours) programs. This subject provides students with a comprehensive understanding of the fundamental principles, concepts, and practices of management in the context of business and organizational settings. The subject covers a wide range of topics related to planning, organizing, leading, and controlling various resources to achieve organizational goals effectively and efficiently. Here is a general overview of the topics covered under the subject:
Introduction to Management:
Definition of management and its significance.
Evolution of management theories and practices.
Role of managers in organizations.
Functions of Management:
Planning: Setting goals, objectives, and strategies for achieving them.
Organizing: Structuring resources and tasks to achieve goals.
Leading: Motivating, influencing, and guiding employees to work towards goals.
Controlling: Monitoring progress, measuring performance, and taking corrective actions.
Types of Management:
Strategic Management: Long-term planning and decision-making at the top level.
Tactical Management: Implementing strategies at the middle level for specific units or departments.
Operational Management: Day-to-day activities and processes to achieve operational efficiency.
Organizational Structure:
Different types of organizational structures (functional, divisional, matrix, etc.).
The concept of chain of command and delegation of authority.
Decision-Making:
The decision-making process and various models.
Factors influencing decision-making.
Leadership and Motivation:
Different leadership styles and their impact on teams.
Theories of motivation and their application in the workplace.
Communication:
Importance of effective communication in management.
Different communication channels and barriers.
Team Management:
Building and managing effective teams.
Conflict resolution and team dynamics.
Human Resource Management:
Recruitment, selection, training, and performance evaluation of employees.
Employee development and retention strategies.
Ethics and Social Responsibility:
Business ethics and ethical decision-making.
Role of businesses in society and corporate social responsibility.
Change Management:
Managing organizational change and resistance to change.
Techniques for successful change implementation.
Globalization and Diversity:
Managing in a global context.
Dealing with cultural diversity and cross-cultural communication.
The depth and emphasis on each of these topics may vary depending on the level of the program (BCom, BBA, MBA, BCom Honours) and the specific curriculum of the institution. Overall, the subject "Essentials of Management" provides students with a solid foundation in the principles and practices of effective management.
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 and Practice of
Management
Part - 1
Meaning, Concept, Features of Management
By:
Smt.UMA MINAJIGI REUR
HEAD, DEPT. OF COMMERCE & Management
Smt. V G Degree College for Women, Kalaburagi
2. INTRODUCTION TO MANAGEMENT
M
A
N
A
G
E
M
E
N
T
--- The Manager
--- The Knowledge
--- The People
--- Technology/Techniques/Tactics
3. A business develops in course of time with complexities. Management is not only
essential to business concerns but also essential to Banks, business concerns but
also essential to Banks, Schools, Colleges, Hospitals, Hotels, Religious bodies etc.
Every business unit has objectives of its won. These objectives can be achieved
with the co-operative efforts of several personnel. As E. Demock has rightly said
“the management is not a matter of pressing a button, pulling a lever, issuing
orders, scanning P & L statement, promulgating rules and regulations. Rather it is
the power to determine what shall happen to the personalities and happiness of
entire people, the power to shape the destiny of a nation and of all the nations
which make up the world”
4. 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
5. Meaning of Management:
“ Management is the process of designing & maintaining an environment
in which individuals, working together in groups, efficiently accomplish
selected aims.”
As managers, people carry out the managerial functions of planning,
organizing, staffing, leading, & controlling.
Management applies to any kind of organization.
It applies to managers at all organizational levels.
The aim of all managers is the same: to create a surplus.
Managing is concerned with productivity, this implies effectiveness &
efficiency.
6.
7.
8. DEFINITIONS:
“Management is the art of getting things done through and with people in formally
organized groups” --- Koontz
“Management is the art of getting things done through and with people”
--- Mary Parker
“Management is the art of knowing what you want to do and then seeing that it is
done in the best and cheapest way” --- F.W. Taylor
“Management is the accomplishment of results through the efforts of other
people” --- Lawrence
“Management is to manage is to forecast and plan, to organize, to command, to
coordinate and control”. --- Henry Fayol (1916)
10. Management as a Discipline
Discipline refers to a field of study having well-defined concepts and principles.
Management as a discipline refers to that branch of knowledge which is connected
to study of principles & practices of basic administration. It specifies certain code of
conduct to be followed by the manager & also various methods for managing
resources efficiently.
Management as a discipline specifies certain code of conduct for managers &
indicates various methods of managing an enterprise.
Management is treated as an art or science, the two basic and broad disciplines.
11. Management as a Group of People
A team is not made only of individuals.
A team is made of a common goal and a common ideal.
A common cause, and a motivating force is the spirit of the team.
12. Management as a Group of People
Management as a group of people refers to all those personnel who perform managerial functions
in organisations.
Management as a group refers to all those persons who perform the task of managing an
enterprise. When we say that management of ABC & Co. is good, we are referring to a group of
people those who are managing. Thus as a group technically speaking, management will include all
managers from chief executive to the first - line managers (lower-level managers). But in common
practice management includes only top management i.e. Chief Executive, Chairman, General
Manager, Board of Directors etc. In other words, those who are concerned with making important
decisions, these persons enjoy the authorities to use resources to accomplish organizational
objectives & also responsibility to for their efficient utilization.
13. Management as a Group of People
Contd ------
Management as a group may be looked upon in 2 different ways:
1. All managers taken together.
2. Only the top management
The interpretation depends upon the context in which these terms are used. Broadly speaking, there
are 3 types of managers -
1. Patrimonial / Family Manager: Those who have become managers by virtue of their being owners
or relatives of the owners of company.
2. Professional Managers: Those who have been appointed on account of their specialized
knowledge and degree.
3. Political Managers / Civil Servants: Those who manage public sector undertakings.
Managers have become a part of elite group of society as they enjoy higher standard of living in the
society.
14. Management as a Process
A process can be defined as a systematic method of handling activities.
The Management process can be treated as a complex one which can be referred to
as an identifiable flow of information through interrelated stages of analysis directed
towards the achievement of an objective or set of objectives. It a dynamic concept.
As a process, management refers to a series of inter-related functions. It is the
process by which management creates, operates and directs purposive organization
through systematic, coordinated and co-operated human efforts, according to George
R. Terry, “Management is a distinct process consisting of planning, organizing,
actuating and controlling, performed to determine and accomplish stated objective by
the use of human beings and other resources”.
15. Management as a Process
Contd ---
As a process, management consists of three aspects:
1.Management is a social process - Since human factor is most important
among the other factors, therefore management is concerned with developing
relationship among people. It is the duty of management to make interaction
between people - productive and useful for obtaining organizational goals.
2.Management is an integrating process - Management undertakes the job of
bringing together human physical and financial resources so as to achieve
organizational purpose. Therefore, is an important function to bring harmony
between various factors.
3.Management is a continuous process - It is a never ending process. It is
concerned with constantly identifying the problem and solving them by taking
adequate steps. It is an on-going process.
16. Features of Management
1. Organised Activities
2. Existence of Objectives
3. Relationship among Resources
4. Working with and through people
5. Decision Making
17. 1. Organised Activities
Management is a process of Organised activities.
Management exists wherever a group of people are working towards a common
objective.
A group of people cannot perform, without organised activities.
The organised activities any take a variety of forms ranging from a tightly- structured
organisation (Tata Iron & Steel Co.) to very loosely knit organisation (local social
club).
All organisations have one thing in common; they want to progress efficiently towards
the achievement of their objectives, through the coordinated efforts of people.
Each individual’s personal objectives contribute to the overall objectives of the
group. Management becomes the means by which random action is controlled.
18. 2. Existence of Objectives
All organisations are deliberate and purposive creation with some set of
objectives.
The organisational objectives are the desired state of affairs which an
organisation attempts to realise.
The realisation of objectives is sought through the coordinated efforts of
the people constituting an organisation.
19. 3. Relationship among Resources
Resources include money, machine, materials and people.
All the resources are made available to the manager.
Manager has a organised activities to achieve a set of goals.
Manager with his knowledge, experience, principles established relationships
among the available resources to achieve the desired results.
Thus, the essence of management is integration of various organisational
resources.
It is important for management to take care of integration of human resources,
as at operational level people use various physical and other resources.
Thus, management is concerned with the proper utilisation of human resources
which in turn utilise other resources.
20. 4. Working with and through people
Management involves working with people and getting organisational
objectives achieved through them.
The superior – subordinate relationships are created because of
organised activities.
The actual work is performed by people at operational level, the
lowest level in the organisation, through the assignment and
reassignment of activities.
Thus, a sizeable proportion of management principles relates to how
human beings can be put for better efforts in the organisation.
21. 5. Decision Making
Management process involves decision making at various levels for
getting things done by others.
Decision making basically involves selecting the most appropriate
alternative out of several.
The growth of organisation depends on the decision take by the
managers.
The success or failure of managers can be judged by the quality of
decisions that they make.
22. That’s Not My Job:
This is a story about four people named Everybody,
Somebody, Anybody and Nobody.
There was an important job to be done and Everybody was
sure that Somebody would do it. Anybody could have done
it, but Nobody did it. Somebody got angry about that,
because it was Everybody’s job. Everybody thought
Anybody could do it, but Nobody realized that Everybody
wouldn’t do it. It ended up that Everybody blamed
Somebody when Nobody did what Anybody could have.