SET: - 1 QUESTION: -1 What is modern management approaches? ANSWER: -1 There are so many different types of modern management approaches.

s. Behavioral Approaches: This approache is an improved and a more mature version of the human relations approach to management. Douglas McGregor, Abraham Maslow, Kurt Lewin, Chester Barnard, Mary Parket Follett, are some of the foremost behavioral scientists who made signal contribution to development of the behavioral approache to management. These scientist were more rigorously trained in the various social science and use more sophisticated research methods. Thus, these people came to be regarded as behavioral scientists rather then members of the human relations school. The finding of these people has enormously helped us in understanding organizational behavior. An approach that recognizes the practical and situational constraints on human rationality for making decisions. Behavioral scientists attach great importance to participative and group decision making. They are highly critical of the classical organization structures built on traditional concepts and prefer more flexible organization structures. Two major theorists, Abraham Maslow and Douglas Mcgregor, came forward with ideas that managers found helpful.

Abraham Maslow:

He developed the theory of motivation that was based on three assumptions. First, human beings have needs that are never completely satisfied. Second, human action is aimed at fulfilling the needs that are satisfied at a given point in time. Third, needs fit into a hierarchy, ranging from basic and lower level needs at the bottom to higher level needs at the top.

Douglas McGregor:

He developed a concept of Theory X versus Theory Y dealing with possible assumptions that managers make about workers. Theory X managers tend to assume that workers are lazy, need to be coerced, have little ambition and are focused mainly on security needs. Theory Y managers assume that workers do not inherently dislike work, are capable of self control, have capacity to be creative and innovative and generally have higher level needs. This approach helped managers develop a broader perspective on the nature of workers and new alternatives for interacting with them.

Douglas McGregor's XY Theory, managing an X Theory boss, and William Ouchi's Theory Z Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to

commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. McGregor's ideas significantly relate to modern understanding of the Psychological Contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the useful constructive beneficial nature of Y-Theory leadership. theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

theory y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised. Behavioral scientists are highly critical of these classical organization structures which are build around the traditional concepts hierarchical authority, unity of command, line and staff relationships and narrow spans of control. They regard the classical approach as highly mechanistic, which tends to degrade the human

spirit. Behaviorists prefer more flexible organization structure and jobs build around the capabilities and aptitudes of average employees. Behavioral scientists attach great weight-age to participative and group decisionmaking because it is felt that business problems are so complex that it is neither fair nor feasible to make individuals responsible for solving them. Behaviorists underline the desirability of humanizing the administration of the control process and encouraging the process of self-direction and control instead of imposed control. Behavioral scientists consider organizations as groups of individual with certain goals. They have, therefore, made wide ranging studies of human groups. Big nad small. They have studied such issues as why individual join groups, group size, structure and process, group cohesiveness and so on. To behavioral scientists, the realistic model of human motivation is complex man. This model suggests that differently to the same situation or react the tailor his attempts to influence people according to their individual needs. The behavioral approach tp organizational conflict and change is quite pragmatic. It recognizes that conflict is invisible and sometime is even desirable and should technological and social aspects and that it is generally the social aspect of change which people resist. Quantitative Approach: An approach that focuses on the use of quantitative tools for managerial decision making. The quantitative management viewpoint focuses on the use of mathematics, statistics and information aids to supports managerial decision making and organizational effectiveness. Three main branches have evolved: operations research, operations management and management information systems.

Operations Research: o Operations Research is an approach aimed at increasing decision effectiveness through the use of sophisticated mathematical models and possibilities as they can accomplish extensive calculation. Some

operations research tools are linear programming, querying, waiting line, routing and distribution models. Operations management: o Operation management is a field that is responsible for managing the production and delivery function of an organizations products and services. Operations management is generally applied to manufacturing industries and uses tools such as inventory analysis, statistical quality control, networking etc. Management Information System: o Management Information System refers to the designing and

implementing computer based information systems for use by the management. Such systems turn raw data into information that is required and useful to various levels of management. Contingency Approach: o A view point which believes that appropriate managerial action depends on the peculiar nature of every situation. o This approach is a viewpoint which argues that there is no best way to handle problems. Managerial action depends on the particular situation. Hence, rather than seeking universal principles that apply to every situation, this theory attempts to identify contingency principles that prescribe actions to take depending on the situation. Systems Approach to management: o Systems theory is an approach based on the notion that organizations can be visualized as systems. A system is a set of interrelated parts that operate as a whole in pursuit of common goals. o Every system has four major components:

o Inputs are the various resources required to produce goods and services. 2. Transformation processes are the organization managerial and technological abilities that are applied to convert inputs into outputs. 3. Outputs are the products, services and other outcomes produced by the organization. 4. Feedback is information about results and organizational status relative to the environment. Resources: (1) Human (2) Materials (3) Equipment (4) Financial (5) Informational Managerial and Technological Abilities: (1) Planning (2) Organizing (3) Leading (4) Controlling (5) Technology Outcomes: (1) product and services (2) Profits and losses (3) Employee growth and satisfaction.

Short answers Question: - 1 Explain the role of Manager. Answer: Managers just don't go out and haphazardly perform their responsibilities. Good managers discover how to master five basic functions: planning, organizing, staffing, leading, and controlling.

Planning: o This step involves mapping out exactly how to achieve a particular goal. Say, for example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. o These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.

Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing. Staffing: After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organization often works with the company's human resources department to accomplish this goal. Leading: A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees. Controlling: After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track. All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization. Roles performed by managers A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker all rolled into one. And these are just a few of a manager's roles. In addition, managers' schedules are usually jam-packed. Whether they're busy with employee meetings, unexpected problems, or strategy sessions, managers often find little spare time on their calendars. (And that doesn't even include responding to e-mail!) In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories:

Interpersonal: This role involves human interaction. Informational: This role involves the sharing and analyzing of information.

Decisional: This role involves decision making. Table 1 contains a more in-depth look at each category of roles that help managers carry out all five functions described in the preceding Functions of Managers section. TABLE 1 Role Monitor Mintzberg's Set of Ten Roles Activity Seek and receive information; scan periodicals and reports; maintain personal contact with stakeholders. Forward information to organization members via memos, reports, and phone calls. Transmit information to outsiders via reports, memos, and speeches. Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents. Direct and motivate subordinates; counsel and communicate with subordinates. Maintain information links both inside and outside organization via mail, phone calls, and meetings. Initiate improvement projects; identify new ideas and delegate idea responsibility to others. Take corrective action during disputes or

Category Informational

Disseminator

Spokesperson

Interpersonal

Figurehead

Leader

Liaison

Decisional

Entrepreneur

Disturbance

Category

Role handler

Activity crises; resolve conflicts among subordinates; adapt to environments. Decide who gets resources; prepare budgets; set schedules and determine priorities. Represent department during negotiations of union contracts, sales, purchases, and budgets.

Resource allocator Negotiator

People: Managers concentrate on strengths and make weaknesses irrelevant. Discover what strengths each of the people you manage possess. Place people where they are called on to employ those strengths and capitalize on them. Give people authority to completely own their responsibilities. Place: Managers create great workplaces where people thrive. Focus on creating an environment where rewarding work happens. Continually work to remove obstacles, barriers, and excuses. Be the steward of the organizational culture. Mission: Managers get the work to make perfect sense. Connect the work to be done with the meaning why. Plan to succeed with a viable business model, so people always see realistic possibility. Encourage people to work on the enterprise with you, not just within it. Vision: Managers expect and promote the exceptional. Never settle for mediocrity; champion excellence so people rise to the occasion. Lead, mentor and coach. Harness energy and drive action. Do with, not for. Foster sequential and consequential learning so people continue to grow.

Q.3Skills needed by managers Not everyone can be a manager. Certain skills, or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories: Technical: This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Managers acquire these

skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management. Human: This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A manager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they're critical for all managers because of the highly interpersonal nature of managerial work. Conceptual: This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others. As managers assume ever-higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become. Although all three categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility. Business and management educators are increasingly interested in helping people acquire technical, human, and conceptual skills, and develop specific competencies, or specialized skills, that contribute to high performance in a management job. Following are some of the skills and personal characteristics that the American Assembly of Collegiate Schools of Business (AACSB) is urging business schools to help their students develop. Leadership ability to influence others to perform tasks Self-objectivity ability to evaluate yourself realistically Analytic thinking ability to interpret and explain patterns in information Behavioral flexibility ability to modify personal behavior to react objectively rather than subjectively to accomplish organizational goals Oral communication ability to express ideas clearly in words Written communication ability to express ideas clearly in writing

Personal impact ability to create a good impression and instill confidence Resistance to stress ability to perform under stressful conditions Tolerance for uncertainty ability to perform in ambiguous situations

Question 2: Explain the skills of manager Answer: Management is a challenging job. It requires certain skills to accomplish such a challenge. Thus, essential skills which every manager needs for doing a better management are called as Managerial Skills. According to Professor Katz, there are three managerial skills, viz., What makes a good manager? Innate traits or acquired skills? Assuming that a manager is one who directs the activities of other persons and undertakes the responsibility for achievement of objectives through such efforts, successful management seems to rest on three basic developable skills: technical, human and conceptual. The relative importance of these three skills varies with the level of managerial responsibility.

Conceptual Skills Conceptual skill is the ability to visualize (see) the organization as a whole. It includes Analytical, Creative and Initiative skills. It helps the manager to identify the causes of the problems and not the symptoms. It helps him to solve the problems for the benefit of the entire organization. This skill involves the ability to see the enterprise as a whole; it includes recognising how the various functions of the organisation depend on one another, and how changes in any one part affect all the others; and it extends to visualising the relationship of the individual business to the industry, the community, and the political, social and economic forces of the nation as a whole.

The conceptual skill involves thinking in terms of the following: relative emphasis and priorities among conflicting objectives and criteria; relative tendencies and probabilities (rather than certainties); rough correlations and patterns among elements (rather than clear-cut cause-and-effect relationships). Training can enhance previously developed conceptual abilities. In developing the conceptual skill, some of the best results have been achieved through "coaching" of subordinates by superiors. One way a superior can help "coach" his subordinate is by assigning a particular responsibility, and then responding with searching questions or opinions, rather than giving answers. Another excellent way to develop this skill is through trading jobs: by moving promising young men and women through different functions of the business but at the same level of responsibility. Special assignments, particularly the kind which involve inter-departmental problems, can also help develop this skill. It helps the manager to fix goals for the whole organization and to plan for every situation. According to Prof. Katz, conceptual skills are mostly required by the top-level management because they spend more time in planning, organizing and problem solving.

Human Relations Skills Human relations skills are also called Interpersonal skills. It is an ability to work with people. It helps the managers to understand, communicate and work with others. It also helps the managers to lead, motivate and develop team spirit. Human relations skills are required by all managers at all levels of management. This is so, since all managers have to interact and work with people. This refers to the ability to work with, understand and motivate other people; the way the individual perceives (and recognises the perceptions of) his superiors, equals, and subordinates, and the way he behaves subsequently. The person with highly developed human skills is aware of his own attitudes, assumptions, and beliefs about other individuals and groups; he is able to see the usefulness and limitations of these feelings. He is sufficiently sensitive to the needs and motivations of others in his organisation so that he can judge the possible reactions to, and outcomes of, the various courses of action he may undertake. Human skills could be usefully devided into

(a) leadership ability within the manager's own unit and

(b) skill in intergroup relationships. Experience shows that outstanding capability in one of these roles is frequently accompanied by mediocre performance in the other. Intragroup skills are essential in lower and middle management roles and intergroup skills become increasingly important in successively higher levels of management. To acquire the Human Skill, the executive must develop his own personal point of view toward human activity so that he will

(a) recognise the feelings and sentiments which he brings to a situation, (b) have an attitude about his own experience which will enable him to re-evaluate and learn from them, (c) develop ability in understanding what others by their actions and words are trying to communicate to him and (d) develop ability in successfully communicating his ideas and attitudes to others. The process of acquiring this ability can be effectively aided by a skilled instructor through use of case problems coupled with impromptu role playing. It is important that the trainee self-examines his own concepts and values, which may enable him to develop more useful attitudes about himself and about others.

Technical Skills A technical skill is the ability to perform the given job. Technical skills help the managers to use different machines and tools. It also helps them to use various procedures and techniques. The low-level managers require more technical skills. This is because they are in charge of the actual operations. The technical skill implies an understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures, or techniques; it involves specialised knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline. Vocational and on-the-job training programmes largely do a good job in developing this skill. Apart from Prof. Katz's three managerial skills, a manager also needs (requires) following additional managerial skills.

Communication Skills Communication skills are required equally at all three levels of management. A manager must be able to communicate the plans and policies to the workers. Similarly, he must listen and solve the problems of the workers. He must encourage a free-flow of communication in the organisation.

Administrative Skills

Administrative skills are required at the top-level management. The top-level managers should know how to make plans and policies. They should also know how to get the work done. They should be able to co-ordinate different activities of the organisation. They should also be able to control the full organisation.

Leadership Skills Leadership skill is the ability to influence human behaviour. A manager requires leadership skills to motivate the workers. These skills help the Manager to get the work done through the workers.

Problem Solving Skills Problem solving skills are also called as Design skills. A manager should know how to identify a problem. He should also possess an ability to find a best solution for solving any specific problem. This requires intelligence, experience and up-to-date knowledge of the latest developments.

Decision Making Skills Decision-making skills are required at all levels of management. However, it is required more at the top-level of management. A manager must be able to take quick and correct decisions. He must also be able to implement his decision wisely. The success or failure of a manager depends upon the correctness of his decisions.

Relative Significance of Managerial Skills

Conceptual Human Technical

Conceptual Human Technical Conceptual Human Technical * mgmt

Supervisory level

Middle mgmt Top level level

Technical skills are not so important for the chief executives in large organisations where such executives have extensive staff assistance and highly competent, experienced technical operators are available. In smaller

organisations, however, where technical expertise is not as pervasive and seasoned staff assistance is not available, the chief executive has a much greater need for personal experience in the industry.

Management & Delegation

Articles in this section will provide you with details about management and how you should delegate tasks. When you are managing a team, you need to be aware of the tasks that everyone is doing so that you can have an overview of the whole project and see it to completion. Using resource management at Netsuite.com or similar products can enable you to overview your staff in an efficient manner.

Leadership & Motivation

This section helps you to see your role as more than just a manager, but as also the leader of your team. Leading differs from managing in that you are setting an example first for your team to follow which brings about great motivation to get the tasks done together so that you can all achieve a common goal as a team.

Managing Yourself
Not only is managing and leading your team important, but this section will help you to manage yourself as a manager and leader. By working on your personal development you will become a better manager from the inside out and it will show in how you carry out your projects within your organization.

Resources
You never stop learning. Especially if you are a new manager, if you want to be one-day be a manager or you are a seasoned manager, there is always room for improvement. We offer some suggestions on where to further improve your managerial skills with management courses, books and other material recommended in our resources page that can help you take your managerial skills to the next level.

Communication Skills

Communication skills are required equally at all three levels of management. A manager must be able to communicate the plans and policies to the workers. Similarly, he must listen and solve the problems of the workers. He must encourage a free-flow of communication in the organisation.

5. Administrative Skills

Administrative skills are required at the top-level management. The top-level managers should know how to make plans and policies. They should also know how to get the work done. They should be able to coordinate different activities of the organisation. They should also be able to control the full organisation.

6. Leadership Skills

Leadership skill is the ability to influence human behaviour. A manager requires leadership skills to motivate the workers. These skills help the Manager to get the work done through the workers.

7. Problem Solving Skills

Problem solving skills are also called as Design skills. A manager should know how to identify a problem. He should also possess an ability to find a best solution for solving any specific problem. This requires intelligence, experience and up-to-date knowledge of the latest developments.

8. Decision Making Skills

Decision-making skills are required at all levels of management. However, it is required more at the top-level of management. A manager must be able to take quick and correct decisions. He must also be able to implement his decision wisely. The success or failure of a manager depends upon the correctness of his decisions.

Question: - 4 Define the levels of Management in an Organization. Answer: 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, the amount of authority & status enjoyed by any managerial position. The levels of management can be classified in three broad categories: Top level / Administrative level Middle level / Executory Low level / Supervisory / Operative / First-line managers Managers at all these levels perform different functions. The role of managers at all the three levels is discussed below:

LEVELS OF MANAGEMENT

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. The role of the top management can be summarized as follows Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. It prepares strategic plans & policies for the enterprise. It appoints the executive for middle level i.e. departmental managers. It controls & coordinates the activities of all the departments. It is also responsible for maintaining a contact with the outside world. It provides guidance and direction. The top management is also responsible towards the shareholders for the performance of the enterprise.

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. Their role can be emphasized as They execute the plans of the organization in accordance with the policies and directives of the top management.

a. b. c. d.

They make plans for the sub-units of the organization. They participate in employment & training of lower level management. They interpret and explain policies from top level management to lower level. They are responsible for coordinating the activities within the division or department. e. It also sends important reports and other important data to top level management. f. They evaluate performance of junior managers. g. They are also responsible for inspiring lower level managers towards better performance. 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. Their activities include Assigning of jobs and tasks to various workers. a. They guide and instruct workers for day to day activities. b. They are responsible for the quality as well as quantity of production. c. They are also entrusted with the responsibility of maintaining good relation in the organization. d. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. e. They help to solve the grievances of the workers. f. They supervise & guide the sub-ordinates. g. They are responsible for providing training to the workers. h. They arrange necessary materials, machines, tools etc for getting the things done. i. They prepare periodical reports about the performance of the workers. j. They ensure discipline in the enterprise. k. They motivate workers. l. They are the image builders of the enterprise because they are in direct contact with the workers.

Question: - 2 Explain the Function of Management. Answer: Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts have classified functions of management. According to George & Jerry, There are four fundamental functions of management i.e. planning, organizing, actuating and controlling. According to Henry Fayol, To manage is to forecast and plan, to organize, to command, & to control. Whereas Luther Gullick has given a keyword POSDCORB where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and ODONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each affects the performance of others.

Planning It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of predetermined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnels. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: a) b) c) d) e) Staffing It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & ODonell, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure. Staffing involves: a) Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). b) Recruitment, selection & placement. c) Training & development. Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships.

d) Remuneration. e) Performance appraisal. f) Promotions & transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered lifespark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: Supervision Motivation Leadership Communication Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications- is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding.

Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to Theo Haimann, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. According to Koontz & ODonell Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished. Therefore controlling has following steps:

Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. Corrective action.

Bibliography: -