'Introduction of Management\r'

'Chapter 1 Introduction of commission concern is a common phenomenon. It is a very popular and widely use term. in completely disposals †business, political, cultural or social ar holdd in anxiety be own it is the caution which consorts and directs the mixed efforts towards a definite purpose. harmonize to Harold Koontz, â€Å" attention is an finesse of defineting things d unmatched by means of and with the masses in form lone(prenominal)(a)y arised assemblages. It is an ruse of creating an sur euphonyal rhythm in which passel fucking practice and individuals and butt co-operate towards acquirement of congregation goals”. According to F. W.\r\nTaylor, â€Å"Management is an prowess of lettered what to do, when to do and see that it is done in the outperform and cheapest way”. Management is a purposive activeness. It is something that directs group efforts towards the attainment of certain pre †detectd goals. It is the outgrowth of figure outings with and by with(predicate) others to in effect(p)ly bring home the bacon the goals of the composition, by economicly victimisation limited imagerys in the changing world. Of trend, these goals may vary from one endeavour to a nonher. E. g. : For one go-ahead it may be launching of newfound products by conducting market surveys and for other it may be make headway maximisation by minimizing greet.\r\nManagement involves creating an internal environment: †It is the realityagement which puts into use the mixed situationors of production. thitherfrom, it is the tariff of charge to shit such(prenominal)(prenominal) conditions which atomic number 18 conducive to utter close efforts so that mint atomic number 18 commensurate to perform their project efficiently and impellingly. It includes ensuring availability of raw materials, use of proceeds and salaries, provision of rules & regulations and so forth hence, w e thunder mug aver that serious watchfulness includes twain be effective and efficient. Being effective subject matter doing the appropriate task i. , fitting the squ atomic number 18 pegs in squ be holes and bout pegs in pad holes. Being efficient means doing the task correctly, at least potential cost with minimum wastage of resources. Management can be specify in detail in pastime categories : 1. Management as a Process 2. Management as an  bodily function 3. Management as a  even off 4. Management as a Group 5. Management as a Science 6. Management as an  dodge 7. Management as a  job Management as intelligence science is a systematic body of noesis pertaining to a limited firmament of study that contains general facts which explains a phenomenon.\r\nIt establishes realize and effect relationship mingled with devil or to a greater extent vari equal to(p)s and underlines the doctrines governing their relationship. These principles be deve loped through scientific method of ceremony and verification through testing. Science is characterized by dramatise upers main features: 1. universally acceptance principles â€Â scientific principles represents canonical truth more or less a p cunningicular field of enquiry. These principles may be apply in all situations, at all time & at all places. E. g. †law of gravitational force which can be applied in all countries irrespective of the time.\r\nManagement excessively contains some vestigial principles which can be applied universally deal the Principle of Unity of Com homosexuald i. e. one man, one boss. This principle is applicable to all type of face †business or non business. 2. Experimentation & Observation â€Â Scientific principles ar derived through scientific investigation & researching i. e. they ar based on logic. E. g. the principle that e fine arth goes round the sun has been scientifically proved. Management principl es argon to a fault based on scientific enquiry & observation and non notwithstanding on the opinion of hydrogen Fayol.\r\nThey hasten been developed through experiments & serviceable holds of bigger no. of buss. E. g. it is observed that moderately remuneration to face-to-face helps in creating a satisfied break force. 3. spend a penny & Effect Relationship â€Â Principles of science lay down feather creator and effect relationship between confused variables. E. g. when metals be heated, they ar expanded. The cause is heating & force is expansion. The same is true for prudence, and then it excessively establishes cause and effect relationship. E. g. lack of parity (balance) between potential & responsibility leave lead to ineffectiveness. If you jockey the cause i. e. ack of balance, the effect can be ascertained intimately i. e. in effectiveness. in addition if workers ar guiden bonuses, fair wages they provide work hard notwithstanding when not treated in fair and fair(a) manner, reduces productivity of organization. 4. Test of Validity & Predictability â€Â Validity of scientific principles can be tested at each time or any number of generation i. e. they stand the test of time. from each one time these tests ordain give same dis designatetlement agent. Moreover prox events can be predicted with reasonable accuracy by using scientific principles. E. g. H2 & O2 will always give H2O. Principles of counseling can in like manner be tested for validity.\r\nE. g. principle of unity of command can be tested by comparing two psyches †one having hotshot boss and one having 2 bosses. The skill of initiatory person will be better than 2nd. It cannot be denied that commission has a systematic body of noesis besides it is not as exact as that of other physical sciences interchangeable biology, physics, and chemistry etceteratera The main reason for the inexactness of science of solicitude is that it deals with charitables beings and it is very fractious to predict their manner accurately. Since it is a social process, t presentfore it falls in the ara of social sciences.\r\nIt is a flexible science & that is why its theories and principles may produce divergent results at varied times and therefore it is a demeanor science. Ernest Dale has called it as a Soft Science. Management as art Art implies act of noesis & work to trying more or less craved results. An art may be defined as personalized application program of general metaphysical principles for achieving best possible results. Art has the next characters †1. Practical Knowledge:  either art requires practical kip downledge therefore fall uponing of hypothesis is not sufficient. It is very strategic to know practical application of theoretical principles.\r\nE. g. to bring into being a honest painter, the person may not only be knowing disti nct colour and brushes scarce different designs, dimensions, situations etc to use them appropriately. A theater director can never be booming just by obtaining s carrousel or diploma in focusing; he must give up also know how to retain sundry(a) principles in real situations by moral process in capacity of sleep withr. 2. Personal Skill: Although theoretical base may be same for every artist, but each one has his own carriage and approach towards his job. That is why the aim of success and part of surgical operation differs from one person to another. E. . there be several qualified painters but M. F. Hussain is recognize for his style. Similarly heed as an art is also personalized. all(prenominal) manager has his own way of managing things based on his knowledge, experience and personality, that is why some managers argon know as genuine managers ( manage Aditya Birla, Rahul Bajaj) whereas others as bad. 3. Creativity: Every artist has an element of crea tive thinking in line. That is why he aims at producing something that has never existed before which requires faction of intelligence & imagination. Management is also creative in nature like any other art.\r\nIt combines military personnelity and non-human resources in useful way so as to touch desired results. It tries to produce sweet music by combining chords in an efficient manner. 4. idol through practice: Practice makes a man entire. Every artist becomes more and more adroit through constant practice. Similarly managers distinguish through an art of trial and error initially but application of management principles over the years makes them perfect in the job of managing. 5. Goal-Oriented: Every art is result oriented as it seeks to achieve concrete results.\r\nIn the same manner, management is also directed towards effect of pre-determined goals. Managers use heterogeneous resources like men, money, material, machinery & methods to promote egression of an organization. Thus, we can say that management is an art therefore it requires application of certain principles rather it is an art of highest articulate because it deals with moulding the attitude and behavior of people at work towards desired goals. Management as both(prenominal) Science and Art Management is both an art and a science. The above mentioned points clearly reveals that management combines features of both science as good as art.\r\nIt is considered as a science because it has an fig upd body of knowledge which contains certain universal truth. It is called an art because managing requires certain acquisitions which are personal possessions of managers. Science provides the knowledge & art deals with the application of knowledge and skills. A manager to be successful in his profession must acquire the knowledge of science & the art of applying it. Therefore management is a judicious blend of science as strong as an art because it proves the pri nciples and the way these principles are applied is a matter of art. Science teatimeches to ’know’ and art teaches to ’do’.\r\nE. g. a person cannot become a good singer unless he has knowledge more or less various ragas & he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in resolve various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc. ). The old manifestation that â€Å"Manager are Born” has been rejected in favor of â€Å"Managers are Made”. It has been aptly remarked that management is the oldest of art and youngest of science.\r\nTo conclude, we can say that science is the reference and art is the fruit. Levels of Management The term â€Å"Levels of Management’ refers to a line of demarcation between v arious managerial positions in an organization. The number of claims in management increases when the surface of the business and work force increases and vice versa. The dispatch of management determines a chain of command, the amount of berth & status enjoyed by any managerial position. The aims of management can be categorize in trio broad categories: †1. Top retort aim / Administrative level 2. center(a) level / Executory 3.\r\nLow level / supervisory / Operative / First-line managers Managers at all these levels perform different functions. The subroutine of managers at all the three levels is discussed on a lower floor: 1. Top Level of Management It consists of get on of directors, heading executive or managing director. The aggrandizement management is the ultimate source of authority and it manages goals and policies for an opening. It devotes more time on objectning and coordinating functions. The role of the make believe place management can b e summarized as follows †a. Top management lays down the objectives and broad policies of the enterprise. b.\r\nIt issues necessary instructions for eagerness of surgical incision budgets, procedures, schedules etc. c. It prepares strategic objects & policies for the enterprise. d. It appoints the executive for centre level i. e. departmental managers. e. It misrepresents & coordinates the activities of all the departments. f. It is also accountable for maintaining a contact with the outside world. g. It provides guidance and kick. h. The vizor management is also responsible for(p) for(p) towards the shareholders for the military operation of the enterprise. 2. Middle Level of Management The branch managers and departmental managers organize middle level.\r\nThey are responsible to the top management for the work of their department. They devote more time to organisational and directional functions. In small organization, there is only one layer of mid dle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as †a. They execute the plans of the organization in accordance with the policies and directives of the top management. b. They make plans for the sub-units of the organization. c. They participate in employment & homework of lower level management. . They interpret and explain policies from top level management to lower level. e. They are responsible for coordinating the activities at bottom the division or department. f. It also sends important reports and other important data to top level management. g. They evaluate process of junior managers. h. They are also responsible for inspiring lower level managers towards better performance. 3. trim Level of Management Lower level is also known as supervisory / artist level of management. It consists of supervisors, foreman, section officers, superintendent etc.\r\nAccording to R. C. Davis , â€Å"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 overbearing function of management. Their activities include †a. Assigning of jobs and tasks to various workers. b. They guide and instruct workers for day to day activities. c. They are responsible for the eccentric as swell as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e.\r\nThey draw workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. f. They help to solve the grievances of the workers. g. They finagle & guide the sub-ordinates. h. They are responsible for providing training to the workers. i. They entrap necessary materials, machines, tools etc for getting the things done. j. They prepare peri odical reports approximately the performance of the workers. k. They en reliable discipline in the enterprise. l. They do workers. m. They are the image builders of the enterprise because they are in direct contact with the workers.\r\n snuff its of management Management has been depict as a social process involving responsibility for economical and effective training & regulation of movement of an enterprise in the ful hirement 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. sort of these activities are common to each and every bowl irrespective of his level or status. Different experts have classified functions of management . According toGeorge & Jerry, â€Å"There are four fundamental functions of management i. e. lanning, organizing, actuating and absolute”. According to Henry Fayol, â€Å"To manage is to cipher and p lan, to organize, to command, & to chastise”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for readiness, O for Organizing, S for Staffing, D for tell, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i. e. readying, Organizing, Staffing, Directing and  lordly. For theoretical purposes, it may be convenient to split the function of management but practically these functions are overlapping in nature i. . they are super inseparable. Each function blends into the other & each affects the performance of others. [pic] provision It is the basic function of management. It deals with chalking out a early course of action & deciding in put on the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, â€Å" planning is deciding in advance †what to do, when to do & how to do. It bridges the crevice from where we are & where we motivation to be”. A plan is a future course of actions. It is an make in problem solving & decision make.\r\n provision is determination of courses of action to achieve desired goals. Thus, planning is a systematic sentiment approximately ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure good 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, pecuniary and human resources and developing productive relationship amongst them for achievement of organisational goals.\r\nAccording to Henry Fayol, â€Å"To organize a business is to provide it with everything useful or its functioning i. e. raw material, tools, capital and military unit’s”. To organ ize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: • naming of activities. • categorization of grouping of activities. • Assignment of duties. • Delegation of authority and trigger of responsibility. • Coordinating authority and responsibility relationships. Staffing\r\nIt is the function of manning the organization structure and keeping it manned. Staffing has assumed greater splendor in the recent years due to increase of technology, increase in size of business, interlinkingity of human behavior etc. The main purpose o staffing is to put effective man on right job i. e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, â€Å"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”.\r\nStaffing involves: • Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). • Recruitment, selection & placement. • Training & development. • Remuneration. • movement appraisal. • 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 life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere readinesss for doing the work.\r\nDirection is that inert-personnel aspect of management which deals flat with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: • Supervision • Motivation • Leadership • Communication Supervis ion- 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 flair to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.\r\nLeadership- 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. commanding It implies footfallment of accomplishment against the timeworns and subject of excursus if any to ensure achievement of organizational goals. The purpose of lordly is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict expirations before they real occur.\r\nAccording to Theo Haimann, â€Å"Controlling is the proces s of checking whether or not proper progress is being made towards the objectives and goals and performing if necessary, to correct any deviation”. According to Koontz & O’Donell â€Å"Controlling is the measurement & correction of performance activities of subordinates in ordinate to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”. Therefore unconditional has following steps: • organisation of standard performance. • Measurement of material performance. resemblance of actual performance with the standards and finding out deviation if any. • Corrective action. Planning  means determineing ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed course regarding future courses of action. It is rightly said â€Å"Well plan is half done”. Therefore planning takes into devotion usable & prospective human and physical resources of the organization so as to get effective co-ordination, plowshare & perfect adjustment.\r\nIt is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of asks or demands with the piano resources. interpretation of Planning:- According to Koontz & O’Donell, â€Å"Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not other occur”. According to Urwick, â€Å"Planning is a mental predisposition to do things in orderly way, to depend before acting and to act in the combine of facts rather than guesses”.\r\nPlanning is deciding best alternate(a) among others to perform different managerial functions in order to achieve mold goals. Step s in Planning Function Planning function of management involves following steps:- 1. Establishment of objectives a. Planning requires a systematic approach. b. Planning starts with the setting of goals and objectives to be achieved. c. Objectives provide a rationale for under winning various activities as well as picture direction of efforts. d. Moreover objectives management the attention of managers on the end results to be achieved. e.\r\nAs a matter of fact, objectives provide nucleus to the planning process. Therefore, objectives should be verbalise in a clear, dead and unambiguous language. Otherwise the activities undertaken are bound to be ineffective. f. As far as possible, objectives should be stated in quantitative terms. For example, Number of men working, wages given, units produced, etc. But such an objective cannot be stated in quantitative terms like performance of quality control manager, effectiveness of personnel manager. g. Such goals should be specified i n soft terms. h. Hence objectives should be practical, acceptable, workable and chievable. 2. Establishment of Planning Premises a. Planning expound are the assumptions about the lively shape of events in future. b. They serve as a hind end of planning. c. Establishment of planning exposit is concerned with determining where one tends to deviate from the actual plans and causes of such deviations. d. It is to find out what obstacles are there in the way of business during the course of operations. e. Establishment of planning premises is concerned to take such steps that avoids these obstacles to a great extent. f. Planning premises may be internal or external.\r\n midland includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio- economic, political and economical changes. g. interior premises are controllable whereas external are non- controllable. 3. Choice of pick course of action a. When forecast are a vailable and premises are established, a number of utility(a) course of actions have to be considered. b. For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the miniature of resources available and requirements of the organization. . The merits, demerits as well as the consequences of each alternative must be realized before the choice is being made. d. subsequently objective and scientific evaluation, the best alternative is chosen. e. The planners should take help of various quantitative techniques to appraise the stability of an alternative. 4. Formulation of derivative plans a. Derivative plans are the sub plans or imprimaturary plans which help in the achievement of main plan. b. Secondary plans will flow from the basic plan. These are meant to support and expediate the achievement of basic plans. c.\r\nThese detail plans include policies, procedures, rules, programmes, budgets, schedules, etc. For example, if profit maximizati on is the main aim of the enterprise, derivative plans will include sales maximization, production maximization, and cost minimization. d. Derivative plans indicate time schedule and sequence of accomplishing various tasks. 5. Securing Co-operation a. After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to implement these plans into confidence. b. The purposes behind taking them into confidence are :- a.\r\nSubordinates may feel motivate since they are involved in decision making process. b. The organization may be able to get valuable suggestions and breakment in formulation as well as implementation of plans. c. Also the employees will be more interested in the murder of these plans. 6. Follow up/Appraisal of plans a. After choosing a particular course of action, it is put into action. b. After the selected plan is implemented, it is important to appraise its effectiveness. c. This is done on the basis of feedback or inf ormation received from departments or persons concerned. . This enables the management to correct deviations or modify the plan. e. This step establishes a link between planning and controlling function. f. The follow up must go side by side the implementation of plans so that in the light of observations made, future plans can be made more realistic. Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results.\r\nTherefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Definition of organizing According toChester Barnard, â€Å"Organizing is a function by which the concern is able to define the role positions, the jobs speak out and the co- ordination between authority and responsibility. Hence, a manager always has to organize in or der to get results. A manager performs organizing function with the help of following steps:- 1. Identification of activities â€Â All the activities which have to be performed in a concern have to be identified first.\r\nFor example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units. 2. Departmentally organizing the activities â€Â In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the firm concern into independent units and departments is called departmentation. 3. Classifying the authority â€Â Once the departments are made, the manager likes to classify the powers and its extent to the managers.\r\nThis activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management int o departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the campaign of a concern. This helps in achieving efficiency in the runnel of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplicate or overlapping of efforts and this helps in bringing smoothness in a concern’s working. 4.\r\nCo-ordination between authority and responsibility â€Â Relationships are established among various groups to enable smooth interaction toward the achievment of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is gaunt and all the employees are made aware of it. say is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermi ned goals.\r\nDirecting is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Definition of directing\r\nAccording to adult male, â€Å"Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. Direction has got following characteristics: 1. permeating Function â€Â Directing is required at all levels of organizat ion. Every manager provides guidance and inspiration to his subordinates. 2. persisting Activity â€Â Direction is a continuous activity as it continuous throughout the life of organization. . Human Factor â€Â Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. 4. Creative Activity â€Â Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. 5. Executive Function â€Â Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise; a subordinate receives instructions from his superior only. . show Function â€Â Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the g oals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established.\r\nControlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking nonindulgent actions Definition of controlling According to Brech, â€Å"Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure equal to(predicate) progress and also recording such experience as is gained as a contribution to possible future impoverishments. According to Donnell, â€Å"Just as a navigator continually t akes interlingual rendition to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. ” controlling as a management function involves following steps: Process of controlling 1. Establishment of standards- Standards are the plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judging the performance. Standards generally are classified into two- a.\r\n metric or tangible †Those standards which can be measured and expressed are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc. b. Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards. Controlling becomes slack through gov ernment of these standards because controlling is exercised on the basis of these standards. 2. Measurement of performance- The second major step in controlling is to measure the performance.\r\nFinding out deviations becomes easy through beat the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities. It can be measured only by- a. Attitude of the workers, b. Their esprit de corps to work, c. The development in the attitudes regarding the physical environment, and d. Their communication with the superiors.\r\nIt is also sometimes done through various reports like weekly, periodical, quarterly, yearly reports. 3. Comparison of actual and standard performance- Comparison of actual performance w ith the planned targets is very important. refraction can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance.\r\nThe managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored. Major deviations like replacement of machinery, appointment of workers, quality of raw material, rate of profits, etc. should be looked upon consciously. Therefore it is said, â€Å" If a manager controls everything, he ends up controlling nothing. ” For example, if stationery charges increase by a squirt 5 to 10%, it can be called as a minor deviation. On the other hand, if monthly production decreases continuously, it is called as major deviation.\r\nOnce the deviation is identified, a manager has to think about various cause which has led to deviation. The causes can be- a. Erroneous planning, b. Co-ordination loosens, c. performance of plans is defective, and d. Supervision and communication is ineffective, etc. 4. Taking remedial actions- Once the causes and extent of deviations are known, the manager has to feel those errors and take remedial measures for it. There are two alternatives here- a. Taking corrective measures for deviations which have occurred; and b.\r\nAfter taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling. Types of managers: ? operative manager: The functional manager is responsible for only one functional area. Like ? Production manager, ? pay manager. ? Marketing manager ? HR manager ? worldwide manager: The individual responsible for all functional activities, such as production, sales etc…\r\nMANAGERIAL ROLES A s a manager, you probably fulfill numerous different roles every day. For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system. Put simply, youre constantly faulting roles as tasks, situations, and expectations change. Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten autochthonic roles or behaviors that can be used to categorize a managers different functions.\r\nIn this article well examine these roles, and well see how you can use your understanding of them to repair your management skills. The Roles Mintzberg published his Ten Management Roles in his book, à ¢â‚¬Å"Mintzberg on Management: Inside our Strange orbit of Organizations,” in 1990. The ten roles are: 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. propagator. 6. congressman. 7. Entrepreneur. 8. Disturbance Handler. 9. election Allocator. 10. treater. [pic] The 10 roles are then divided up into three categories, as follows: Category |Role | | social |Figurehead | | |Leader | | |Liaison | |Informational |Monitor | | |propagator | | | vox | |Decisional |Entrepreneur | | |Disturbance Handler | | | preference Allocator | | |Negotiator | Interpersonal Category The roles in this category involve providing information and ideas. 1. Figurehead â€ As a manager, you have social, ceremonial and legal responsibilities. Youre evaluate to be a source of inspiration. People look up to you as a person with authority, and as a figurehead. 2.\r\nLeader â€ This is where you provide leadership for your team, your department or perhaps your entire organi zation; and its where you manage the performance and responsibilities of everyone in the group. 3. Liaison â€ Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. Informational Category The roles in this category involve processing information. 1. Monitor â€ In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 2.\r\nDisseminator â€ This is where you communicate potentially useful information to your colleagues and your team. 3. Spokesperson â€ Managers represent and speak for their organization. In this role youre responsible for transmitting information about your organization and its goals to the people outside it. Decisional Category The roles in this category involve using information. 1. Entrepreneur â€ As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2. Disturbance Handler â€ When an organization or team hits an unexpected roadblock, its the manager who must take charge.\r\nYou also need to help mediate disputes within it. 3. mental imagery Allocator â€ Youll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator â€ You may be needed to take part in, and direct, important negotiations within your team, department, or organization. interrupt understanding of role 1. Figurehead Figureheads represent their teams. If you need to repair or build confidence in this area, start with your image, behavior, and reputation. Cultivate humility and empathy, come across how to set a good example at work, and think aboutà ‚ how to be a good role model. 2. Leader\r\nThis is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz, how good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities. Next, learn how to be an authentic leader, so your team will respect you. Also, focus on change your  aflame intelligence â€ this is an important skill for being an effective leader. 3. Liaison To improve your liaison skills, work on your professional networking techniques. You may also like to take our Bite-Sized Training course on Networking Skills. 4. Monitor To improve here, learn how to gather information effectively and overcome information overload.\r\nAlso, use effective reading strategies, so that you can process material quickly and thoroughly, and learn how to keep up-to-date with industry news. 5. Disseminator To be a good disseminator you need to know how to share informati on and outside views effectively, which means that good communication skills are vital. Learn how to share organizational information with Team Briefings. Next, focus on improving your writing skills. You might also want to take our communication skills quiz, to find out where else you can improve. 6. Spokesperson To be effective in this role, make sure that you know how to represent your organization at a conference. You may also want to read our articles on delivering great presentations and working with the media (if applicable to your role). 7. Entrepreneur\r\nTo improve here, build on your change management skills, and learn what not to do when implementing change in your organization. Youll also need to work on yourproblem solving and creativity skills, so that you can come up with new ideas, and implement them successfully. 8. Disturbance Handler In this role, you need to excel at conflict resolution and know how to handle te am conflict. Its also helpful to be able to manage emotion in your team. 9. Resource Allocator To improve as a resource allocator, learn how to manage a budget, cut costs, andprioritize, so that you can make the best use of your resources. 10. Negotiator Improve your negotiation skills by learning about Win-Win Negotiation and Distributive. .\r\n'