Tag: Learning

Learning!

Learning is the process of acquiring new or modifying existing knowledge, behaviors, skills, values, or preferences. 

Evidence that knowledge has occurred may see changes in behavior from simple to complex, from moving a finger to skill in synthesizing information, or a change in attitude.

The ability to know possess by humans, animals, and some machines. There is also evidence of some kind of knowledge in some plants.

Some learn immediately, induced by a single event (e.g. being burn by a hot stove), but much skill and knowledge accumulate from repeat experiences.

The changes induced by knowledge often last a lifetime, and it is hard to distinguish known material that seems to be “lost” from that which cannot retrieve.

Definition of learning for Students
1: the act of a person who gains knowledge or skill Travel is a learning experience.
2: knowledge or skill gained from teaching or study. They’re people of great knowledge.
-@ilearnlot.
  • What is Characteristics of Authority? with Theories Sources

    What is Characteristics of Authority? with Theories Sources

    Characteristics of Authority; First, Some remembering of what is the Authority? The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something.

    Here are explain; What is Characteristics of Authority? with Theories Sources.

    A person with extensive or specialized knowledge about a subject; an expert.

    Sources of Authority:

    There are broadly five theories regarding the sources from which authority originates. They are:

    • The formal authority theory.
    • Acceptance of authority theory.
    • The competence theory.
    • Traditional Authority.
    • Charismatic Authority.

    Brief explanations of the above three theories are given below;

    The formal authority theory:

    According to his theory, the authority flows top to bottom through the structure of an organization. In other words, the authority flows from the General Manager to his departmental manager and in turn, from the departmental manager to his superintendent and the like. This is explained in the following diagram.

    Board of Directors → General Manager → Sales Manager → Sales Representatives → Workers

    The Formal Authority Theory is otherwise called Traditional Authority Theory and Top-Down Authority Theory. In the case of a public limited company, the authority is in the hands of shareholders and they delegate their authority to top management, and in turn, a part of this authority is a delegate to the middle management.

    Acceptance of authority theory:

    Chester Bannard gave this theory. According to his theory, the authority flows from the superior to the subordinates whenever there is an acceptance on the part of the subordinates. The subordinates should accept the authority but there is no compulsion made by the superior. If the subordinates do not accept the command of their superior, then the superior cannot say to have any authority over them.

    According to Bannard,

    “An individual will accept the exercise of authority, if the advantages accruing to him from accepting plus the disadvantages accruing to him from not accepting exceed the advantages accruing to him from not accepting plus the disadvantages accruing to him for accepting and conversely, he will not accept the exercise of authority if the latter factors exceed the former.”

    The authority of a superior will be effective only when there is the willingness on the part of the subordinate to accept authority and ineffective when there is a lack of readiness to accept the authority on the part of the subordinate. The subordinate will not analyze every order of the superior to accept it or not. In fact, the subordinate without a second thought accepts certain orders of the superior. If the subordinate without any hesitation accepts the order of the superior, it is knowing as the zone of acceptance.

    A number of factors will determine a zone of acceptance:

    The following acceptance below are;

    • The subordinate believes that rewards will give to him in appreciation of his efforts and skills.
    • Sincere services of subordinate to the organization will reward.
    • A subordinate thinks that he has to accept the authority in a particular situation.
    • The non-acceptance of authority will result in dismissal of the subordinate from an organization.
    • It is also accepting on account of special knowledge that a man may possess.
    • There is no other way available than to accept authority.
    • It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
    • It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
    • People have confidence in the person giving orders.

    Competence theory:

    This type of authority is investing with the persons by virtue of the office hold by them. The personal power of this type of persons is based on the leadership qualities of the person concerned. In an organization, only one person gets a higher position than others in the course of time-based on leadership qualities possessed by him.

    Traditional Authority:

    In a family system, the father exercises traditional authority over members of the family. The traditional authority is generally following in the Indian family system. It is the father who guides the activities of the family and others obey out of respect and traditions.

    In the traditional form of authority, there is no formal law or structured discipline and relationships are governed by personal loyalty and faithfulness rather than compulsions of rules and regulations or duties of the office.

    Charismatic Authority:

    The charismatic authority rests on the personal charisma of a leader who commands the respect of his followers. The personal traits such as good looks, intelligence, integrity, etc., influence others and people follow the dictates of their leaders because of such traits.

    The people follow the leader because they feel that he will help them in achieving their goals. The charismatic leaders are generally good orators and have a hypnotic effect on the followers. The religious leaders and political leaders like Mahatma Gandhi, John F. Keneddy of America come under this category.

    The Charismatic phenomena also extend to film actors, actresses, and war heroes. Film actors and actresses have been successful in raising huge funds for calamities etc. because of their charismatic personalities. Even political parties associate actors and actresses with them to collect crowds for their rallies. People follow some leaders/persons because of their charismatic personalities and not because of any other factor.

    What is Characteristics of Authority with Theories Sources
    What is Characteristics of Authority? with Theories Sources! #Pixabay.

    Characteristics of Authority:

    The characteristics of authority are briefly explain below;

    • The basis of getting things done the right to take actions towards completion: Authority gives a right to do things in an organization and affect the behavior of other workers of the organization. It leads to the performance of certain activities for the accomplishment of the defined objectives automatically.
    • Legitimacy-positional authority: Authority implies a legal right (within the organization itself) available to superiors. This type of right arises due to the tradition followed in an organization, custom or accepted standards of authenticity. The right of a manager to affect the behavior of his subordinates is giving to him on the basis of an organizational hierarchy.
    • Decision–making the freedom and right to make choices of action: Decision-making is a Pre-requisite of an authority. The manager can command his subordinates to act or not act. This type of decision takes by the manager regarding the functioning of an office.
    • Implementation as a consequence of the position hold: Implementation influences the personality factors of the manager, who is empowering to use authority. The subordinates or group of subordinates should follow the instructions of the manager regarding the implementation of decisions. The personality factor of one manager may differ from another manager.
  • What is the authority? Introduction, Meaning, and Definition

    What is the authority? Introduction, Meaning, and Definition

    Authority is a legal power which is possessed by a person from his superior officers and with the help of which he succeeds in getting the things done by his sub-ordinates. Authority is the key to managerial functions. If the managers do not possess the required authorization, they will not be able to perform their duties properly.

    Here are explain; What is the authority? Introduction, Meaning, and Definition.

    A manager is in a position to influence his subordinates only by the use of his authority. It is the authorization which enables him to discharge the important functions of planning, coordination, motivation and controlling, etc. in an enterprise.

    If proper authorization is not vesting in him, he cannot perform. These functions in the required manner and he cannot hold responsible for all these functions in the absence of proper authorities. It is only the authorities by virtue of which he dominates his subordinates and gets work done by them.

    The word authority (derived from the Latin word Auctoritas) can use to mean the right to exercise power given by the State (in the form of government, judges, police officers, etc.), or by academic knowledge of an area (someone that can be an authority on a subject).

    What is the authority Introduction Meaning and Definition
    What is authority? Introduction, Meaning, and Definition #Pixabay.

    The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something. A person with extensive or specialized knowledge about a subject; an expert.

    Meaning of authority:

    Authority is the power to make decisions, which guide the action of others. A delegation of authorization contributes to the creation of an organization. No single person is in a position to discharge all the duties in an organization. In order to finish the work in time, there is a need to delegate authorization and follow the principles of division of labor. Delegation permits a person to extend his influence beyond the limits of his own personal time, energy, and knowledge. It is the “right of decision and command.” Theories Sources with Characteristics of Authority.

    Definition of authority:

    The Following definitions below are from different authors;

    According to Henry Fayol,

    “Authority is the right to give orders and the power to exact obedience.”

    According to Koontz and O’Donnell,

    “Authority is the power to command others to act or not to act, in a manner deemed by the possessor of the authority to further enterprises or departmental purposes.”

    According to Terry,

    “Authority is the power to exact others to take actions considered appropriate for the achievement of a predetermined objective.”

    According to Barnard,

    “Authority is the character of a communication (order) in a formal organization by virtue of which it is accepted by a contributor to or member of the organization as governing the action he contributes. That is, as governing or determining what he does or is not to do so far as the organization is concerned.”

    While concluding the meaning of authority it can say that authorities in the ordinary sense of the term are nothing more than a legal right. It empowers an individual to make decisions. He is giving a right to command and to exercise control over. Those who are responsible for the execution of policies and programs of the enterprise. For decisions take the authorizing person is holding responsible and is made answerable to his superiors and the organization as a whole.

  • What are the Principles of Directing?

    What are the Principles of Directing?

    Learn, Explain, What are the Principles of Directing?

    First, Some know about of Directing; Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing 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. The direction is said to be consisting of human factors. 

    What is a Directing? A basic management function that includes building an effective work climate and creating an opportunity for motivation, supervising, scheduling, and disciplining.

    The Meaning of Directing!

    Directing means giving instructions, guiding, counseling, motivating and leading the staff in an organization in doing work to achieve Organisational goals. Directing is a key managerial function performing by the manager along with planning, organizing, staffing and controlling. From top executive to supervisor performs the function of directing and it takes place accordingly wherever superior-subordinate relations exist. Directing is a continuous process initiated at the top level and flows to the bottom through organizational hierarchy.

    In simple words, it can describe as providing guidance to workers is doing work. In a field of management, the direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human, “Directing consists of process or technique by which instruction can be issued and operations can carry out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards the accomplishment of organizational goals.

    Now, Here are Principles of Directing:

    The Following are the Principles of Directing:-

    I. Harmony of objectives:

    Individuals have their own objectives. An organization also has its own objectives. The management should coordinate the individual objectives with Organization objectives. Direction should be such that individuals can integrate their objectives with Organization objectives.

    II. Maximum individual contribution:

    Every member’s contribution is necessary for the organization’s development. Hence the management should adopt a technique of direction which enables maximum contribution by the members.

    III. Unity of direction or command:

    An employee should receive orders and instructions only from one superior. If not so, there would be indiscipline and confusion among the subordinates and disorder will ensue.

    IV. Efficiency:

    The subordinates should participate in the decision-making process so that they would have a sense of commitment. This will ensure implementation of decisions and will increase the efficiency of subordinates.

    V. Direct supervision:

    Managers should have the direct relationship with their subordinates. Face to face communication and personal touch with subordinates will ensure successful direction.

    VI. Feedback: 

    The Direction does not end with issuing orders and instructions to subordinates. Suggestions given by subordinates are necessary for the development of management. So the development of feedback system furnishes reliable ideas to the management.

    VII. Effective communication:

    The superior must ensure that plans, policies, and responsibilities are fully understood by the subordinates in the right direction.

    VIII. Appropriateness of direction technique:

    There are three direction techniques available to the management. They are authoritarian, consultative and free rein. But the direction techniques should select according to the situation.

    IX. Effective control:

    The management should monitor the behavior and performance of subordinates to exercise effective control over them. Effective control ensures effective direction. Also, What are Nature and Characteristics of Leadership?

    X. Comprehension:

    The extent of understanding by subordinates is more important than what and how orders are communicating to them. This is very useful in the proper direction of subordinates.

    XI. Follow through:

    A direction is a continuous process. Mere issuing orders or an instruction is not an end itself. The direction is necessary. Hence the management should watch whether the subordinates follow the orders and whether they face difficulties in carrying out the orders or instructions.

    Also, Some extra info on Directing!

    Directing is a process of the top-down approach. It is a vertical process in which orders come from the top for the subordinates to follow. Directing is person-centric. That’s why we often see that one boss is very effective because of his proper directions and the other one is not so effective because of his wrong way of handling things.

    Also, the direction is a management function performing by top-level officials of management. Directing, through the top-down approach, is actually a two-way approach, i.e. orders come top down, and the feedback goes bottom up. The direction is necessary to achieve proper implementation of goals. Direction consists of processes and techniques utilized in issuing instructions and making certain that operations are carried out as originally planned.

    Also, like to read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling.

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  • What are the Principles of Coordination? Explains

    Principles of Coordination; First. Some Discuss Coordination – The effectiveness of a system relates to its ability to fulfill its functional requirements. When a system consists of a set of collaborating agents, the overall performance may depend more on their ability to work together than on optimizing individual behavior. The goal of an agent is often at odds with the interest of the collective. The limitations of centralized control for complex systems suggest the need for decentralized coordination. This can achieve by having each agent take explicit account of the cost of engaging in an activity as well as a measure of reward for competent behavior.

    Here are Explains, What are the Principles of Coordination? 10 types of Principles.

    The consideration of payoffs and penalties leads to an economic perspective of multi-agent systems. In consequence, it is possible to draw on previous work in diverse fields, ranging from game theory to welfare economics and social policy. The promise and limitations of the explicit valuation approach examine. To illustrate, the behavior of collaborative systems can interpret in terms of games of strategy; this approach permits a better understanding of the conditions for globally optimal behavior, as well as strategies for their attainment. The notions of agents and the explicit valuation of action are versatile concepts. One indication of the versatility lies in the fact that these concepts cover as a special case the idea of genetic algorithms as a mechanism for learning systems.

    Now, Here are Principles of Coordination;

    Simplified organization:

    Authority, responsibility, duty, and other job descriptions should clearly describe by the organization. Also, Coordination may be simple and easy when all duties and power simplify.

    Harmonized programs and policies:

    An organization must set the programs and policies. These programs and policies must harmonize. Harmonized policies help to make coordination effective.

    Well, the designed system of communication:

    Without effective communication coordination and harmonizing activities is not possible. Therefore, the communication system must well design.

    Voluntary cooperation:

    Are voluntarily cooperated when all behave voluntarily cooperated, then only coordination can be successful.

    Coordination through supervision:

    Supervisors are the most important actor to coordinate the workers and their work. Mainly in all organization supervisors coordinate the resources and activities.

    Continuity:

    It is a never-ending process. When it is done continuously, the resources are not used effectively and they cannot contribute.

    Direct contact:

    Direct contact is necessary for effective coordination. Face to face contact may provide more effectiveness. Direct personal contact removes misunderstanding and conflict between departments or between personnel. It involves direct face to face communication, personal discussion, settlement of differences, exchanges of ideas between the personnel.

    Clearly defined goals:

    Organizational goals and other departmental goals must clearly define otherwise it isn’t easy to coordinate the resources and activities.

    Effective leadership:

    Leadership must be effective. As well as, It helps o increase the confidence of employees and it develops the morale of workers. Also, Effective leadership helps ineffective coordination.

    Continuous Process:

    Coordination is a continuous process and must go on all the time. In contrast to the principle of continuity, the difference of opinions and information gap may appear and misunderstanding in interdepartmental operations may crop up in the absence of coordination. By keeping the process of coordination as a continuous flow of information, sound coordination can be ensured in an enterprise.

    Notes: Here are you have read it Principles of Coordination. And, Maybe You will read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are the Functions of the Organization. Do you read it What is a Management and Organization?, Next Notes of Article Importance with Techniques of Coordination.

  • 14 Principles of Organization

    14 Principles of Organization

    Explain is, What are 14 Principles of Organization?

    Meaning of Organization: “An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment”. A group of people, the structures in a specific way to achieve a series of shared goals. Relationships within an organization are determining by its structure and are typically based on role and function. As the external environment can affect, and affected by organizations, they are considering open systems. Also learn, 14 Principles of Management by Henri Fayol, 14 Principles of Organization!

    Now, here are Fourteen types Principles of Organization!

    In the base on school level Principles, you have also read it previous Principles of Organization: 

    I. The principle of unity of objectives:

    Organizational goals, departmental goals, and individual goals must be clearly defined. All goals and objectives must have uniformity. When there is contradiction among different level of goals desired goals can’t achieve. Therefore, the unity of objectives is necessary

    II. The principle of specialization:

    Sound and the effective organization believes in an organization. The term specialization is related to work and employees. When an employee takes the special type of knowledge and skill in any area, it is known as specialization. The modern business organization needs the specialization, skill, and knowledge of this desired sector of the economy and thus, efficiency would establish.

    III. The principle of coordination:

    In an organization many types of equipment, tools are using. Coordination can obtain by group effort that emphasizes on a unity of action. Therefore, coordination facilitates several management concepts

    IV. The principle of authority:

    Authority is the kind of right and power through which it guides and directs the actions of others so that the organizational goals can achieve. It’s also related to decision making. It is vesting in a particular position, not to the person because authority is given by an institution and therefore it is legal. It generally flows from higher level to lowest level of management. There should be an unbroken line of authority.

    V. The principle of responsibility:

    An Authentic body of an organization is top-level management, top-level management direct the subordinates. Departmental managers and other personnel take the direction from top level management to perform the task. Also, Authority is necessary to perform the work .only authority is not provided to the people but the obligation is also provided. So the obligation to perform the duties and task is known as responsibility. Responsibility can’t delegate. It can’t avoid.

    VI. The principle of delegation:

    A process of transferring authority and creation of responsibility between superior and subordinates to accomplish a certain task is called delegation of authority. Authority is only delegated, not responsibilities at all levels of management. The authority delegated should equal to the responsibility

    VII. The principle of efficiency:

    In the enterprise, different resources are using. Therese resources must use in an effective manner. When the organization fulfills the objectives with minimum cost, it is effective. The organization must always concentrate on efficiency.

    VIII. The principle of unity of command:

    Subordinates should receive orders from the single superior at a time and all subordinates should be accountable to that superior. More superior leads to confusion, delay and so on.

    IX. The principle of the span of control:

    Unlimited subordinates can’t supervise by the manager, this principle thus helps to determine numerical limit if subordinates to supervised by a manager. This improves efficiency.

    X. The principle of balance:

    The functional activities their establishment and other performances should balance properly. Authority, centralization, decentralization must balance equally. This is a very challenging job but efficient management must keep it.

    XI. The principle of communication:

    Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information, views etc, in the flow of information. Effective communication is important

    XII. The principle of personal ability:

    For the sound organization, human resources are important. Employees must be capable. Able employees can perform higher. Mainly training and development programs must encourage to develop the skill in the employees

    XIII. The principle of flexibility:

    Organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, an organization should be ready to accept the change

    XIV. The principle of simplicity:

    This principle emphasizes the simplicity of organizational structure, the structure if the organization should be simple with a minimum number of levels, so that its member and understand duties and authorities.

    Notes: Here are you have read it 14 Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. you will be reading this post about; What are Functions of Organization, do you read it about Organization.

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  • Principles of Organization

    Principles of Organization

    First, we will understand What is an Organization? Just same knowledge remembering for more understandable How to Principles of Organization use it or work it in your organization employees.

    “An organized group of people with a particular purpose, such as a business or government department.”

    “The action of organizing something. The quality of being systematic and efficient.”

    “The way in which the elements of a whole are arranged.”

    Here are Principles of Organization

    The principle of definition: Defining and fixing the duties, responsibilities, and authority of each worker. In addition, when a group of persons is working together for a common goal, it becomes necessary to define the relationship between them in clear terms.

    The principle of objective: The activities at all levels of organization structure should be geared to achieve the main objectives of the organization.

    The principle of specialization or division of work: It includes deciding and division of various activities required to achieve the objectives of an organization. Identical activities are grouped under one individual or one department. In order to ensure effective performance, the grouped activities are allotted to specified competent persons, specialized in their fields. Adequate staff members are appointed by them and are appropriately trained.

    The principle of coordination: Coordination must exist among the workers. The delegated authority and responsibility should be coordinated by the chief managerial staff. There must be a separate and responsible person to see whether all the activities are going on to accomplish the objectives of the organization or not.

    The principle of authority: Assignment of duties or allotment of duties to specified persons is followed by the delegation of authority. While delegating authority, responsibility is also fixed. The senior members should delegate the authority to their subordinates on the basis of their ability. The subordinates are motivated through the delegation of authority and they perform the work efficiently with responsibility.

    The principle of responsibility: Each person is responsible for the work completed by him. Authority is delegated from the top level to the bottom level but the responsibility can be delegated to some extent. While delegating the authority, there is no need to delegate the responsibility. So, the responsibility of the junior staff members should be clearly defined.

    The principle of explanation: While allocating duties to persons, the extent of liabilities of the person should be clearly explained to the concerned person. It will enable the person to accept the authority and discharge his duties efficiently.

    The principle of efficiency: Each work can be completed efficiently wherever the environment, as well as the organizational structure, facilitates the completion of work. The work should be completed with minimum members, in less time, with minimum resources and within the right time.

    The principle of uniformity: The organization should distribute the work in such a way that there should be an equal status and equal authority and powers among the same line officers.

    The principle of correspondence: Authority and responsibility should be in parity with each other. If authority alone is delegated without responsibility, it could be misused. Secondly, if responsibility is delegated without authority, it will not work.

    The principle of the unity of command: A subordinate should receive the instructions or directions only from one superior.

    The principle of balance: Sequence of work between various units of the organization should be arranged scientifically.

    The principle of equilibrium: In certain periods, some departments are overloaded and some are under loaded. The overloaded departments should be further divided into subsections. This would facilitate effective control.

    The principle of continuity: There should be reoperation of objectives, readjustment of plants and provision of opportunities for the development of future management.

    The principle of the span of control: It refers to the maximum number of members effectively supervised by a single individual. In the administration area, under one executive, four or five subordinates may work. In the factory level, under one supervisor, twenty or twenty five workers may work. The span of control enables smooth functioning of the organization.

    The principle of leadership facilitation: The organizational set up may be arranged in such a way that the persons with leadership qualities such as honesty, devotion, enthusiasm, and inspiration are appointed in key positions.

    The principle of exception: The junior officers should be disturbed by the seniors only when the work is not done according to the plans laid down. It automatically reduces the work of middle level as well as top level officers. The top level officers will have more time to frame policies and chalk out the plans of the organization.

    The principle of flexibility: The organizational set up must be flexible to adjust to the changing environment of the business.

    The Scalar principle: The line of authority flows from the top level to bottom level. It also establishes the line of communication. Each person has to know as to who is his superior, from whom he has to receive orders, and to whom he is answerable. Each superior must know what authority he has and over which persons.

    The principle of simplicity and homogeneity: The organization structure should be simple. It enables the staff members to maintain equality and homogeneity. It is necessary to understand a person who is working in the organization. If the organization structure is complex, junior officers will not understand the level and the extent of responsibility for a particular activity.

    The principle of unity in direction: The major plan is sub-divided into sub-plans which are taken by groups or departments. All these groups have to cooperate to attain the main objectives by implementing a major plan.

    The principle of joint decisions: In the business organization, there are a number of decisions taken by the officers to run the business. If a complicated problem arises, more than one member examines the problems and takes decisions. Whenever the decision is taken jointly, it gives a benefit for a long period.

    Notes: Here are you have read it Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are Functions of Organization, do you read it about Organization.

  • Functions of Organization

    Functions of Organization

    First, you will understand What are Functions of Organizational; In order to produce and sell their product or service, most organizations will need to undertake six key functions.

    [perfectpullquote align=”right” cite=”” link=”” color=”” class=”” size=””]Design and Production,
    Finance,
    Human Resources,
    Sales and Marketing,
    Administration, and
    Research and Development.[/perfectpullquote]

    Each of the functions will need to work together so that the whole of the organization has the same aims and objectives. To achieve this communication across the various functions is the key activity. A starting point for this type of communication is the creation of a clear set of company objectives which each function is aware of. These objectives then need to be further broken down into specific objectives for each function. Regular reviews of firstly how each function is performing against its objectives and secondly how the company is performing against its overall objective should ensure that the whole company is pulling in the same direction.

    Now start What is Functions of Organization; The Following Six Types Organization Functions

    A. Determination of activities: It includes deciding and division of various activities required to achieve the objectives of an organization. The entire work is divided into various parts and again each part is sub-divided into various sub-parts. E.g. the purchase work may be divided into requisition of items, placing an order, storage etc.

    B. Grouping of activities: Identical activities are grouped under one individual or one department. The activities of sales such as canvassing, advertisements, and debt collection are grouped under sales department.

    C. Allotment of duties to specified persons: In order to ensure effective performance, the grouped activities are allotted to specified competent persons, specialized in their fields. Adequate staff members are appointed by them and are appropriately trained.

    D. The delegation of authority: Assignment of duties or allotment of duties to specified persons is followed by the delegation of authority. While delegating authority, responsibility is also fixed. E.g. the production manager may be delegated with the authority to produce the goods and fixed with the responsibility of producing the quality of goods.

    E. Defining relationship: When a group of persons is working together for a common goal, it becomes necessary to define the relationship between them in clear terms. Each person has to know as to who is his superior, from whom he has to receive orders, and to whom he is answerable. Each superior must know what authority he has and over which persons.

    F. Co-ordination of various activities: The delegated authority and responsibility should be coordinated by the chief managerial staff. There must be a separate and responsible person to see whether all the activities are going on to accomplish the objectives of the organization or not.

    Notes: Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are Functions of Organization, do you read it about Organization.

  • Relationship Between Controlling and Planning

    Relationship Between Controlling and Planning

    Controlling and Planning are two separate functions of management, yet they are closely related. The scope of activities if both are overlapping to each other. Without the basis of planning, controlling activities become baseless and without controlling, planning becomes a meaningless exercise. In absence of controlling, no purpose can be served by. Therefore, planning and controlling reinforce each other.

    “If you will be understood cover page? so didn’t explain the relationship between controlling and planning because a cover page is clear explained how to communicate the plan to control. First plan what to do, what not to do. Second how to do, how get to do, and whose to do? The plan without control does not work well. Management in a manager if follow the plan, so he is free to control all Superior lower level or employee”.

    Know about Controlling; Take into account (an extraneous factor that might affect the results of an experiment).

    Determine the behavior or supervise the running of.

    Know about Planning; The control of urban development by a local government authority, from which a license must be obtained to build a new property or change an existing one.

    Decide on and make arrangements for in advance.

    Design or make a plan of (something to be made or built).

    The process of making plans for something.

    According to Billy Goetz, ” Relationship between the two can be summarized in the following points”.

     

    The process of planning and controlling works on Systems Approach which is as follows

    Planning → Results → Corrective Action

    • Planning proceeds to control and controlling succeeds planning.
    • Planning and controlling are inseparable functions of management.
    • Activities are put on rails by planning and they are kept at right place through controlling.
    • Planning and controlling are integral parts of an organization as both are important for smooth running of an enterprise.
    • Planning and controlling reinforce each other. Each drives the other function of management.

    In the present dynamic environment which affects the organization, the strong relationship between the two is very critical and important. In the present day environment, it is quite likely that planning fails due to some unforeseen events. There controlling comes to the rescue. Once controlling is done effectively, it gives us the stimulus to make better plans. Therefore, planning and controlling are inseparable functions of a business enterprise.

    Notes: You will know about the definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. Planning and Controlling important part of Scientific Management.

  • What are the Features of Controlling Functions?

    What are the Features of Controlling Functions?

    Features of Controlling Functions; Controlling is the last function of the management process which is performed after planning, organizing, staffing and directing. On the other hand, management control means the process to be adopted in order to complete the function of controlling.

    Here are explain; What are the Features of Controlling Functions?

    Following are the characteristics of controlling functions of management

    • Controlling is an end function: A function which comes once the performances are made in-Conformities with plans.
    • It is a pervasive function: which means it is performed by managers at all levels and in all type of concerns.
    • Controlling is forward-looking: because effective control is not possible without past being controlled. Control always look to the future so that follow-up can make whenever to require.
    • Controlling is a dynamic process: since controlling requires taking reviewal methods, changes have to be made wherever possible.
    • It is related to planning: Planning and Controlling are two inseparable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds in planning.

    Controlling has got two basic Process of Controlling:

    • It facilitates coordination.
    • It helps with planning.

    Also, know about; What is Controlling?

    Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Control 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 corrective actions.

    What are the Features of Controlling Functions
    What are the Features of Controlling Functions? #Pixabay.

    Lets reading Definitions about Controlling; According to Brech,

    “Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensuring adequate progress and also recording such experience as is gained as a contribution to possible future needs.”

    According to Donnell,

    “Just as a navigator continually takes reading 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 the right course.”

    According to Henry Fayol,

    “Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and the principles”.

    Important Features of Controlling:

    Features of controlling could describe in the following analytical manner:

    • The unique feature of controlling, and.
    • Other features of controlling.

    Now, explain each;

    Unique Feature of Controlling:

    The unique feature of control is that it is the “central-tendency point” in the performance of managerial functions i.e. a point where all other managerial functions come together and unite with one another. This is so because, while contemplating corrective action, sometimes it might be necessary to modify plans or effect changes in the organizational setting. At some other times, changes in the staffing procedures and practices might be thought fit by management for remedial reasons.

    While at some junctures, management might plan to effect changes in the directing techniques of leadership, supervision or motivation, to bring performance on the right track. That is to say, that the remedial action comprised in the controlling process might embrace one or more managerial functions. Hence, controlling is designated as the central tendency point, in management theory.

    Other Features of Controlling:

    Some important basic features of controlling could state as under;

    • Controlling makes for a bridge between the standards of performance and their realistic attainment.
    • Planning is the basis of controlling; in as much as, the standards of performance are laid down in plans.
    • Controlling is a pervasive management exercise. All managers, at different levels in the management hierarchy, perform this function, in relation to the work done by subordinates under their charge-ship.
    • As controlling is the last managerial function, it is true to assert that it gives a finishing or final touch to the managerial job, at a particular point of time.
    • Controlling is based on information feedback i.e. on the reports on actual performance done by operators. In specific terms, it could say that information is the guide to controlling; as without information feedback made available to management, analysis of the causes of deviations and undertaking remedial action are not possible.
    • Action is the soul of controlling. In fact, controlling would be a futile activity; if after analyzing deviations – suitable remedial action is not undertaking by management, to bring performance, in conformity with plan standards.
    • Controlling is a continuous managerial exercise. It has to undertake on a regular and continuous basis, throughout the currency of the organizational operational life.

    Significances of Controlling:

    The significances of the controlling function in an organization are as follows:

    • Accomplishing Organisational Goals: Controlling helps in comparing the actual performance with the predetermined standards, finding out deviation and taking corrective measures to ensure that the activities are performing according to plans. Thus, it helps in achieving organizational goals.
    • Judging Accuracy of Standards: An efficient control system helps in judging the accuracy of standards. It further helps in reviewing & revising the standards according to the changes in the organization and the environment.
    • Improving Employee Motivation: Employees know the standards against which their performance will be judged. Systematic evaluation of performance and consequent rewards in the form of increment, bonus, promotion, etc. motivate the employees to put in their best efforts.

    Boundaries of Controlling:

    The defects or boundaries of controlling are as following:

    • Difficulty in Setting Quantitative Standards: It becomes very difficult to compare the actual performance with the predetermined standards if these standards are not expressing in quantitative terms. This is especially so in areas of job satisfaction, human behavior and employee morale.
    • No Control on External Factors: An organization fails to have control of external factors like technological changes, competition, government policies, changes in the taste of consumers, etc.
    • Resistance from Employees: Often employees resist the control systems since they consider them as curbs on their freedom. For example, surveillance through CCTV (closed-circuit television).
  • What is Controlling? Introduction, Meaning, and Definition

    What is Controlling? Introduction, Meaning, and Definition

    What is Controlling? Introduction; Controlling is the last step of the management process but plays a crucial role without which the whole management process is incomplete. It can define as a function through which the actual and desired output are measuring. All organizations, business or non-business, face the necessity of coping with, problems of control. The relationship of Controlling with other Functions of Management.

    Here are explain; What is Controlling? Introduction, Meaning, and Definition.

    Like other managerial functions, the need for control arises to maximize the use of scarce resources and to achieve purposeful behavior of organization members. In the planning stage, managers decide how the resources would utilize to achieve organizational objectives; at the controlling stage; managers try to visualize whether resources are utilizing in the same way as planned.

    Thus control completes the whole sequence of the management process. If the actual output differs from the desired output, the deviations are altogether removing or minimizing. There are basically two types of control mechanisms, viz. pro-active and reactive. The pro-active mechanism tries to predict future hurdles and solves them then and there. The reactive approach tries to rectify the damage done to prevent any similar loss in the future.

    Definition of Controlling:

    Control is any process that guides activity towards some predetermined goals. Thus control can apply in any field such as price control, distribution control, pollution control, etc. However, control as an element of management process can define as the process of analyzing whether actions are being taken as planned and taking corrective actions to make these to conform to planning. Thus control process tries to find out deviations between planned performance and actual performance and to suggest corrective actions wherever these are needed.

    For example,

    According to Henry Fayol,

    “Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and the principles.”

    Terry has defined control as follows;

    “Controlling is determining what is being accomplished, that is evaluating the performance and, if necessary, applying corrected measures so that the performance takes place according to plan.”

    The Main Steps in Control Function Include;

    • Establishing performance standards.
    • Measuring actual performance.
    • Determining the gap between set standards and achieved performance.
    • Taking corrective measures.

    An integral activity in the controlling function is feedback. Without appropriate and valid feedback, no control measures can be successfully implemented. Feedback about a particular plan can help in identifying areas of improvement.

    The Controlling Function Involves Following Activities;

    • Bringing actual results nearer to the desired results.
    • Improving the performance level of all activities being performed.
    • Regulating the use of all the resources for achieving planned objectives and goals.
    • The regulating working behavior of employees for maintaining order and discipline.
    • Checking distortions and deviations taking place in occurs in conformity the system to make it more cost-effective.

    If in the controlling step, there is a huge gap in the actual and desired performance, the whole management process is revising.

    What is Controlling Introduction Meaning and Definition
    What is Controlling? Introduction, Meaning, and Definition, #Pixabay.

    Features of Controlling:

    Based on the definition of control, its following features can identify:

    1. Control is forward-looking because one can control future happenings and not the past. However, on the control process always the past performance is measuring because no one can measure the outcome of a happening which has not occurred. In light of these measurements, managers suggest corrective actions for the future period.
    2. Control is both an executive process and, from the point of view of the organizations of the system, a result. As an executive process, each manager has to perform the control function in the organization. It is true that according to the level of a manager in the organization, the nature, scope, and limit of his control function may different as compare to a manager at another level. The word control is also preceding by an adjective to designate a control problem, such as quality control, inventory control, production control, or even administrative control. In fact, it is administrative control, which constitutes the most comprehensive control concept. All other types of control may subsume under it.
    3. Control is a continuous process. Though managerial control enables the manager to exercise control at the point of action, it follows a definite pattern and timetable, month after month and year after year on-a continuous basis.
    4. A control system is a coordinated-integrated system. This emphasizes that, although data collected for one purpose may differ from those with another purpose, these data should be reconciled with one another. In a sense, the control system is a single system, but it is more accurate to think of it as a set of interlocking sub-systems.

    Notes: You will come to know the definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling.