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.

  • 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.

  • Motivating

    Processes of Scientific Management Motivating

    The objectives and goals are achieved by motivation. Motivation includes increasing the speed of performance of a work and developing a willingness on the part of workers. This is done by a resourceful leader.

    The workers expect favorable climate conditions to work, fair treatment, monetary and non-monetary incentive, effective communication and gentleman approach.

    According to Earl P. Strong, “Motivating is the process of indoctrinating personnel with the unity of purpose and need to maintain a continuous and harmonious relationship”.

    Here are 14 unique motivational techniques from other entrepreneurs that you can try with your employees by Inc.com

    1. Gamify and Incentivize

    Although we haven’t implemented it yet, we’re developing a feedback system that rewards employees for engaging with our wiki and for learning how to use our application via our training videos. We further reward performance based on meeting certain goals. A proven motivator for students and employees alike is earning a “badge” or points for committing to certain tasks.

    2. Let Them Know You Trust Them

    If you let them know you trust and depend on them, they will fill those shoes sooner than you think. A vote of confidence can go a long way. Let them know you trust them to do the best job possible and they will rarely disappoint you. Try it.

    3. Set Smaller Weekly Goals

    You want lofty ambitions but set up smaller goals along the way to keep people in it. Rather than make a billion this year, focus on getting 100 new customers this week something that will get you to that billion. Then reward the team for achieving the goal with an afternoon off, a party, etc. They will see that your goals are realistic and everyone benefits from working hard.

    4. Give Your Employees Purpose

    I am able to motivate my employees by giving them a purpose. When you accomplish that, they understand the vision better and are able to execute more strongly. In addition, by understanding their purpose and the purpose of the business, an employee is better able to understand how they fit into the big picture.

    5. Radiate Positivity

    I’m always pumping energy through the office. I’m really enthusiastic and want my staff to feed off that positive energy. Because culture is so important to me, I play music, have fun, joke around, and play games. We work hard, but we play hard too. You have to be in the moment and high-energy all the time!

    6. Be Transparent

    I am very open with employees about what’s happening at the highest level so there are no surprises and everyone has a chance to ask questions and give feedback. I want employees to feel included in big decisions and committed to the direction our company takes. This has helped to sustain motivation and increased company loyalty and pride.

    7. Motivate Individuals Rather Than the Team

    Aligned incentives are the only true way to ensure everyone on a team is working toward a common goal. Framing the strategy in multiple ways ensures each stakeholder has a clear, personal understanding of how working together benefits himself and the team. This technique allows you to motivate the team to accomplish amazing things.

    8. Learn What Makes Each Employee Tick

    Ask what they do and don’t like working on, share the big picture company goals, and respond to their questions. Discern their goals and then invest in their professional growth. During one-on-one check-ins, listen to their ideas, because they’re the best at what they do. Respect their personal schedules and non-work time, and don’t ever pit their goals/timelines against each other.

    9. Reward Based on Feedback

    We developed Value bot-an app for Slack that calculates how many times each employee was praised in order to send daily and monthly summaries. Whoever garners the most kudos wins various awards and recognition. Value bot has helped us to visualize our culture and reiterate how much we support one another. The positive energy we create in the office helps us to attract and retain talent.

    10. Prioritize Work-Life Balance

    We have a few fun incentives, like an in-office “phone booth” style machine that lets you grab dollar bills. It’s a fun little motivator that the sales team uses on a smaller scale. Otherwise, it’s also important to encourage employees to take vacation time. A culture that prioritizes work-life balance, yields increased productivity and overall happiness in the workplace.

    11. Have an Open-Door Policy

    It’s amazing how a simple “please” and “thank you” fares with employees. We simply speak to staff the way we would want to be spoken to. We also have an open-door policy when it comes to suggestions and ideas. When employees feel that their voice matters, they, in turn, feel confident about their positions in the company and that they have more at stake than just a paycheck.

    12. Let Them Lead

    Motivating employees is not just about giving them vacation time it is about showing them they make a difference and are valued. Every time we have a meeting, whether large or small, we let a different team member lead the conversation and the topics discussed. Not only can they share their opinions and be heard this way, but they are motivated to make their words and ideas happen afterward.

    13. Show Them the Bigger Picture

    It’s important that employees understand the bigger picture and can see how what they are doing at the moment will eventually contribute to an end goal. Give them tasks and projects to work on and make sure they understand how this fits into the big picture. Talented employees will go above and beyond what you expect of them.

    14. Create Recognition Rituals

    At Convene, every management and executive meeting starts off with each department lead recognizing someone from their team who has gone above and beyond for the company or a client. This positive feedback loop motivates team members, and it holds management accountable for staff recognition.

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

  • Coordinating Definition Examples Advantages

    Coordinating Definition Examples Advantages

    Coordinating is a horizontal function. It creates linkages between different verticals. Coordination is a choice whereas directing is a compulsion of the job.

    Processes of Scientific Management Coordinating

    All the activities divided group-wise or section-wise under organizing function. Now, such grouped activities coordinated towards the accomplishment of organizational objectives and goals. The difficulty of coordination depends upon the size of the organization. It increases with the increasing size of the organization.

    According to Knootz and O’Donell, “The last coordination occurs when individuals see how their jobs contribute to the dominant goals of the enterprise. This implies knowledge and understanding of enterprise objectives”.

    Coordination is the management of interdependence in work situations. It is the orderly synchronization or fitting together of the interdependent efforts of individuals. For example, in a hospital, the activities of doctors, nurses, ward attendants, and lab technicians must properly synchronized if the patient is to receive good care.

    Similarly, in a modern enterprise, which consists of a number of departments, such as production, purchase, sales, finance, personnel etc., there is a need for all of them to properly time their interdependent activities and to effectively reunite the subdivided work. To coordinate is to keep expenditure proportional to financial resources; equipment and tools to production needs; stocks to the rate of consumption; sales to production. It is to build the house neither too big nor too small; adapt the tool to its use; the road to the vehicle; the safety precaution to the risks.

    In a well-coordinated enterprise, the following facts observed

    • Each department works in harmony with the rest. Stores know what has to supplied and at what time; production knows its target; maintenance keeps equipment and tools in good order.
    • Each department, division, and subdivision is precisely informed about the share it must take in the common task.
    • The working schedule of the various departments is constantly tuned to the circumstances.

    The example of the process: Coordinating is a horizontal function. It creates linkages between different verticals. Coordination is a choice whereas directing is a compulsion of the job. Not many people like to coordinate the activities between various sections. It involves talking to persons across the line to get certain things done. It creates linkages between dissimilar functions, It unifies the work of one section with some other section.

    Meaning and Definition

    Coordination refers to the process of organizing people or groups so that they work together properly and efficiently. It involves aligning and synchronizing the activities of different sections or departments to achieve the overall objectives of the organization.

    Definition: According to Knootz and O’Donnell, “The last coordination occurs when individuals see how their jobs contribute to the dominant goals of the enterprise. This implies knowledge and understanding of enterprise objectives.”

    Examples

    • Healthcare: In a hospital, the coordination between doctors, nurses, ward attendants, and lab technicians ensures that patients receive timely and comprehensive care.
    • Manufacturing: Coordination between the production, purchasing, sales, and maintenance departments ensures smooth operations and timely delivery of products.

    Importance

    1. Efficiency: Proper coordination improves operational efficiency by ensuring that different parts of the organization work together seamlessly.
    2. Resource Utilization: It helps in the optimal utilization of resources by avoiding duplication of work and reducing wastage.
    3. Goal Achievement: Coordination aligns the activities of various departments with the overall goals of the organization, making it easier to achieve these goals.
    4. Conflict Reduction: Provides clarity of roles and responsibilities, thus reducing misunderstandings and conflicts between departments.
    5. Adaptability: Enhances the organization’s ability to adapt to changes and uncertainties in the business environment.

    Advantages

    1. Improved Performance: Coordinated efforts lead to better performance as the collective efforts are aligned with the goals.
    2. Enhanced Communication: Facilitates better communication among different departments, leading to a clearer understanding of tasks and responsibilities.
    3. Synergy: Creates synergy by combining the strengths of different departments and making the whole greater than the sum of its parts.
    4. Flexibility: Increases the organization’s ability to respond to changes quickly and efficiently.
    5. Employee Morale: Boosts employee morale as everyone understands their role and how it contributes to the organization’s success.

    Disadvantages

    1. Complexity: The need for coordination increases with the size and complexity of the organization, making it a challenging task.
    2. Time-Consuming: Effective coordination requires time and effort, which can be resource-intensive.
    3. Resistance to Change: Employees or departments may resist changes that are necessary for better coordination.
    4. Cost: Implementing coordination mechanisms, such as meetings, software tools, and communication systems, can increase operational costs.
    5. Over-Reliance: Too much focus on coordination can lead to over-reliance on structure, potentially stifling creativity and innovation.

    By understanding and implementing effective coordination, organizations can enhance efficiency, achieve their objectives, and foster a harmonious working environment. Nonetheless, it is crucial to acknowledge and address the potential challenges to maintain a balanced approach.

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

  • Staffing Definition Examples Advantages

    Staffing Definition Examples Advantages

    Staffing is the important function of management that involves employing the right number of people at the right place with right skills and abilities.

    Processes of Scientific Management Staffing

    It also involves training and development of the people so that organizational objectives and goals can achieved successfully. It comprises the activities of selection and placement of competent personnel.

    Definition

    “Staffing is the process of hiring, positioning and overseeing employees in an organization”.

    In addition to selection, training, development of personnel, it also comprises of promotion of best persons, a retirement of old persons, performance appraisal of all the personnel, and adequate remuneration of personnel. The success of any enterprise depends upon the successful performance of the staffing function.

    Meaning

    Staffing is the process within an organization that involves the careful selection, training, development, and placement of competent individuals in appropriate roles. This ensures that the organization achieves its objectives efficiently and effectively.

    Examples

    1. Recruitment: Finding suitable candidates and encouraging them to apply for positions within the organization. This can be done through advertisements, referrals, and placement agencies.
    2. Training Programs: Offering training programs to new hires to help them understand their roles and enhance their skills.
    3. Performance Appraisals: Regularly evaluating employees’ performance to ensure they meet the organization’s standards and identifying areas for improvement.
    4. Promotion and Transfers: Moving employees to higher positions or different roles within the organization based on their performance and skills.

    Importance

    • Efficient Operations: By placing the right people in the right roles, organizations can ensure smooth and effective operations.
    • Employee Development: Ongoing training and development help employees stay current with industry standards and improve their performance.
    • Retention: Proper staffing measures can help retain talented employees by providing growth opportunities and fair remuneration.
    • Organizational Success: Successful staffing practices lead to an overall improvement in organizational performance and help achieve business goals.

    Advantages

    • Talent Acquisition: Effective staffing helps in acquiring skilled and competent employees that add value to the organization.
    • Better Productivity: Well-staffed organizations typically experience higher productivity levels as employees are well-trained and motivated.
    • Reduced Turnover: By selecting and nurturing the right candidates, staffing can significantly reduce turnover rates.
    • Enhanced Employee Morale: Adequate staffing and fair promotion practices contribute to high employee morale and job satisfaction.

    Disadvantages

    • High Costs: The staffing process, which includes recruitment, training, and development, can be costly.
    • Time-Consuming: Finding the right candidates and adequately training them is a time-consuming process.
    • Potential for Bias: Improper staffing practices can lead to biases in hiring and promotions, which may affect the organization’s diversity and inclusivity.
    • Mismatch: There is always a risk of hiring individuals who do not fit well with the organizational culture or their roles, which could lead to inefficiencies.

    Understanding the intricacies of staffing can help organizations optimize their human resources for improved performance and longevity.

    The staffing function involves

    • Determining human resource requirements of the organization.
    • Recruiting individuals with required skills and competence.
    • Providing placement and orientation to individuals
    • Providing training and development programs to individuals.
    • Evaluating the performance of individuals.
    • Transferring, promoting, laying off individuals.

    The example of the process: Recruitment is the process of finding proper candidates and inducing them to apply for the jobs in the organization. The recruitment should be sound one. If it is not so, the morale of the staff will be very low and the image of the company will tarnished.

    Recruitment is done through advertisements, word of mouth publicity and with the help of placement agencies.

    The success of any recruitment depends upon policies and procedures followed by the company while recruiting the staff members.

    Jobs with low salary, uninteresting and difficult jobs are challenging to be filled up easily.

    Recruitment means the discovery of the staff members for the present and future jobs.

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

  • Organizing Definition Examples Advantages

    Organizing Definition Examples Advantages

    Organizing defines various relationships in an organization, such as authority-responsibility, and inter-departmental relationships. It is because of those structural arrangements and relationships, the future plans of an organization are developed and carried out.

    Processes of Scientific Management Organizing

    It can be defined as arranging the work, processes, authority, resources and employees in the right order so that all the organizational activities can take place in a defined and orderly manner. The Proper arrangement ensures timely attainment of objectives and minimization of work chaos and miscommunications.

    Similar to planning, organizing is also an on-going activity that changes with any change brought about in any function of an organization. The function of organizing is different for different objectives and goals. For example, organizing the functions and work processes of an accounting department are different from that of a marketing department.

    Organizing is the distribution of work in group-wise or section-wise for effective performance. Organization provides all facilities which are necessary to perform the work. After the business gets developed, the organization takes responsibility to create some more departments under different managers. Hence the organization divides the total work and coordinates all the activities by authority relationship. Besides, organizing defines the position of each person in the organization and determines the paths through which communication should flow. The manager would determine who should report to whom and how.

    Definition

    Organizing is defined as arranging the work, processes, authority, resources, and employees in a structured order so that all organizational activities can take place in a defined and orderly manner.

    According to Henry Fayol, “Organization is of two kinds: Organization of the human factor, and organization of material factor. Organization of human factor covers the distribution of work to those who are best suitable along with authority and responsibility. Organization of material factor covers utilization of raw materials, plant as well as machinery”.

    An organizing function may also be defined as a process of integrating, balancing, unifying, and coordinating the activities of employees and different organizational departments for accomplishing predetermined objectives.

    Meaning

    Organizing in management refers to the systematic arrangement of tasks, resources, and authority in an organization to achieve the intended objectives efficiently and effectively.

    Examples

    • Corporate Example: Organizing the functions and work processes of an accounting department are different from that of a marketing department.
    • Event Management Example: For a wedding ceremony, various activities like booking the hall, sending invitations, receiving guests, and organizing accommodations must be systematically planned and executed to avoid stress and errors.

    Importance

    Organizing is crucial because it:

    Advantages

    1. Systematic Approach: Ensures that all tasks and resources are arranged systematically.
    2. Clarity of Roles: Clearly defines roles and responsibilities, reducing confusion.
    3. Efficient Resource Utilization: Facilitates optimal use of resources such as manpower, materials, and machinery.
    4. Enhanced Coordination: Improves coordination and cooperation among departments.
    5. Timely Achievement of Objectives: Helps in achieving objectives in a timely manner, avoiding work chaos and miscommunications.

    Disadvantages

    1. Rigidity: May lead to rigidity, making it difficult to adapt to sudden changes.
    2. Time Consuming: The process of organizing can be time-consuming, delaying the implementation of actions.
    3. Complexity: In large organizations, organizing can become very complex, leading to bureaucratic inefficiencies.
    4. Costs: Implementing an organizing structure involves costs related to training, restructuring, and administrative overheads.
    5. Over-emphasis on Authority: Can sometimes lead to over-emphasis on authority and control, stifling creativity and innovation.

    Organizing is a fundamental function of management that plays a vital role in ensuring the smooth operation and success of an organization. By meticulously arranging resources and tasks, organizations can achieve their goals effectively while minimizing disruptions and inefficiencies.

    The organizing function involves

    • Determining and explaining the activities required achieving planned objectives.
    • Grouping the activities among different departments.
    • Assigning activities to individuals at specific positions.
    • Delegating the authority to individuals for carrying out activities.
    • Explaining the roles and responsibilities to individuals.
    • Laying down horizontal and vertical authority relationships throughout the organization.

    The example of the process: To elaborate the subject further, after planning is completed, we have to bring all the resources together in a certain format, which makes easy for us to take actions. As detailed earlier, there are four resources viz. men, machines, material, and money which have to be brought together in the proportion as per plan. When we talk about the organization, it is not only the organization of men but also the organization of machines, materials, and money. Remember, after planning, we should not jump to actions. Organizing is the function for preparing for action. Before we start any action, the resources must be properly mapped.

    As stated earlier, if we are managing an event like marriage ceremony, while performing various activities like booking of the hall, sending invitations, receiving guests and putting them into hotels etc., we must ensure that proper time table, schedule, allocation of work to various persons are done systematically and in time. Otherwise, we will be stressed and then will make mistakes because of leakage of energy.

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

  • What is The Importance of Management? Explanation

    Every business needs a direction. This direction is given by Management. The resources will be converted into production, which has good quality, quantity, on-time delivery, which will result in customer satisfaction. So, what is the question going to study; What is The Importance of Management? Explanation.

    Here is the Explanation; What is The Importance of Management?

    The following factors for you to study, in order to become good managers.

    • Management meets the challenge of change: Only an efficient management can save the business from the dangers brought in by the challenges of change.
    • The accomplishment of group goals: The proper planning of available resources, adjusting possibility of the business unit with the existing business environment, quality of decision taken and control made by business unit are the factors responsible for achieving the objectives/goals.
    • Effective utilization of resources: As explained above.
    • Effective functioning of business: Ability, experience, mutual understanding, coordination, motivation, and supervision are the factors responsible for the effective functioning of the business.
    • Resource development: The resources viz. men, machines, materials, and money have to be developed by the management.
    • Sound organizational structure: It clearly defines the authority and responsibility relationship of employees. Care must be taken to appoint the right persons to the right job.
    • Management directs the organization: Similar to human mind directing and controlling human body, management directs and controls the organization.
    • It integrates various interests: Management takes steps to integrate various interests of employees working in the organization.
    • It stabilizes the fluctuations: The business always has ups and downs. These fluctuations are stabilized by the management.
    • It innovates: New innovative ideas are implemented in the organization.
    • Coordination and team spirit: Management coordinates the activities of different departments and establishes team spirit.
    • Tackling and solving problems: Good management acts as a friend and guide to the employees to solve the day-to-day problems for effective performance.
    • Management is a tool for personality development: New methods and techniques are taught to workers. Training facilities are arranged by the management. Thus, there is personality development in the employees.

    Note: You will be read Importance of Management, also reading Functions of Management by Henri Fayol, 14 Principles of Management by Henri Fayol. Do you know what is Five M’s in the Business?

  • Why Become an Entrepreneur? Make Own Business

    Why Become an Entrepreneur? The three primary reasons that people become an entrepreneur and start their own firms are to be their own boss, pursue their own ideas, and realize financial rewards. Also, Top best major degree to become an Entrepreneur ideas essay online with no money for inside a company today.

    Here is the article to explain, How to Become an Entrepreneur? Their ideas essay online with no money for inside a company today.

    The first of these reasons being one’s own boss gives most commonly. The following reason below are;

    Be Their Own Boss.

    The best major degree to become an entrepreneur inside a company with no money. This doesn’t mean, however, that entrepreneur is difficult to work with or that they have trouble accepting authority. Instead, many entrepreneurs want to be their own boss because either they have had a longtime ambition to own their own firm or because they have become frustrated working in traditional jobs.

    The type of frustration that some entrepreneurs feel working in conventional jobs is exemplified by Wendy DeFeudis, the founder of VeryWendy, a company that makes customized social invitations. Commenting on how her experiences working for herself have been more satisfying than working for a large firm, DeFeudis remarked:

    I always wanted to be my own boss, I felt confined by the corporate structure.

    I found it frustrating and a complete waste of time—a waste to have to sell my ideas to multiple people and attend all kinds of internal meetings before moving forward with a concept.

    Why you’re to be?

    Sometimes the desire to be their own boss results from a realization that the only way they’ll achieve an important personal or professional goal is to start their own business. Christopher Jones, David Labat, and Mary McGrath started a business for this reason. The three, who are educational psychologists, had secure jobs at a public school in the Santa Clarita Valley, north of Los Angeles.

    Over time, they felt inhibited by the limited range of services they were able to provide students in a school setting; so they left their jobs to start Dynamic Interventions, a more full-service educational psychology, and counseling center. Recalling why he and his colleagues needed to leave their jobs to become their own bosses Jones said:

    The idea came from some general frustrations with not being able to practice the breadth of service that [we wanted to]. And instead of going to work and being angry about it for the next 30 years, we decided to do something about it. With Dynamic Interventions, our service doesn’t stop at the end of the school day. We can go more in-depth and be more beneficial to the whole family.”

    Pursue Their Own Ideas:

    The second reason people start their own firms is to pursue their own ideas (201). Some people are naturally alert, and when they recognize ideas for new products or services; they have a desire to see those ideas realized. Corporate entrepreneurs who innovate within the context of an existing firm typically have a mechanism for their ideas to become known.

    Established firms, however, often resist innovation. When this happens, employees are left with good ideas that go unfulfilled. Because of their passion and commitment; some employees choose to leave the firm employing them to start their own business as the means to develop their own ideas. This chain of events can take place in noncorporate settings, too.

    For example, some people, through a hobby, leisure activity, or just everyday life; recognize the need for a product or service that is not available in the marketplace. If the idea is viable enough to support a business; they commit tremendous time and energy to convert the idea into a part-time or full-time firm.

    Other ideas:

    An example of a person who left a job to pursue an idea is Kevin Mann, the founder of Graphic.ly; a social digital distribution platform for comic book publishers and fans. Mann became discouraged when he couldn’t find a comic book in which he was interested. He even took a 100-mile train ride to search for it in a neighboring city. His frustration boiled over on the train ride home:

    “I kept thinking that there had to be a better way of buying comics, and then it dawned on me. That morning I had purchased a movie from iTunes, which I was watching right there on the train. Why shouldn’t buying comics be just as easy? Why did I have to travel over 100 miles and waste the better part of a day, all for nothing? I realized I had two options. I could quit buying comics or I could quit my job and build the iTunes of comics.”

    This revelation led to the launch of Graphic.ly in the fall of 2009. Today, Graphic.ly is both a robust platform for the sale of digital comics and a social network for people who enjoy discussing the comics they’re reading. Following up on the story about the train ride, Mann went on to say:

    That’s how Graphic.ly started and my enthusiasm for comics has now transferred to a business I love being part of. Every single day I am excited to go to work. I get to create and innovate in a sector I love. Ultimately, I’ll solve a problem that was ruining something very special to me.

    Pursue Financial Rewards:

    Finally, people start their own firms to pursue financial rewards. This motivation, however, is typically secondary to the first two and often fails to live up to its hype. The average entrepreneur does not make more money than someone with a similar amount of responsibility in a traditional job. The financial lure of entrepreneurship is its upside potential. People such as Jeff Bezos of Amazon, Mark Zuckerberg of Facebook, and Larry Page, and Sergey Brin of Google made hundreds of millions of dollars building their firms. Money is also a unifier. Making a profit and increasing the value of a company is a solidifying goal that people can rally around.

    But money is rarely the primary motivation behind the launch of an entrepreneurial firm. Some entrepreneurs even report that the financial rewards associated with entrepreneurship can be bittersweet if they accompany by losing control of their firm. For example, Sir Richard Branson, after selling Virgin Records, wrote, “I remember walking down the street (after the sale was completed). I was crying. Tears . . . [were] streaming down my face. And there I was holding a check for a billion dollars. . . . If you’d have seen me, you would have thought I was loony. A billion dollars.” For Branson, it wasn’t just the money it was the thrill of building the business, and of seeing the success of his initial idea.

    Why Become an Entrepreneur Make Own Business Image
    Why Become an Entrepreneur? Make Own Business; Image from Pixabay.

  • Asian Top Countries Ranked by Military Power (2016)

    Asian Top Countries Ranked by Military Power (2016)

    This is a list of countries by Military Strength Index based on the GFP database Asia Pacific report. The factors under consideration for military strength and their total weights are a number of active personnel in the army, tanks, attack helicopters, aircraft, aircraft carriers, and submarines. The Military Strength Indicator introduced by GFP database includes only the strongest militaries and does not account for the actual training that the militaries may have.

    The Asia Pacific region is embroiled in a full-fledged arms race with new programs being funded and alliances being forged. The GFP ranking makes use of over 40 factors to determine each nation’s Power Index score.

    There are is the total of 33 countries of the Asia Pacific region represented by the GFP database.

    Asia

    1.  0.0964 – Russia
    2.  0.0988 – China
    3.  0.1661 – India
    4.  0.2466 – Japan
    5.  0.2623 – Turkey
    6.  0.2824 – South Korea
    7.  0.3246 – Pakistan
    8.  0.3354 – Indonesia
    9.  0.3684 – Vietnam
    10.  0.3958 – Taiwan

    Military Countries Power (2016) All rating by GFP Power Index rating

    Military Power (2016) By GFP rank other countries list; 11. 0.4068 – Thailand, 12. 0.4209 – Australia, 13. 0.4442 – North Korea, 14. 0.6584 – Myanmar, 15. 0.6679 – Malaysia, 16. 0.8384 – Uzbekistan, 17. 0.8661 – Philippines, 18. 0.8683 – Bangladesh, 19. 0.8722 – Kazakhstan, 20. 0.9349 – Azerbaijan, 21. 1.0241 – Singapore, 22. 1.0611 – Afghanistan, 23. 1.5148 – Georgia, 24. 1.6268 – Sri Lanka, 25. 1.6722 – Turkmenistan, 26. 1.7981 – Mongolia, 27. 1.8224 – Cambodia, 28. 1.9113 – Armenia, 29. 1.9741 – Nepal, 30. 2.0791 – New Zealand, 31. 2.3158 – Kyrgyzstan, 32. 2.4322 – Tajikistan, and 33 2.8947 – Laos.

    Note: Global Firepower (GFP) continues to provide its unique analytical display of data concerning modern military powers. Over 125 powers are considered in the ranking which allows for a broad spectrum of comparisons to be achieved concerning relative military strengths.