Tag: Organizing

  • Definition of Organization is Defined by managerial Authors

    Definition of Organization is Defined by managerial Authors

    The word Organization is deriving from the word organism. It means an organized body of connecting interdependent parts sharing a common life. What is the Definition of Organization? The human body consists of hands, feet, eyes, ears, nose, fingers, mouth, etc. Also, These parts are performing their work independently, and at the same time, one part cannot be a substitute for another.

    What is Organization? Meaning and Definition.

    If there is a problem in one limb, the health of the body gets affected. Similarly, if there is a problem in one section, the work of the whole company gets affected. Now You’re learning, What is Definition of Organization?

    You also know about; What is an Organization? Now start what is an organization and some detail of an organization after reading.

    An organization is a mechanism or structure which helps the activities to perform effectively. As well as, the organization establishes to achieve basic objectives. Whatever might be the business objectives, there is a need for organizing. Also, the organization comprises systematically structuring the resources to achieve the pre-set goals of any Endeavor.

    An organization is the detailed arrangement of work and working conditions to perform the assigned activities effectively. Also, the organization consists of different departments. Each department performs its work independently and cannot be a substitute for another.

    The different Definition of Organization:

    A social unit of people that structure and manages to meet a need or to pursue collective goals. Also, all organizations have a management structure that determines relationships between the different activities and the members and subdivides and assigns roles, responsibilities, and authority to carry out different tasks.

    According to Haney; “Organization is a harmonious adjustment of specialized parts for the accomplishment of some common purpose or purposes.”

    According to Allen; “The process of identifying and grouping the work is to perform, defining and delegating responsibility and authority and establishing relationships to enable people to work most effectively together in accomplishing objectives.”

    The meaning of organization is the process and not the company. As well as you know, there are seven functions of management. After the SMART goals are fix, the first and foremost function is planning, which we have discussed earlier. After planning is complete, we have to bring all the resources together in a certain format, which makes it easy for us to take action.

    As detailed earlier, there are four resources viz. men, machines, material, and money which have to bring 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 action. Organizing is the function of preparing for action. Before we start any action, the resources must properly map.

    Notes: Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. Next post of Functions of Organization.

    Definition of Organization - ilearnlot
    Definition of Organization is Defined by managerial Authors.

  • Processes of Scientific Management

    Explaining The Processes of Scientific Management!

    Management is an art and science and it is a continuous activity. It is a factor of production and it is an organized activity. Management aims at maximizing profit with ethical behavior. It is a profession by itself and involves decision making. It is needed in all levels and develops leadership qualities in people. Planning, organizing, staffing, directing, coordinating, motivating and controlling are the functions of management. How to Explain Techniques of Scientific Management?

    Seven types of Processes of Scientific Management

    • Planning.
    • Organizing.
    • Staffing.
    • Directing.
    • Coordinating.
    • Motivating, and.
    • Controlling.
    Processes of Scientific Management
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    Explanation of following Processes of Scientific Management

    Planning

    The process of making plans for something.

    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.

    Organizing

    Arrange systematically; order. coordinate the activities of (a person or group) efficiently. form (a number of people) into a trade union or other political group.

    Make arrangements or preparations for (an event or activity). take responsibility for providing or arranging.

    Staffing

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

    Definition of staffing: The selection and training of individuals for specific job functions, and charging them with the associated responsibilities.

    Directing

    Control the operations of; manage or govern. supervise and control (a film, play, or other production, or the actors in it).

    Aim (something) in a particular direction or at a particular person. focus (one’s thoughts) on or address (one’s efforts) towards something.

    Give (someone) an official order or authoritative instruction.

    Coordinating

    Bring the different elements of (a complex activity or organization) into a harmonious or efficient relationship. negotiate with others in order to work together effectively. match or harmonize attractively.

    Motivating

    Provide (someone) with a reason for doing something. cause (someone) to have an interest in or enthusiasm for something. request (something) and present facts and arguments in support of one’s request.

    Controlling

    Determine the behavior or supervise the running of. maintain influence or authority over. limit the level, intensity, or numbers of. remain calm and reasonable despite provocation.

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

    What is Scientific Management; Also called Taylorism is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. How Do You Know Your Company Wants Help From The Outside?

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

  • Different types Theories of Organization

    Different types Theories of Organization

    Here are Different types Theories of Organization

    First, remembering What is an Organization? it is very helpful for understanding Theories of Organization “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.”

    Organization theory means the study of structure, functioning, and performance of an organization and the behavior of individuals and groups in it. 14 Principles of Management by Henri Fayol.

    The Five type theories of Organization are:
    1. Classical theory
    2. Neo-classical theory
    3. Modern theory
    4. Motivation theory
    5. Decision theory

    Now, Explanation of each Theory following are;

    Classical Theory

    It was found by F.W.Taylor, father of scientific management.

    This theory is base on the following four principles

    Division of labor: The production of a commodity is divide into the maximum number of different divisions. The work of each division is look after by different persons. Each person is specialize in a particular work. In other words, the work is assign to a person according to his specialization and the interest he has in the work. The division of labor results in the maximum production or output with minimum expenses incurred and minimum capital employed.

    Scalar and functional processes: The scalar process deals with the growth of organization vertically. The functional process deals with the growth of organization horizontally. The scalar principles refer to the existence of the relationship between superior and subordinate. In this way, the superior gives instructions or orders to subordinates of various levels of management and gets back the information from the subordinate regarding the operations carried out at different levels or stages. This information is used for the purpose of taking the decision or remedial action to achieve the main objectives of the business.

    The scalar chain means the succession of domination by the superior on the subordinate from the top to the bottom of an organization. The line of authority is base on the principle of unity of command which means that each subordinate does work under one superior only. Reward Strategy with Developing System for Your Organization.

    Structure: The organization structure may define as the prescribe patterns of work-related behavior of workers which result in the accomplishment of organizational objectives. Specialization and coordination are the main issues in the design of an organizational structure.

    The span of control: It means an effective supervision of a maximum number of persons by a supervisor.

    To summarize, classical theory emphasizes the unity of command and principle of coordination. Most of the manager’s time is wasted in coordination and control of the subordinates. According to Lyndall Urwick, “A superior can supervise a maximum of four members at higher levels and between 8-12 members at lower levels to constitute an ideal span of control.”

    Characteristics of classical theory

    • It is base on the division of labor.
    • It’s base on objectives and tasks of the organization.
    • Concerns with the formal organization.
    • It’s base on the coordination of efforts.
    • Division of labor has to balance by unity of command.
    • It fixes a responsibility and accountability for work completion.
    • It is centralize.

    Neo-classical Theory

    It is developed to fill up gaps and deficiencies in the classical theory and is concerns with human relations movement. The study of an organization is base on human behavior such as how people behave and why they do so in a particular situation. The main contribution of this theory highlights the importance of the committee management and better communication. Further, this theory emphasizes that the workers should encourage and motivate to evince active participation in the production process. The feelings and sentiments of the workers should be taken into account and respect before any change is introduce in the organization. The classical theory was production oriented while neo-classical theory was people oriented.

    Contributions of neo-classical theory

    • A person should the basis of an organization.
    • Organization should be view as a total unit.
    • Individual goals and organization goals should integrate.
    • Communication should move from bottom to top and from top to bottom.
    • People should allow to participate in fixing work standards and decision making.
    • The employee should given more power, responsibility, authority and control.
    • Members usually belong to formal and informal groups and interact with others within each group or sub-group.
    • The management should recognize the existence of the informal organization.
    • The members of sub-groups are attach with common objectives.

    Modern Organization Theory

    This theory is compose of the ideas of different approaches to management development. The approach is fully base on empirical research data and has an integrating nature. The approach reflects the formal and informal structure of the organization and due weight age is giving to the status and roles of personnel in an organization.

    1. The modern theory studies the individuals in aggregates and the movement of individuals in and out of the system.
    2. It studies the interaction of individuals with the environment found in the system.
    3. It studies the interaction among individuals in the system.

    Modern theories include the systems approach, the socio-technical approach, and the contingency or situational approach.

    Systems approach: It considers the organization as a system composed of a set of inter-related and thus mutually dependent sub-systems, linking processes and goals.

    Socio-technical approach: It considers the organization as composed of a social system, technical system, and its environment. These interact among themselves and it is necessary to balance them appropriately for the effective functioning of the organization.

    Contingency or situational approach: It recognizes that organizational systems are inter-relate with their environment and that different environments require different organizational relationships for effective working of the organization.

    The following are essentials of modern theory

    1. It views the organizations as a whole.
    2. It’s base on systems analysis.
    3. The findings of this theory are base on empirical approach.
    4. Integrating into nature.
    5. Gives importance to inter-disciplinary approach to organizational analysis.
    6. Concentrates on both quantitative and behavioral sciences.
    7. It’s not a unified body of knowledge.

    Motivation Theory

    It is concerned with the study of work motivation of employees of the organization. The works are perform effectively if proper motivation is giving to the employees. The motivation may be in monetary as well as non-monetary terms, the inner talents of any person can identifies after giving adequate motivation to employees.

    Decision Theory

    This theory was giving by Herbert A. Simon who was award Nobel Prize in the year 1978 for it. He regarded organization as a structure of decision makers. The decisions was taking at all levels of the organization and important policy decisions was taking at higher levels of the organization. Simon suggest that the organizational structure is design through an examination of the points at which decisions must made and the persons from whom information is require if decisions should satisfactory.

    Different types Theories of Organization - ilearnlot

  • How to Make Establish an Efficient System?

    How to Make Establish an Efficient System?

    Efficient (of a system or machine) achieving maximum productivity with minimum wasted effort or expense, preventing the wasteful use of a particular resource. Working in a well-organized and competent way. Performing or functioning in the best possible manner with the least waste of time and effort; having and using requisite knowledge, skill, and industry.

    Abraham Lincoln once gave a sound piece of advice regarding productivity. He said, “Give me six hours to chop down a tree and I will spend the first four sharpening the Axe.”

    It is apparent that he means that he can do a much more efficient job with the right tool. On the other hand, chopping away on the tree with a dull Axe might cut it down as well, but less efficiently and probably for a longer period of time. In other words, the best way to make the most of your time is by establishing an efficient system. To be more specific, you should first create the most conducive environment, and choosing the best tools, for the task.

    To help you establish an efficient system, there are two main things to do. The first one is to choose the right tools you need to accomplish the task in the best possible way. The second is to organize the space in which you will be doing the task.

    Choose the Best Tools for the Task

    Can you tell off the bat which tools you need the most to accomplish certain tasks? If you cannot, try remembering the following guidelines:

    1. The tool should be the most user-friendly.

    While this does not apply to all cases, it helps to remember to go back to the basics. Often, the tool that is easiest to use is also the more efficient. It does not require much time to learn how to use it and to manipulate it.

    An example of a simple, user-friendly time management tool is the to Do list. It is simple as jotting down tasks on a piece of paper and crossing them out once you are done.

    1. The tool should help you focus.

    Some people who want to enhance their time management skills often tend to buy a number of “organizational tools,” such as planners, calendars, and so on, but then end up not using most of them at all. Worse, some would attempt to use them all at once and end up confused. Therefore, the best solution is to pick no more than one tool you will truly use for a particular project, goal, or task, and then stick to it.

    1. The tool should be the most efficient and effective.

    If a tool requires too much time to set up before you can use it, then it had better be four times more efficient than the other models. Otherwise, you would only end up accumulating wasted time from using it. The bottom-line is to choose a tool that will strike a balance between efficiency and effectiveness by looking at how well it can help you with the task and how quickly it can be used.

    Aside from these, other factors you can consider are accessibility, cost, visibility, and so on, depending on the specific tools you need. After all, some tools are to be used for personal goals and tasks, while others are for professional use or team projects. Nevertheless, it helps to keep these three core guidelines in mind before you decide to choose a certain tool for your project.

    Organize and Develop an Efficient Work Space

    A space that is clean and organized does not just mean it is neat and tidy. Rather, it expands to keeping only the things you need in sight. Everything else that does not serve any purpose to your goal is merely a distraction. This rule applies not just to your physical surroundings, but your digital space as well.

    You can achieve this by taking these simple steps:

    1. Clear all the items off the area first. This will make it easier for you to separate the items and tools you want to use from the ones that only serve as distraction.

    For instance, if your computer desktop is cluttered with all sorts of icons and folders, then create a folder and label it “Mess.” After that, move everything into it in one full sweep.

    1. Re-build or re-organize the area by choosing the tools that you need. Everything else must be removed or stored away more efficiently.

    If we go back to the same example, when you are left with a clear desktop, you can then choose from the “Mess” folder the ones you need for a particular project or goal. Everything else can be deleted or sorted out until you can safely delete the “Mess” folder.

    1. Develop an efficient system for your project or goal.

    Now that only the tools you need remain in the area, your final step is to use them to create an efficient system. It is important to ensure that the system is simple, easy to use, and effective, because you may be using it so often it becomes a habit.

    Let us say you make a living as a medical transcriptionist. Since your desktop is now uncluttered, you now only have your transcribing tool, a spreadsheet icon of a file that helps you track your progress, and folder of projects on it. Your final step is to systematize how you work so that you can maximize your time and efficiency. It can be simple, such as:

    Step 1: Click the spreadsheet icon to monitor and review project.

    Step 2: Open transcribing tool.

    Step 3: Open project to be transcribed.

    Step 4: Put on headset, adjust volume, and start transcribing.

    Once your tools and system are polished and organized, it is guaranteed that all the tasks you need to accomplish will become easier to do. All you need to do at this point is to take action.

  • How to Set Your Organize Priorities?

    How to Set Your Organize Priorities?

    There are specific skills and steps that you can learn to effectively manage multiple priorities and to actually assess which activities you need to work on first then next in order to tame your daily and weekly schedule. I’ve tried to organize the best time management advice I can find into one place and make it “research administrator-friendly.”

    The ability to prioritize is highly important in terms of achieving your goal. It helps you to identify and focus only on the essential tasks. It frees you from falling into procrastination or getting distracted by less important tasks. By harnessing this skill, you will be less stressed and a lot more organized and put-together.

    To become proficient in prioritizing, you can start by applying former U.S. President Dwight D. Eisenhower’s Urgent/Important Principle.

    Eisenhower’s Urgent/Important Principle

    In 1954, he mentioned that there are “two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” In this sense, these two concepts can be defined as follows:

    Important tasks are those whose results lead to the achievement of our personal or professional goals.

    Urgent tasks require your immediate attention. However, they are typically related to the goal of someone else (such as your boss). Nevertheless, we focus on them more because there are negative consequences to not doing them right away.

    At this point, you may want to reflect on three things.

    First, identify which tasks or activities are most important to you. Are they in line with your goal? How far along are you in terms of accomplishing it?

    Second, look back on how you spend your time each day. Do you focus on what is urgent? Were you able to find time for what is important?

    Finally, consider how you can make time for what is important and still be able to do what is urgent. Alternatively, think about whether you can sacrifice what is urgent for what is important.

    One strategy that can help you focus on the important tasks first is to do them at the start of your day. The reason why this is effective is that you would still make time for what is urgent later on in the day. After all, you will always find a way to do what is urgent to avoid the consequence.

    Make sure to write down all your thoughts until you can flesh out a concrete plan out of them.

    The Pareto Principle

    It is easy to prioritize when you are in control of your time and resources. However, things take a more challenging turn when you are faced with many issues that will force you to make quick decisions.

    If ever you find yourself in this situation, then you can take a page out of Italian economist Wilfredo Pareto. According to him, eighty percent of the effects of most events come from twenty percent of the causes. To make his point clear, he explained two examples.

    The first one is that 80 percent of the properties in his homeland are owned by only 20 percent of the population. The second, on which his principle is initially based, is that 20 percent of the pea-pods in his garden held 80 percent of the peas produce.

    To this day, the Pareto Principle is being used by many professionals to gauge almost anything, such as by stating that 80 percent of a corporation’s sales come from only 20 percent of its products.

    Going back to the concept of Prioritization, you can apply the Pareto Principle by applying the following steps:

    1. Identify the main problems.

    Take note of every issue that is holding you back from achieving your goal or task. If you are working as a team, consult each member to get their own insights. You might also need to consult your progress chart.

    1. Determine the main cause of each problem.

    According to the concept of Root Cause Analysis, there are three common root causes behind any problem. These are Physical Causes, Human Causes, and Organizational Causes.

    When something breaks down or fails to operate due to some tangible or observable aspect, then it is due to a Physical Cause. One example is you being unable to finish a three-page report due tomorrow because your laptop computer crashed.

    If a person failed to do something, or did something wrong, then the problem is from a Human Cause. An example would be your co-worker failing to send you an email of the survey results for your report tomorrow.

    In situations where, despite the effectiveness of tools and the efficient skills of the people involved, the process itself caused the problem, then it is considered to be due to an Organizational Cause. One example is the pyramid scheme, in that the products are effective and the salespeople are passionate and trained. Yet, the system itself fails to be sustainable.

    Based on this perspective, it is easy to identify the root cause of some problems. However, if you find it a challenge to do so, then you should ask yourself these questions to help you deduce the issue until you can identify the root cause.

    What happened?

    How did it happen?

    Why did it happen?

    Will it happen again?

    Why or why not?

    1. Rearrange the problems in order of priority.

    After you have identified the root cause for each problem, you should then create another list of the same problems. Only this time, you will be enumerating them based on how important it is for them to be solved. This way, you will instantly know which one to focus on solving first before you move on to the second, third, and so on.

    1. Come up with the solutions.

    Now that you have analyzed and organized all the problems, the final step is to solve each of them. Start with the most important problem to be solved, and then brainstorm on the best steps to take to address it.

    Now that you know how to apply Eisenhower’s Urgent/Important Principle and Pareto’s Principle, you can choose from a variety of time management tools in organizing all this information. A simple chart on a spreadsheet should do the trick, and it can look something like this:

    Eisenhower’s Urgent/Important Principle

    Today’s List of Tasks

    Important Tasks Urgent Tasks

    Task 1 – 8:00 am to 9:30 am Task 1 – 11:00 am to 12:00 am

    Task 2 – 10:00 am to 10:30 am Task 2 – 1:00 pm to 3:00 pm

    Pareto’s Principle

    Ranking Problem Root Cause Solution:

    1 Problem A Root Cause A Solution A

    2 Problem B Root Cause B Solution B

    3 Problem C Root Cause C Solution C

    By using these tools, you will surely be able to get more tasks done throughout your day. Of course, this does not mean that these tools alone will enable you to focus on getting the job done. There will be times when we fail to focus on a task because of unexpected occurrences and distractions. However, you can overcome these challenges by improving your ability to concentrate. The next chapter can provide you with tips and strategies on how to do just that.

  • 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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  • Importance with Techniques of Coordination

    Importance with Techniques of Coordination

    First, Some Understand the meaning of Coordination:

    Coordination is much essential in management. Business has various functions. These functions are performed by different individuals.

    Moreover, the performance of these functions requires a division of work and grouping of activities and making decisions at different levels.

    All these necessitate coordination for attaining the desired goals. Coordination is concerned with synchronizing, integrating or unifying all the group actions in an enterprise to achieve its objectives.

    It is a process by which the manager achieves harmonious group efforts and unity of actions through balancing the activities of different individuals and groups of individuals and reconciling their differences in interest or approach, for the attainment of common goals.

    [perfectpullquote align=”right” cite=”” link=”” color=”blue” class=”” size=””]According to Mcfarland, “Coordination is the process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of actions in the pursuit of a common purpose.”[/perfectpullquote]

    Now, Here is Importance of Coordination

    I. Unity of action: An enterprise has diverse resources; technique, activities etc and they all must be coordinated to bring unity through unity in action.

    II. Increase in efficiency and economy: Coordination brings efficiency because it is an effort of all organizational members. It also helps to maintain good relation among all levels of management.

    III. Development of personnel: Coordination helps to obtain information about job, qualities of a job holder which helps to analyze about the potentialities of the job holder and improve coordination system.

    IV. Differential perception: Different people have a different perception. When all people are coordinated effectively their effort and power are concentrated to achieve organizational goals.

    V. Survival of the organization: Coordination helps o harmonize the work resources and physical facilities. When their activities are not harmonized the organization can’t achieve the goal and it can’t survive in the society.

    VI. The accomplishment of objectives: When the employees, their task, and available resources are coordinated, their production will be increased and it helps to accomplish the objectives of the organization.

    VII. The basis of managerial function: All managerial functions such as planning, organizing, directing, controlling etc can’t be conducted effectively without communication.

    VIII. Specialization: In the absence of coordination in the organization the activities can’t be moved in specialized areas. Therefore, it helps in specialization.

    And, Finally Here are Techniques of Coordination

    I. Well defined goals: The first means or technique of coordination is well-defined goals. The goals of the organization should be clear and well defined. Each individual in the organization should understand the overall goals. When the goals are not well defined the coordination may not effective.

    II. Sound organization structure: Coordination is the essence of management. It is not possible without sound organization structure. The authority and responsibility for each and every positions and employee should be clearly defined.

    III. Effective communication: Coordination helps in creating proper understanding among persons. Without effective communication, coordination may be effective. The ideas, opinions should be interchanged freely. It is only through effective communication that even individual understand his/her limitations, positions, and responsibility in the organization. Effective communication helps in coordination. Therefore, it is also an important means of coordination.

    IV. Proper leadership: Proper leadership leads the subordinates effectively and efficiently. A good managerial leader uses the motivational tools to coordinate the employees with an effective communication system. In short, coordination is made possible through proper leadership.

    V. Proper supervision: Supervisors coordinate the subordinates and their activities. Top level management cannot coordinate all employees. In short, proper supervision helps in effective coordination.

    VI. Better plans and policies: Coordination is made according to plans and policies of the organization and departments. When the plans and policies are not better coordination is not effective in the organization.

    VII. Cooperation: Without cooperation, coordination may not succeed because coordination is related to employees and their activities. When they are not cooperative, coordination may not be made. So, cooperation is essential in the organization.

    VIII. Meeting and conference: Coordination may be possible when all employees their all activities and departmental goals are involved in organizational planning and policies. They’re all problems and matters may be involved. When there is an environment of constructive discussion and debate with meeting and conference.

    XI. Group decision: The group decision is a decision in which all members of the organization are participated to make decisions. The ideas and feelings are mixed into the decision and coordination may succeed.

    Notes: Here are you have read it Importance with Techniques of Coordination, last post you might be 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.

  • 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.