Tag: Process

  • Mitosis and Cell Reproduction

    What do you understand of Mitosis and Cell Reproduction?

    Cell Cycle

    The cell cycle or cell division cycle is the series of events that take place in a cell leading to its division and duplication of its DNA (DNA replication) to produce two daughter cells. In bacteria, which lack a cell nucleus, the cell cycle is divided into the B, C, and D periods. The B period extends from the end of cell division to the beginning of DNA replication. DNA replication occurs during the C period. The D period refers to the stage between the end of DNA replication and the splitting of the bacterial cell into two daughter cells. In cells with a nucleus, as in eukaryotes, the cell cycle is also divided into three periods: interphase, the mitotic (M) phase, and cytokinesis. During interphase, the cell grows, accumulating nutrients needed for mitosis, preparing it for cell division and duplicating its DNA. During the mitotic phase, the chromosomes separate. During the final stage, cytokinesis, the chromosomes and cytoplasm separate into two new daughter cells. To ensure the proper division of the cell, there are control mechanisms known as cell cycle checkpoints.

    Animal cell cycle
    Animal cell cycle

    The cell cycle involves many repetitions of cellular growth and reproduction. With few exceptions (for example, red blood cells), all the cells of living things undergo a cell cycle.

    The cell cycle is generally divided into two phases: interphase and mitosis. During interphase, the cell spends most of its time performing the functions that make it unique. Mitosis is the phase of the cell cycle during which the cell divides into two daughter cells.

    Interphase

    The interphase stage of the cell cycle includes three distinctive parts: The G1 phase, the S phase, and the G2 phase. The G1 phase follows mitosis and is the period in which the cell is synthesizing its structural proteins and enzymes to perform its functions. For example, a pancreas cell in the G1 phase will produce and secrete insulin, a muscle cell will undergo the contractions that permit movement, and a salivary gland cell will secrete salivary enzymes to assist digestion. During the G1 phase, each chromosome consists of a single molecule of DNA and its associated histone protein. In normal human cells, there are 46 chromosomes per cell (except in sex cells with 23 chromosomes and red blood cells with no nucleus and, hence, no chromosomes).

    During the S phase of the cell cycle, the DNA within the nucleus replicates. During this process, each chromosome is faithfully copied, so by the end of the S phase, two DNA molecules exist for each one formerly present in the G1 phase. Human cells contain 92 chromosomes per cell in the S phase.

    In the G2 phase, the cell prepares for mitosis. Proteins organize themselves to form a series of fibers called the spindle, which is involved in chromosome movement during mitosis. The spindle is constructed from amino acids for each mitosis, and then taken apart at the conclusion of the process. Spindle fibers are composed of microtubules.

    Mitosis

    The term mitosis is derived from the Latin stem mito, meaning “threads.” When mitosis was first described a century ago, scientists had seen “threads” within cells, so they gave the name “mitosis” to the process of “thread movement.” During mitosis, the nuclear material becomes visible as threadlike chromosomes. The chromosomes organize in the center of the cell, and then they separate, and 46 chromosomes move into each new cell that forms.

    In cell biology, mitosis is a part of the cell cycle when replicated chromosomes are separated into two new nuclei. In general, mitosis ( the division of the nucleus) is preceded by the S stage of interphase (during which the DNA is replicated) and is often accompanied or followed by cytokinesis, which divides the cytoplasm, organelles and cell membrane into two new cells containing roughly equal shares of these cellular components. Mitosis and cytokinesis together define the mitotic (M) phase of an animal cell cycle the division of the mother cell into two daughter cells genetically identical to each other.

    Mitosis is a continuous process, but for convenience in denoting which portion of the process is taking place, scientists divide mitosis into a series of phases: prophase, metaphase, anaphase, and telophase (see Figure 1):

    Mitosis and Cell Reproduction Process

    Figure 1. The process of mitosis, in which the chromosomes of a cell duplicate and pass into two daughter cells.

    Types of Mitosis

    Types of Mitosis

    The primary result of mitosis and cytokinesis is the transfer of a parent cell’s genome into two daughter cells. The genome is composed of a number of chromosomes complexes of tightly coiled DNA that contain genetic information vital for proper cell function. Because each resultant daughter cell should be genetically identical to the parent cell, the parent cell must make a copy of each chromosome before mitosis. This occurs during the S phase of interphase. Chromosome duplication results in two identical sister chromatids bound together by cohesin proteins at the centromere.

    When mitosis begins, the chromosomes condense and become visible. In some eukaryotes, for example, animals, the nuclear envelope, which segregates the DNA from the cytoplasm, disintegrates into small vesicles. The nucleolus, which makes ribosomes in the cell, also disappears. Microtubules project from opposite ends of the cell, attach to the centromeres and align the chromosomes centrally within the cell. The microtubules then contract to pull the sister chromatids of each chromosome apart. Sister chromatids at this point are called daughter chromosomes. As the cell elongates, corresponding daughter chromosomes are pulled toward opposite ends of the cell and condense maximally in late anaphase. A new nuclear envelope forms around the separated daughter chromosomes, which decondense to form interphase nuclei.

    During mitotic progression, typically after the anaphase onset, the cell may undergo cytokinesis. In animal cells, a cell membrane pinches inward between the two developing nuclei to produce two new cells. In plant cells, a cell plate forms between the two nuclei. Cytokinesis does not always occur; coenocytic (a type of multinucleate condition) cells undergo mitosis without cytokinesis.

    Prophase: Mitosis begins with the condensing of the chromatin to form chromosomes in the phase called prophase. Two copies of each chromosome exist; each one is a chromatid. Two chromatids are joined to one another at a region called the centromere. As prophase unfolds, the chromatids become visible in pairs (called sister chromatids), the spindle fibers form, the nucleoli disappear, and the nuclear envelope dissolves.

    In animal cells during prophase, microscopic bodies called centrioles begin to migrate to opposite sides of the cell. When the centrioles reach the poles of the cell, they produce and are then surrounded by a series of radiating microtubules called an aster. Centrioles and asters are not present in most plant or fungal cells.

    As prophase continues, the chromatids attach to spindle fibers that extend out from opposite poles of the cell. The spindle fibers attach at the region of the centromere at a structure called the kinetochore, an area of protein in the centromere region. Eventually, all pairs of chromatids reach the center of the cell, a region called the equatorial plate.

    Metaphase: Metaphase is the stage of mitosis in which the pairs of chromatids line up on the equatorial plate. This region is also called the metaphase plate. In a human cell, 92 chromosomes in 46 pairs align at the equatorial plate. Each pair is connected at the centromere, where the spindle fiber is attached (more specifically at the kinetochore).

    Anaphase: At the beginning of anaphase, the sister chromatids move apart from one another. The chromatids are called chromosomes after the separation. Each chromosome is attached to a spindle fiber, and the members of each chromosome pair are drawn to opposite poles of the cell by the spindle fibers. During anaphase, the chromosomes can be seen moving. They take on a rough V shape because of their midregion attachment to the spindle fibers. The movement toward the poles is accomplished by several mechanisms, such as an elongation of the spindle fibers, which results in pushing the poles apart.

    The result of anaphase is an equal separation and distribution of the chromosomes. In human cells, a total of 46 chromosomes move to each pole as the process of mitosis continues.

    Telophase: In telophase, the chromosomes finally arrive at the opposite poles of the cell. The distinct chromosomes begin to fade from sight as masses of chromatin are formed again. The events of telophase are essentially the reverse of those in prophase. The spindle is dismantled and its amino acids are recycled, the nucleoli reappear, and the nuclear envelope is reformed.

    Cytokinesis: Cytokinesis is the process in which the cytoplasm divides and two separate cells form. Note that cytokinesis is separate from the four stages of mitosis. In animal cells, cytokinesis begins with the formation of a cleavage furrow in the center of the cell. With the formation of the furrow, the cell membrane begins to pinch into the cytoplasm, and the formation of two cells begins. This process is often referred to as cell cleavage. Microfilaments contract during cleavage and assist the division of the cell into two daughter cells.

    In plant cells, cytokinesis occurs by a different process because a rigid cell wall is involved. Cleavage does not take place in plant cells. Rather, a new cell wall is assembled at the center of the cell, beginning with vesicles formed from the Golgi apparatus (see Bilogy of Cells). As the vesicles join, they form a double membrane called the cell plate. The cell plate forms in the middle of the cytoplasm and grows outward to fuse with the cell membrane. The cell plate separates the two daughter cells. As cell wall material is laid down, the two cells move apart from one another to yield two new daughter cells.

    Mitosis serves several functions in living cells. In many simple organisms, it is the method for asexual reproduction (for example, in the cells of a fungus). In multicellular organisms, mitosis allows the entire organism to grow by forming new cells and replacing older cells. In certain species, mitosis is used to heal wounds or regenerate body parts. It is the universal process for cell division in eukaryotic cells.

    Cell Nucleus

    A distinguishing feature of a living thing is that it reproduces independent of other living things. This reproduction occurs at the cellular level. In certain parts of the body, such as along the gastrointestinal tract, the cells reproduce often. In other parts of the body, such as in the nervous system, the cells reproduce less frequently. With the exception of only a few kinds of cells, such as red blood cells (which lack nuclei when fully mature), all cells of the human body reproduce.

    In eukaryotic cells (see Bilogy of Cells), the structure and contents of the nucleus are of fundamental importance to an understanding of cell reproduction. The nucleus contains the hereditary material (DNA) of the cell assembled into chromosomes. In addition, the nucleus usually contains one or more prominent nucleoli (dense bodies that are the site of ribosome synthesis).

    Anatomy of the Nucleus

    Figure 2: Anatomy of the Nucleus

    The nucleus is surrounded by a nuclear envelope consisting of a double membrane that is continuous with the endoplasmic reticulum. Transport of molecules between the nucleus and cytoplasm is accomplished through a series of nuclear pores lined with proteins that facilitate the passage of molecules out of the nucleus. The proteins provide a certain measure of selectivity in the passage of molecules across the nuclear membrane.

    The nuclear material consists of deoxyribonucleic acid (DNA) organized into long strands. The strands of DNA are composed of nucleotides bonded to one another by covalent bonds. DNA molecules are extremely long relative to the cell; there are approximately 6 feet of DNA in a single human cell. However, in the chromosome, the DNA is condensed and packaged with protein into manageable bodies. The mass of DNA material and its associated protein is chromatin.

    To form chromatin, the DNA molecule is wound around globules of a protein called histone. The units formed in this way are nucleosomes. Millions of nucleosomes are connected by short stretches of histone protein, much like beads on a string. The configuration of the nucleosomes in a coil causes additional coiling of the DNA and the eventual formation of the chromosome.

  • Photosynthesis

    What is Photosynthesis?

    A great variety of living things on Earth, including all green plants, synthesize their foods from simple molecules, such as carbon dioxide and water. For this process, the organisms require energy, and that energy is derived from sunlight.

    Figure 1. shows the energy relationships in living cells. Light energy is captured in the chloroplast of plant cells and used to synthesize glucose molecules, shown as C6H12O6. In the process, oxygen (O2) is released as a waste product. The glucose and oxygen are then used in the mitochondrion of the plant cell, and the energy is released and used to fuel the synthesis of ATP from ADP and P. In the reaction, CO2 and water are released in the mitochondrion to be reused in photosynthesis in the chloroplast.

    Energy relationships in living cells Cycles
    Energy relationships in living cells Cycles

    Energy relationships in living cells

    Figure 1. Energy relationships in living cells.

    The process of utilizing energy to synthesize carbohydrate molecules is called photosynthesis. Photosynthesis is actually two separate processes. in the first process, energy-rich electrons flow through a series of coenzymes and other molecules. This electron energy is trapped. During the trapping process, adenosine triphosphate (ATP) molecules and molecules of nicotinamide adenine dinucleotide phosphate hydrogen (NADPH) are formed. Both ATP and NADPH are rich in energy. These molecules are used in the second process, where carbon dioxide molecules are bound into carbohydrates too form organic substances such as glucose.

    Chloroplast

    The organelle in which photosynthesis occurs (in the leaves and green stems of plants, for example) is called the chloroplast. Chloroplasts are relatively large organelles, containing a watery, protein-rich fluid called stroma. The stroma contains many small structures composed of membranes that resemble stacks of coins. Each stack is a granum (the plural form is grana). Each membrane in the stack is a thylakoid. Within the thylakoid membranes of the granum, many of the reactions of photosynthesis take place. The thylakoids are somewhat similar to the cristae of mitochondria (see Cellular Respiration).

    Photosystems

    Pigment molecules organized into photosystems capture sunlight in the chloroplast. Photosystems are clusters of light-absorbing pigments with some associated molecules—proton (hydrogen ion) pumps, enzymes, coenzymes, and cytochromes (see Cells and Energy). Each photosystem contains about 200 molecules of a green pigment called chlorophyll and about 50 molecules of another family of pigments called carotenoids. In the reaction center of the photosystem, the energy of sunlight is converted to chemical energy. The center is sometimes called a light-harvesting antenna.

    There are two photosystems within the thylakoid membranes, designated photosystem I and photosystem II. The reaction centers of these photosystems are P700 and P680, respectively. The energy captured in these reaction centers drives chemiosmosis, and the energy of chemiosmosis stimulates ATP production in the chloroplasts.

    Process of Photosynthesis

    The process of photosynthesis is conveniently divided into two parts: the energy-fixing reaction (also called the light reaction) and the carbon-fixing reaction (also called the light-independent reaction or the dark reaction).

    Energy-fixing reaction

    The energy-fixing reaction of photosynthesis begins when light is absorbed in photosystem II in the thylakoid membranes. The energy of the sunlight, captured in the P680 reaction center, causes the electrons from P680’s chlorophyll to move to a higher, unstable energy level. These electrons pass through a series of cytochromes in the nearby electron-transport system.

    After passing through the electron transport system, the energy-rich electrons eventually enter Photosystem-I. Some of the energy of the electron is used to pump protons across the thylakoid membrane, and this pumping sets up the potential for chemiosmosis.

    The spent electrons from P680 enter the P700 reaction center in photosystem I. Sunlight activates the electrons, which receive a second boost out of the chlorophyll molecules. There they reach a high energy level. The electrons progress through a second electron transport system, but this time there is no proton pumping. Rather, the energy reduces NADP. This reduction occurs as two electrons join NADP and energize the molecule. Because NADP acquires two negatively charged electrons, it attracts two positively charged protons to balance the charges. Consequently, the NADP molecule is reduced to NADPH, a molecule that contains much energy.

    Because electrons have flowed out of the P680 reaction center, the chlorophyll molecules are left without a certain number of electrons. Electrons secured from water molecules replace these electrons. Each split water molecule releases two electrons that enter the chlorophyll molecules to replace those lost. The split water molecules also release two protons that enter the cytoplasm near the thylakoid and are available to increase the chemiosmotic gradient.

    The third product of the split water molecules is oxygen. Two oxygen atoms combine with one another to form molecular oxygen (O2), which is given off as the by-product of photosynthesis; it fills the atmosphere and is used by all oxygen-requiring organisms, including plant and animal cells.

    Described above are the noncyclic energy-fixing reactions (see Figure 2). Certain plants and autotrophic prokaryotes are also known to participate in cyclic energy-fixing reactions. These reactions involve only photosystem I and the P700 reaction center. Excited electrons leave the reaction center, pass through coenzymes of the electron transport system, and follow a special pathway back to P700. Each electron powers the proton pump and encourages the transport of a proton across the thylakoid membrane. This process enriches the proton gradient and eventually leads to the generation of ATP.

    The energy-fixing reactions of photosynthesis

    Figure 2. The energy-fixing reactions of photosynthesis.

    ATP production in the energy-fixing reactions of photosynthesis occurs by the process of chemiosmosis (explained in Cells and Energy). Essentially, this process consists of a rush of protons across a membrane (the thylakoid membrane, in this case), accompanied by the synthesis of ATP molecules. Biochemists have calculated that the proton concentration on one side of the thylakoid is 10,000 times that of the opposite side of the membrane.

    In photosynthesis, the protons pass back across the membranes through channels lying alongside sites where enzymes are located. As the protons pass through the channels, the energy of the protons is released to form high-energy ATP bonds. ATP is formed in the energy-fixing reactions along with the NADPH formed in the main reactions. Both ATP and NADPH provide the energy necessary for the synthesis of carbohydrates that occurs in the second major set of events in photosynthesis.

    Carbon-fixing reaction

    Glucose and other carbohydrates are synthesized in the carbon-fixing reaction of photosynthesis, often called the Calvin cycle after Melvin Calvin, who performed much of the biochemical research (see Figure 3). This phase of photosynthesis occurs in the stroma of the plant cell.

    A carbon-fixing reaction or the Calvin cycle
    A carbon-fixing reaction or the Calvin cycle

    Figure 3. A carbon-fixing reaction, also called the Calvin cycle.

    In the carbon-fixing reaction, an essential material is carbon dioxide, which is obtained from the atmosphere. The carbon dioxide is attached to a five-carbon compound called ribulose bisphosphate. Ribulose bisphosphate carboxylase catalyzes this reaction.

    After carbon dioxide has been joined to ribulose bisphosphate, a six-carbon product forms, which immediately breaks into two three-carbon molecules called phosphoglycerate. Each phosphoglycerate molecule converts to another organic compound, but only in the presence of ATP. The ATP used is the ATP synthesized in the energy-fixing reaction. The organic compound formed converts to still another organic compound using the energy present in NADPH. Again, the energy-fixing reaction provides the essential energy. Each of the organic compounds that results consists of three carbon atoms. Eventually, the compounds interact with one another and join to form a single molecule of six-carbon glucose. This process also generates additional molecules of ribulose bisphosphate to participate in further carbon-fixing reactions.

    Glucose can be stored in plants in several ways. In some plants, the glucose molecules are joined to one another to form starch molecules. Potato plants, for example, store starch in tubers (underground stems). In some plants, glucose converts to fructose (fruit sugar), and the energy is stored in this form. In still other plants, fructose combines with glucose to form sucrose, commonly known as table sugar. The energy is stored in carbohydrates in this form. Plant cells obtain energy for their activities from these molecules. Animals use the same forms of glucose by consuming plants and delivering the molecules to their cells.

    All living things on Earth depend in some way on photosynthesis. It is the main mechanism for bringing the energy of sunlight into living systems and making that energy available for the chemical reactions taking place in cells.

  • 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.

  • Process of Controlling along with Benefits and Exception of Management

    Process of Controlling along with Benefits and Exception of Management

    Control is any process that guides activity towards some predetermined goals. Process of Controlling along with Benefits and Exception of Management. 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 taking as plan and taking corrective actions to make these to conform to planning.

    Here are explain; What is the Process of Controlling?

    Controlling as a management function involves the following steps;

    Establishment of standards:

    Standards are the plans or the targets which have to achieve in the course of business function. They can also call the criterions for judging the performance. Standards generally are classifying into two:

    • Measurable or tangible: Those standards which can measure and express are called as measurable standards. They can be in the form of cost, output, expenditure, time, profit, etc.
    • Non-measurable or intangible: There are standards which cannot measure monetarily. For example; performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards.

    Controlling becomes easy through an establishment of these standards because controlling is exercised based on these standards; you will be reading Process of Controlling.

    Measurement of performance:

    The second major step in controlling is to measure the performance. Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as they can express in units, cost, money terms, etc. Quantitative measurement becomes difficult when the performance of the manager has to measure. The performance of a manager cannot measure in quantities.

    It can measure only by;

    • An attitude of the workers,
    • Their morale to work,
    • The development in the attitudes regarding the physical environment, and
    • Their communication with the superiors.

    It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports; keep reading Process of Controlling.

    Comparison of actual and standard performance:

    Comparison of actual performance with the planned targets is very important. The deviation can define as the gap between actual performance and the planned targets. The manager has to find out two things here- the extent of deviation and cause of the deviation. An extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance.

    The managers have to exercise control by exception. He has to find out those deviations which are critical and important for the business. Minor deviations have to ignore. Major deviations like the replacement of machinery, an appointment of workers, quality of raw material, the rate of profits, etc. should look upon consciously.

    Therefore it is said,

    “If a manager controls everything, he ends up controlling nothing.”

    For example, if stationery charges increase by a minor 5 to 10%, it can call as a minor deviation. On the other hand, if monthly production decreases continuously, it’s called the major deviation.

    Once the deviation is identifying, a manager has to think about the various cause which has led to a deviation.

    The causes can be;

    • Erroneous planning,
    • Co-ordination loosens,
    • Implementation of plans is defective, and
    • Supervision and communication are ineffective, etc.

    Taking remedial actions:

    Once the causes and extent of deviation are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here;

    • Taking corrective measures for deviations which have occurred; and
    • After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow-up is an important step because it is only through taking corrective measures, a manager can exercise control.

    An exception of Management and Controlling:

    One of the most important ways of tailoring controls for efficiency and effectiveness is to make sure that they are designed to point out exception. In other words, by concentrating on exceptions from planned performance, controls based on the time-honored exception principles allow managers to detect those places: where their attention’s require and should give.

    This implies the use of management by exception particularly in controlling aspect. Management by exception is a system of identification and communication that signals to the manager when his attention’s need. From this point of view, management by exception can use in other management processes also though its primary focus revolves around controlling.

    Their ingredients:

    Management by exception has six basic ingredients:

    • Measurement assign values to past and present performances. This is necessary because, without a measurement of some kind, it would be impossible to identify an exception.
    • Projection analyses those measurements that are meaningful to organizational, objectives and extends them into future expectations.
    • Selection involves the criteria which management will use to follow progress towards organizational objectives.
    • Observation stage of management by exception involves the measurement of current performance so that managers are aware of the current state of affairs in the organization.
    • Comparison stage makes a comparison of actual and planned performance and identifies the exceptions that require attention and reports the variances to management.
    • Decision-making prescribes the action that must take in order to bring performance back into control or to adjust expectations to reflect changing conditions or to exploit the opportunity.

    Thus it can observe that management by exception is inseparable from other management essentials in many ways. However, the major difference lies in the fact that the superior’s attention’s draw only in the case of exceptional differences between planned performance and actual performance. In other cases, the subordinate manager takes decisions. However, what is-exceptional requires the completion of the whole process.

    Process of Controlling along with Benefits and Exception of Management
    Process of Controlling along with Benefits and Exception of Management. #Pixabay.

    What is Benefits or Management by exception?

    There are various areas where percepts of management by exception are using such as statistical control of product quality, economic order quantities and order points for control of inventories and supplies, break-even points for determining operating, levels, trends in ratios of indirect to direct labour used in apportioning overhead, attitude surveys for gauging employee morale, etc.

    Important Points:

    The use of management by exception is prevalent because of the following factors:

    • Management by exception saves executives’ time because they apply themselves to fewer important problems. Other details of the problems are left to subordinates.
    • It concentrates executives’ efforts on major problems. Instead of spreading managerial attention across all sorts of problems, it is placing selectively where and when they need. Thus it ensures better utilization’ of managerial talents.
    • It facilitates better delegation of authority, increases the span of management and consequently provides better opportunities for self-motivated personnel in the organization. It lessens the frequency of decisions at the higher levels of management, which can concentrate on strategic management rather than engaging themselves in operational management.
    • Management by exception makes better use of knowledge of trends, history; and available business data. It forces managers to review past history and to study related business data because these are the foundations upon which standards are deriving and from which exception’s note.
    • It identifies crises and critical problems and thus avoids uninformed, impulsive pushing of the panic button. They help in the identification of crises because the moment any exceptional deviation occurs, the attention of higher-level manager’s draw. In this way, it also alerts management to opportunities as well as difficulties.
    • Management by exception provides qualitative and quantitative yardsticks for judging situations and people. Thus it helps in performance appraisal by providing more objective criteria and provides better motivation to people in the organization.
  • 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.