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  • 14 Principles of Organization

    14 Principles of Organization

    Explain is, What are 14 Principles of Organization?

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

    Now, here are Fourteen types Principles of Organization!

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

    I. The principle of unity of objectives:

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

    II. The principle of specialization:

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

    III. The principle of coordination:

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

    IV. The principle of authority:

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

    V. The principle of responsibility:

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

    VI. The principle of delegation:

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

    VII. The principle of efficiency:

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

    VIII. The principle of unity of command:

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

    IX. The principle of the span of control:

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

    X. The principle of balance:

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

    XI. The principle of communication:

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

    XII. The principle of personal ability:

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

    XIII. The principle of flexibility:

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

    XIV. The principle of simplicity:

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

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

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  • Principles of Organization

    Principles of Organization

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

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

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

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

    Here are Principles of Organization

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  • Functions of Organization

    Functions of Organization

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

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

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

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

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

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

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

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

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

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

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

  • Relationship Between Controlling and Planning

    Relationship Between Controlling and Planning

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

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

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

    Determine the behavior or supervise the running of.

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

    Decide on and make arrangements for in advance.

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

    The process of making plans for something.

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

     

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

    Planning → Results → Corrective Action

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

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

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

  • 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.