Management helps and directs the various efforts towards a

definite purpose. Harold Koontz, Its an Art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals can co-operate towards attainment of group goals. F.W. Taylor, Mgmt. is an art of knowing what to do, when to do and see that it is done in the best and cheapest way. Management is a purposive activity. Management involves creating of internal environment. Good management need to be effective as well as efficient.

 Management is a goal oriented Management is universal in nature Management is an integrative force

Management is a social process

Management is a multi-disciplinary

Management is a continuous process

Management is intangible Management is an Science as well as Art.

 Achieve group goals

Optimum utilization of resources Minimization of cost Survival and growth Employment generation

Planning Communi cating Oraganisi ng

Coordinatin g

Staffing

Controlli ng

Directing

Motivatin g

 Means thinking before doing.

It is the preparation for action.

Function to decide about what, where, when, who, why and

how a particular activity be done.

It defines:

Goals, set the policies, procedures, programmes, develops strategies in order to achieve entp. objectives most efficiently.

Analyses all the difficulties that are likely to occur in running

the business.
Planning is a rational, economic, systematic way of making

decisions today which will affect the future.

Planning includes forecasting, formulation of objective,

policies, programmes, schedules, procedures and budgets.

 As per Koontz and ODonnell planning is deciding in

advance what to do, how to do it, when to do it and who is to do it. Planning bridges the gap from where we are, to where we want to go. It makes it possible for things to occur which would not otherwise happens.
Alfred & Beatty, Planning is the thinking process, the

organised foresight, the vision, based on the facts and experience that is required for intelligent actions.
M.E. Harley, Planning is deciding in advance what is to be

done. It involves the selection of objectives, policies, procedures and programmes from among alternatives.

Visualising future course of action and putting it in logical way

It involves thinking and analysis

Concerned with determination of objectives and goals

Development of alternative course of actions

Selection of best course of action Objective to achieve better results Continuous and integrated process

@ Planning helps in effective forecasting

@ Planning provides certainty in the activities.

@ Planning provides performance standards. @ It gives a specific direction to the organization

@ Helps the organization to tune with the environment

@ Provides economy in the management.

@ Helpful in preparing the budgets.

@ Need for planning arises from constant change.

@ Planning is directed towards efficiency.

Determination of objectives Forecasting to assist planning

i. ii.

iii.

Establishing planning premises and constraints Internal premises External premises

Deciding the planning period

Collection, classification and processing of information

Deciding alternative course of action Evaluation of alternative

Selection of best plan

Subsidiary plan to aid master plan

Controlling plans

 Maximum utilization of resources Minimization of unproductive work Reduces uncertainty

Basis of managerial action

Basis for control

Avoids bottlenecks in production

Planning encourages innovation and creativity Improves motivation Gives competitive advantages

 Limitations of forecast Costly affair Influence of external factors Resistance to change

Rigidity and flexibility Measures to overcome limitations:

Set realistic and achievable goals Communicate assumptions to all people who are concerned. Encourage and make people participate in planning. Coordination between long term and short term planning. Encourage creativity in planning. Resource position so they be available as and when required.

 Goals:- any achievement of an end point that may be stated in

quantitative terms. Usually long runs and objectives are derived from goals and ordinarily short run.
Objectives:

the ends towards which the activities of an organisation are directed. To be achieve in a specific time period. Basis objectives are determined by the top management. Each deptt. Had its own objectives with the framework of basic objectives. Objectives can be short term, long term, medium term, economic, noneconomic, external, internal, major, minor, etc.

Policies:Helps in work in line with the objectives. Provide framework for executive action on recurrent managerial problems. Serve as a guide for action for achieving the objectives.

 Rules:Simplest type of plan chosen from the alternatives . Specifies action to be taken or not to be taken in a given situation.

Procedure:Means for implementing a policy. Tells how a particular activity is to be carried out. Prescribe the chronological sequence of steps that must be followed for the completion of particular task.

Programmes:Designed to accomplish policies and accomplish objectives. Gives step by step approach to guide action necessary to reach pre-determined targets. Gives time table for actions.

Schedule:Process of establishing time sequence of the work to be done. Specifies the time when each series of action should take place.

Budgets:- Projection defining anticipated costs of attaining an objective.

Appraisal of anticipated expense against anticipated income.

 Refers

to systematic circumstances.

analysis

of

past

and

present

As per Fayol, Forecasting is the essence of management. The

success of a business greatly depends upon the efficient forecasting and preparing for future events.
Definitions:Defined as an estimation of future activities, i.e. the estimation of type, quantity and quality of future work. Theses estimates provided the basis to plan the future requirements for men, machines, materials, time, money, etc. As per Allen L.A., forecasting is a systematic attempt to probe the future inference from known facts. The purpose is to provide management with information on which it can base planning decisions. Forecasts are predictions or estimate of change, if any in characteristic economic phenomena which may affect ones business plans.

Estimation of probable future trend.

Estimation based on past and present circumstances.

Scientific and systematic techniques are used for estimation.

Anticipates changes in order to bring accuracy and exactness to decisions. Mathematical and statistical inference provide a solid base Consider present circumstances in relation to the past.

Importance in planning.

@
@ @ @ @

Accuracy in managerial decisions.

Facilitates control Formulating future policies Co-ordination is developed Helps in preparing budgets.

@
@

Sales forecasts
Contributes to business success.

 It involves:Determining activities needed to be fulfill the objectives Grouping these activities into manageable units or deptt. Assigning such groups of activities to managers.

Its a framework of management or a mechanism for positive,

integrated and co-operative actions by many people.

It provides an effective machine for achieving the plan or

objectives.
It creates authority, responsibility and relationship among

the individuals.
Steps in organizing:Determination of activities Division of activities Fitting individuals into jobs Developing relationships in terms of authorities and responsibilities.

 It is filling the positions needed in the organisation structure

by appointing competent and qualified persons for the job.

It involves recruitment, selection, placement, training,

development of personnel, developing system for remuneration of personnel and evaluating their performance.
Its

important as people differ in their intelligence, knowledge, skills, experience, physical condition, age and attitudes. motivate them to increase organizational effectiveness and productivity.

Need to select the right man for the right job and train and

 Important because managerial decisions are put into actions

through effective direction.

It involves motivating, guiding and supervising subordinates,

not only about the orders.

Directing

ability of the manager in the organisation determines its effectiveness.

Issue of orders and instructions Guidance and training to subordinates Supervision of subordinates work.

Steps in Directing function:-

Necessity of supervision in order to ensure:Work is going as per the plan established. Workers are doing the work as directed to do.

Directions must be definite, clear cut, understandable,

communicable and practicable.

 Its about inspiring people to intensify their desire and

willingness to perform their duties effectively and co-operate for the achievement of common objectives.
Motivation is the mental preparation of an individual to do a

specific job.
As per Michael J. Jucius, Motivation is the act of

stimulating some one or oneself to get a desired course of action, to push the right button to get desired action.
As per Dalton Emfarland, The concept of motivation id

mainly psychological. It relates to those forces operating within the individual employee or subordinate which impulses him to act or not active in certain ways.
Effective communication and participation enhances the

power of motivation.

 Fundamentals: A person wants to exist and survive and for this he needs basic

necessities. Desire to achieve goal.

Classification of Motivation:Internal Motivation External Motivation

Functions of Motivation:It originates action It directs activities in the direction of goal. It helps to continue the activities till the goal is achieved.

 As per Henry Fayol, Control consists in verifying whether

everything occurs in conformity with the plan adopted, the instructions issued and the principles established.
As per Koontz and ODonell, Controlling implies

measurement of accomplishment against standard and the correction of deviations to ensure attainment of objectives according to the plans.
As per E.F.L. Breach, Control is checking current

performance against pre-determined standards contained in the plans, with a view to ensuring adequate progress and satisfactory performance.

Controlling Process of keeping activities on track Determine whether goals are met Decide changes needed to get back on track May use an informal or formal system of evaluations Employee job assignments Routine problem solving Conflict resolution

Effective communications Decision making is not a separate

management function, but the outcome of the exercise of good judgment in planning, directing, and controlling.
Feedback in the form of performance reportsthat compare

actual results with the budgetare an essential part of the control function

 Assure that resources are obtained and used effectively and

efficiently in the accomplishment of the organizations objective

Has financial and non financial performance measurement
Concerned with the implementation of strategies and Task

control

Formulating long term and short term plans(planning)

BEGIN

Compare actual to planned performance (controlling)

DECISION MAKING

Implementing plans ( directing and motivating)

Measuring performance (Controlling)

Plan Decision to change operations or revise plans Action taken to implement plan

Decision to reward or punish managers

Results

Evaluation

Planning Process

Compariso n of planned and actual result

 As per Alan C. Reiley and James D. Mooney, Co-

ordination is the orderly arrangement of group effort, to provide unity of action in the pursuit of common purpose.
As per E.F.L. breach, Co-ordination is balancing and

keeping the terms together, by ensuring a suitable allocation of working activities to the various members and seeing that these are performed with the due harmony among the members themselves.
In

simple terms, Co-ordination is the orderly arrangement of group effort, to provide unity of action in the pursuit of common purpose.

 Numerous persons at work Subdivisions and complexity of work Delegation of authority and responsibility Chances of difference between executives and specialists. Human nature and their problems.

Growth in size of organization

TYPES OF CO-ORDINATION
Internal Co-ordination
External Co-ordination

Vertical Co-ordination
Horizontal Co-ordination

 It is a process by which instructions, ideas, thoughts or

information are transmitted, received and understand, by the persons working in the organization.
As per Keith Davis, It is the process of passing

information and understanding from one person to another. It is essentially a bridge of meaning between people. By using this bridge meaning, a person can safely cross the river of misunderstanding that separate all the people.
As per Wibur Schramn, the essence of communication is

getting the receiver and the sender tuned together for a particular message.
Components of communication :- Sender, Message,

receiver and feedback.

COMMUNICATION PROCESS

 It must be clear in purpose and intention Participation Transmission In simple language Attach importance to action rather than work Cordial Employer-employee relations

IMPORTANCE OF COMMUNICATION IN MANAGEMENT Smooth and un-restricted running of the enterprises Quick decisions and implementation Proper planning and co-ordination Maximum productivity with minimum cost Morale building and democratic management

 A course of

action consciously chosen from available alternatives for the purpose of a desired result.
over short or long terms.

It is to decide the future course of action for the organization The decisions is the point at which plans, policies and

objectives are translated into concrete actions.

 Given by F.W.Taylor (March 20, 1856- March 21. 1915), also known

as father of scientific management. He implies application of scientific principles for studying and identifying management problems. As per Taylor Scientific management is an art of knowing exactly what you want your men to do and seeing that they do it in the best and cheapest way. If work is analysed scientifically it will be possible to find one best way of do it. As per Peter F. Drucker The cost of scientific management is the organized study of work, the analysis of work into simplest element and systematic management of workers performance for each element. Tools for scientific management :

Time study Motion study Functional Foremanship

 Development of science for each element of work

Scientific selection and training of workers

Division of labor (separation of planning function from

doing function)
Standardization

of

methods,

procedures,

tools

and

equipment
Use of time and motion study

Differential wage system

Co-operation between labor and management Principle of management by exception.

 Henry Fayol in his book titled General and Industrial

Management in the year 1916.

Following fourteen principles were given : Division of Work Authority and responsibility Discipline Unity of command Unity of direction

Emphasis on subordination of personal interest to common interest.

Adequate remuneration to personnel Centralization Scalar chain or line of authority Order

Equity
Stability of workers Initiative Esprit de Corps (Team Spirit)

MANAGEMENT TOOLS
METHOD STUDY(MOTION STUDY)

 Pioneers who had contributed to emergence and development of

work study : Frank B. Gilberth, F.W. Taylor, Bedaux, Henry L. Gantt, Harrington Emerson, Halsey, Rowan, etc. 3 main aspects:

More effective use of plant and equipment More effective use of human effort Evaluation of human work

Work study analysis of work into smaller parts followed by

arrangement of these parts to give the same effectiveness at a lesser cost. Examines both method and duration of the work. Work study is primarily concerned with discovering the best ways of doing jobs and with establishing standards based upon such methods. Work study, analytical investigation of the methods, conditions and effectiveness of industrial work, and determining the ways by which human efforts may most economically be applied.

 Raising productivity by re-organization of work

Determine standards of performance for effective planning and

control.
Systematic approach, no factor overlooked.
Better work place, neat and clear working environment.

Saving and efficient use of human and material resources

Eliminates unnecessary human efforts

Improved safety
Reduction in fatigue and health hazard.

Determine level of skill in workers for implementing the incentive

based wage system

Minimize unit cost by proper selection and use of machine,

process, etc.

 It is the systematic recording and critical examination of existing

and proposed ways of doing works as means of developing and applying easier and more effective methods and reducing cost.
Objectives :

Improvement of process and procedures Improvement of work place layout and of the design of plant and equipment. Economy in human efforts and reduction of unnecessary fatigue. Improvement in use of materials, machines and manpower. Development of better physical working environment Find best way of doing a job Standardise the best method Train the individual as per stanardised method Reduction of waste and scrap, improving quality Effective material handling Greater job satisfaction, higher standards of safety and health Improvement in flow of production and processes.

 Techniques of method study aims at doing 3 things:

Reveal and analyse true facts concerning the situation Examine those facts critically To develop the best possible answer from the examination of facts. Define the problem Obtain all the facts relevant to the problem Examine the fact critically and impartially Consider the courses open and decide which to follow Act on the decision Follow up the development.

Definite and ordered sequence of analysis is as follows:

 Factors to be considered:

Economic Consideration Technical Consideration Human reactions

Economic Consideration:- waste of time to start or continue a long

investigation, cost of study and cost related to the investigation. Obvious early choices:

Bottleneck which are holding up other production operations Movement of material over long distance of shops Operation involving a great deal of manpower and equipment Inconsistencies in quality Highly fatigued work

Technical Consideration:- adequacy of technical knowledge to sort

out bottleneck. Human Reaction:- mental and emotional reactions to investigation and changes of method should be anticipated.

METHOD STUDY
Select the job to be studied
Record facts relating to existing method Diagram Charts Models

Examine all relevant facts critically but impartially

Purpose

Place

Sequence

Person

Means

Develop alternative method to the existing method Steps in Method study Select the most economical method and define it Install the new method planarrange-implement Maintain the new method, verify its implementation at regular intervals To achieve improved factory and work place layout improved designed of equipment ,better working condition, reduction of fatigue Improved productivity

 Success of procedure depends upon the accuracy with which the facts

are recorded.
Purpose:

To enable the process to be clearly understood. To present the existing facts for analysis. To submit the proposal to the mgmt. in a form which can be easily understood. To guide supervisors and operators regarding detailed operating instructions. A Charts :- Indicating process sequence ( Flow process chart, two handed process chart) B Charts:- Using time table ( Multiple activity chart, Simo chart, PMTS charts) C charts:- Indicating movements and models ( flow diagrams, string diagrams, cycle graphs, chrono-cycle graph, travel chart, etc.)

Types of chars:

 Gives the overall picture of the progress Its the graphic representation of materials introduced into a process

and the sequence of all operations.

Vertical line:- General flow of the process

Horizontal line:- Material being introduced

Objectives:

Helps to decide whether a further and more detailed record is required. Used in deciding the layout of the plant and location of one deptt. with respect to others. Helps the analyst for better examining and understanding of the process Shows clearly the relationship between various parts and materials which enter the final assembly.

 Graphical

representation of all operations, inspections, transportations, delays and storage occurring during a process.

Types of flow process chart: Man Type:- it records what the worker does. Material type:- it records what happens to the material Equipment type:- records how the equipment is used. Objectives: Visualise complete sequence of events occurring. To study the event in a systematic way for the complete analysis: To improve layout To improve material handing To reduce delays To eliminate, combine or re-arrange the events in a systematic way.

To compare between two or more alternative methods To select operation for detailed study.

 Also known as Right and Left Hand Process chart.

It is a study to analyse the motions used by the workers in

performing an activity.
It is chart in which the activities of a workers hand are recorded, in

their relationship to one another.

Commonly used for repetitive and short operations. Same symbols are used but with changed meaning.

Procedure: Before start of recording, study the operation cycle few times.

Observe one hand at a time and record.

Record few symbols at a time.

Start

observing and recording at position which can be easily distinguished.

Card must be taken while observing and recording.

 its a chart in which the activities of more than one item ( worker,

machine or equipment) are recorded on a common time scale to show their inter-relationship.
Shows very clearly the period of idleness on the part of any items

during the process.

Makes rearrangement possible so the infective time is reduced.

Uses only 2 symbols :-

Working

Idle

Objectives: To detect the period of idleness on the part of men and machines. To determine the number of machines which an operator should be

able to look after.

In organising teams of workers on mass production work.

To determine number of workers necessary to perform a job

involving team work.

 The worker and machine process chart (Man-machine chart) is used

to study, analyze, and improve one workstation at a time.

The chart shows the exact time relationship between the working

cycle of the person and operating cycle of the machine.

These facts can lead to utilization of both worker and machine

time, and a better balance of the work cycle.

Many machine tools are either completely automatic or semi

automatic.
The utilization of this idle time can increase operator earnings

and improve production efficiency.

2 type of diagrams:

Flow diagrams Sting diagrams

 Used to supplement the flow process chart. Plan of work drawn with suitable scale. Shows relative position of productive machinery, storage area, gang

ways, etc.
Path followed by the men and machine is marked on to flow diagram.

Steps: Draw to scale the plan of the work area.

Mark the relative position of machines tools, store, racks, inspection

booths, etc.
Draw actual movement of the material and worker on the diagram

and indicate the direction of movement from different observations.

Each movement is serially numbered and indicated by an arrow for its

direction.
Different colors to identify the different types of movements.