“Management is a continuous process”.“Management is a distinct process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish stated objective by the use of human beings and other resources”. As a process, management consists of three aspects: 1.Management is a social process - Since human factor is most important among the other factors, therefore management is concerned with developing relationship among people. It is the duty of management to make interaction between people - productive and useful for obtaining organizational goals. 2.Management is an integrating process - Management undertakes the job of bringing together human physical and financial resources so as to achieve organizational purpose. Therefore, is an important function to bring harmony between various factors. 3.Management is a continuous process - It is a never ending process. It is concerned with constantly identifying the problem and solving them by taking adequate steps. It is an on-going process. Enumerate the steps of control process. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals The four steps in the control process in management are: 1. Establishing Standards: Standards are criteria against which results are measured. They are norms to achieve the goals. Standards are usually measured in terms of output. They can also be measured in non-monetary terms like loyalty, customer attraction, goodwill etc. 2. Measuring Performance: Measurement involves comparison between what is accomplished and what was intended to be accomplished. The measurement of actual performance must be in the units similar to those of predetermined criterion. The unit or the yardstick thus chosen be clear, well-defined and easily identified, and should be uniform and homogenous throughout the measurement process. 3. Comparing the Actual Performance with Expected Performance: This is the active principle of the process. The previous two, setting the goals and the measurement format are the preparatory parts of the process. It is the responsibility of the management to compare the actual performance against the standards established. 4. Correcting Deviations: The final element in the process is the taking corrective action. Measuring and comparing performance, detecting shortcomings, failures or deviations, from plans will be of no avail if it does point to the needed corrective action. Thus controlling to be effective, should involve not only the detection of lapses but also probe into the failure spots, fixation of responsibility for the failures at the right quarters, recommendation of the best possible steps to correct them. These corrective actions must be applied when the work is in progress. The primary objective should be avoidance of such failures in future. it is also important to remember that internal does not always equal "good" and external does not always equal "bad. In 1954." In some situations an external locus of control can actually be a good thing. Rotter published a scale designed to measure and assess external and internal locus of control. particularly if a person's level of competence in a particular area is not very strong. most people lie somewhere on the continuum between the two extremes. psychologist Julian Rotter suggested that our behaviour was controlled by rewards and punishments. Instead. Those with an internal locus of control: · · · · · Are more likely to take responsibility for their actions Tend to be less influenced by the opinions of other people Tend to work hard to achieve the things they want Feel confident in the face of challenges Often achieve greater success in the workplace Those with an external locus of control: · · · · · Blame outside forces for their circumstances Often credit luck or chance for any successes Don't believe that they can change their situation through their own efforts Frequently feel hopeless or powerless in the face of difficult situations Are more prone to experiencing learned helplessness However. .Locus of Control A locus of control orientation is a belief about whether the outcomes of our actions are contingent on what we do (internal control orientation) or on events outside our personal control (external control orientation). Internal locus of control is often used synonymously with "self-determination" and "personal agency." Research has suggested that men tend to have a higher internal locus of control than women and that locus of control tends to become more internal as people grow older. In 1966. It is also important to note that locus of control is a continuum. No one has a 100 percent external or internal locus of control. and that it was these consequences for our actions that determined our beliefs about the underlying causes for these actions. management has to plan the things which are to be done. The skills which are required to get things done through people include conceptual skills. comprising of both managers. According to Mooney and Reelay. of course it is the art of getting things done through people. In order to get things done through people. subordinate and staff members. The workers should not be treated like slaves. Yes. technical skills. . which breaks down into subtasks. This “planning” describes the formulation of objectives.” Explain the importance of management in the light of this statement. policies and programs at the top level of management. Management seeks to achieve co-ordination through its following basic functions · · · · · planning. They should not be trickled. A good management requires a good manager in directing or leading his subordinates. According to Charles Worth.” “Getting things done” means to get tasks and activities carried out. Thus. Mary Parker Folett defines management as “the art of getting things done through people. threatened or forced to do the work. “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”. the management means to get things done in an organized and disciplined manner. as well as a good subordinate in doing things in a right way in order to meet the goal and objectives of the organization. strategies. and the coordination of effort. social skills and so on. It is a hidden force which binds all the other functions of management. It is also said that management requires an understanding of the economic principle of the division of labor. Management gets things done through people. organizing. A favorable work environment should be created and maintained. Then the roles or various position holders and their interrelationships are to be designed and defined. Define coordination Co-ordination is the unification. which consists of a range of skills acquired and refined in the course of practice. It implies that management is not a mere philosophy but a highly performance-oriented function. staffing. They get the work done through the workers. It is called organisation. directing controlling. which recognize the subtasks into an efficient and effective whole.“Management is the art of getting things done through other people. integration. “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”. Management is the process by which human efforts are coordinated and combined with other resources to accomplished organizational goals and objectives. administrative skills. synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. The managers do not do the work themselves. “Getting things done” through the people is really an art. The tasks to be carried out for achieving the goals are to be determined and assigned to individuals and work units. co-ordination is not a separate function of management because achieving of harmony between individuals efforts towards achievement of group goals is a key to success of management. Controlling investigates whether planning was successful. takes place after the other functions have been completed. it also aims at improving the future performance by taking the required corrective actions. . And for this process we have to look back and have to analyze the performance of our planning. controlling is said to be a backward looking function. In this sense.That is why. Co-ordination is the essence of management and is implicit and inherent in all functions of management. organizing and leading.” Controlling involves an assessment of the past performance and evaluating them against the set standards. And therefore we have to look back also. “Controlling is looking back. Controlling referred to as terminal management function. As might be expected. perhaps. It is incorrect to say that humans are not predictable and we can never predict what humans might do. What do you mean by group cohesiveness? Group cohesion is “the total field of forces causing members to remain in the group. cohesion in the work place could. and heavenly bodies in space. but it is predictable enough for us to know generally what will happen under given conditions. to complete tasks that will benefit the company or organizational group. work suffers. the task will ultimately come together. group cohesion is the extent to which the members within a group are attracted to the ideas held by the group. Human behavior is predictable and therefore humans are predictable and therefore you can know the outcome in advance in most circumstances to a very large percentage of probability. namely. be the rise or demise of an organization or company’s success. In the work environment. it is important for all employees to share a common goal. we can predict events-not. then you too will be able to predict what human behavior will occur in various situations. Human behavior is lawful and as is the case with other sciences. indeed. when employees do not get along together. Lack of cohesion within a working environment is certain to result in unnecessary stress and tension among co workers. gravitational phenomena. It is not as absolutely predictable as is the case with chemical reactions. . if each team member does their part. In other words.Human Behavior is generally caused and predictable. There is. ultimately. Thus. but certainly at high levels of accuracy. with the same level of certainty.” Explain Humans are predictable in most of their human behavior. Human behavior is also predictable in light of the environment within which it occurs. Indeed. A cohesive work environment increases the likelihood of employee satisfaction and serves as an incentive for employees to arrive prepared and willing to conquer the tasks of the day. a science of human behavior. Having employees work toward a common goal promotes an interdependency among the co workers. human behavior is predictable and if you will simply take this notion and adopt it. Equity: Managers should be fair to their subordinates. 9. Wherever possible. Remuneration: It should be fair to both employees and employers. Discipline: People working in an organization need to comply with rules and agreements that govern the organization. Henry Fayol. 5. The modern assembly line concept is an outcome of such division of labour. 14. Division of labour: If people are specialists. 10. Conflicts arise when one receives orders and instructions from multiple bosses. 8. 3. Authority: Managers must have the authority to get things done. Managers must have the expertise to exert personal authority as well.14 principles of management as given by Henry Fayol. showing the hierarchy clearly from the top management down to the lowest level. a famous industrialist of France. Different management experts have explained different principles on the basis of their research. has offered fourteen principles of management for the first time in 1916 The fourteen principles given by Fayol are as under: 1. Stability of staff: Employee turnover should be the minimum possible to ensure continuity and efficiency of an organization. Unity of direction: All operations of an organization need to be directed at one objective. Job allocation should be made in a way that suits employees. Goals cannot be achieved without unity of direction. 7. The hierarchy: There should be a line of authority. 4. decentralization enhances it. 6. Subordination of individual interest to the common good: Interests of an individual employee should not take precedence over the interests of the organization as a whole. Managers should retain responsibility by centralization but at the same time give their subordinates enough authority to do their jobs properly. 11. Unity of command: Members in an organization must receive instructions from only one person. Therefore. Centralization: While centralization reduces the role of the subordinates in the process of decision making. But formal authority alone may not ensure obedience from the subordinates. . verbal communication should be used instead of formal written communication as this helps in developing team spirit in an organization. It recommends grouping of people as per their areas of specialization. 12. they can perform their tasks better. Initiative: Subordinates should have the freedom to plan and work out their tasks. 2. Order: Men and materials should be in the right place at the right time. even though they may commit mistakes. Good discipline is the result of good leadership and together they can create an environment of good work culture. 13. Results cannot be achieved without discipline. ideally an employee should report to a single boss. Esprit de corps: Team spirit should be promoted to develop a culture of unity in an organization. illustrated in the form of an organizational chart. regardless of the situation at hand. Even if the company is experiencing a major downturn. Trusting them to do their best possible work is a sign of strength in your leadership. employees look to you for the answers and judge the situation based upon your reaction. leaders have to draw upon their instincts. Humor: Although not a requirement. and strives to help others reach their goals. and vision. and act as visionaries for their organization. and to do their best in everything they do. will rely on you. it gives employees a reason to work. which encourages them to feel comfortable around you. and mentors for help in these complicated situations. Employees want to work toward something they believe in. stressful times. Simply holding a position in leadership doesn’t make someone a good leader. It helps create a positive work environment and enhances the feeling of camaraderie. a sense of humor goes a long way in leadership. The ability to delegate successfully will lead to higher quality work and productivity. it can be difficult to trust employees without micromanaging. A truly great leader understands the many different factors that come with leading others. and terrible times. and continue leading the team in their daily work. There will be good times. and set a good example. both personal and professional. and taking your time to come up with a unique solution can be in the best interest of your workers and organization. Unique personality and sense of humor shows your employees that you are more than a leader. Delegation: If there is a highly-important project. With great communication. The first decision isn’t always the best one. they are always developing themselves. and that you aren’t a machine. calm. . Communication: Without clear communication. the idea is to decide what strengths each employee possesses. Inspiration: Inspiration often looks forward to the future. goals. and integrity. Honesty: The foundation of any relationship. Confidence: When things go wrong. Sometimes. and to assign them tasks that best fit those strengths. is honesty. values. Make them feel invested in the company through inspiration and they’ll be loyal. your employees won’t understand your mission. Intuition: Sometimes we are presented with situations that aren’t in the textbooks. your employees will know exactly what they are working for.What are the leadership qualities that you would look for in a manager? Distinguish between innate and acquirable qualities with examples. so it’s important they understand that they are working toward the same goals you are. it’s also important for the present. and for which you might not be prepared as a leader. and will encourage them to live up to your expectations. it’s important to always be confident. and will give their best effort for you. past experiences. People want to work for a leader they can trust−a leader that has morals. Good Leader’s job is to maintain the happy work environment. Qualities are most important for a manager to be an effective leader are list below. When it comes to delegation. hard-working employees. to succeed. but a great leader is always able to lead a team to success. These qualities are natural and often known and God-gifted. can be acquired and increased through learns many of the behavioral patterns Such behaviors patterns are developed of time. These qualities cannot be acquired by the individuals Acquirable qualities of leadership are those which various processes. it is said that ‘leaders are born and not made’. Many of these traits can be . Innate qualities are those which are possessed by various individuals since their birth. On the basis of such qualities. In fact. he through socialization and identification processes.The various traits can be classified into innate and acquirable traits. among the child as various traits over a period increased through training programmers. when child is born. on the basis of their source.