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POSDCoRBP Planning

Planning is a bridge between present and future. Planning refers to the very basicfunction of management that is performed as a process for framing the future course of action. Planning involves answering to the questions as to what is to be done, by whom,how etc. Planning can show us as to what will be our future position and to achieve thatposition what will be the course of actions that we will have to undertake.

O Organizing

Organizing refers to the provisions that are to be made in line of our planning. We needto allocate all the resources in such a manner that properly organized activities are to bedone in the direction of our organizational goals.

S StaffingStaffing refers to the most important component of an organization People. Thisfunction helps us understand as to how many people are required, what quality of people is required in terms of their qualifications, experience, skills, etc and they arerequired in what number and to fill what position in our organization so that ourorganization can move in the direction to achieve the goals that are set.

D DirectingProper planning, organizing and staffing now will have to be directed effectively so thatour organization can get better results. This function fulfills the aspect of providing atorch bearer, a leader in form of a manager for people who are working for ourorganization who will take work from them in the direction towards our organizationalgoal.

Co CoordinatingAll the activities that are decided upon are important and no activity should be left out.Moreover whatever is being done has to happen with due respect to the other activitythat is happening in the organization so that all the activities & processes can be carriedout smoothly hand in hand.

R ReportingThe activities that are being done or have already been done reports are prepared sothat the manager can evaluate the reports for getting the idea as to whether theactivities are going in the direction of organizational goals or not. Also these reports helpthe managers not only for assessing the current scenario of business but also for

formulating future plansB BudgetingBudgeting is an effective controlling tool. A budget is an estimate of future needscovering all the activities of an organization for a given period of time. Budgeting is thefunction that will define our resources and their procurement.

PlanningExplain Planning Process / Steps in planning process

1. Establishing Objectives2. Building Premises3. Collection, classification and analysis of data4. Determining alternative courses5. Evaluating Alternatives6. Selection of plan7. Preparing derivative plan (sub plan)8. Follow up

Steps in decision making. / decision making process1. Define and analyze the problem.2. Evaluating problem by establishing criteria.3. Find options or alternatives.4. Select the best possible decision.5. Implement and evaluate the decision.6. Follow up and Control

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Importance of Planning1. It is a primary activity2. Helps to offset uncertainty and change3. To focus attention of objectives4. to help in coordination5. To help in control6. to increase overall organizational effectiveness

Limitations of Planning1. Difficulty of accurate premising2. Problems of rapid change3. internal inflexibilities

a. psychological Inflexibilitiesb. Policy and procedural Inflexibilitiesc. Capital Investment

4. External inflexibilitiesa. Political climateb. Trade unionsc. Technological change

5. Time and cost factors

6. Failure of people in planning

OrganizingOrganizing Process

1. Departmentation (Different departments are to be set as per requirement)2. Linking the departments (based on sequence of their activities)3. Defining authority and responsibility (Manager and nonmanager, managerial nonmanagerial)4. Defining the authority relationships

Factors affecting organizational structureInternal ExternalSize GovernmentScale of operations Technology

Strategy UnionsEtc.Bases of Organizational Structure / Departmentation:

1. Function (marketing, finance, etc.)2. Product (Product a, product b, etc.)3. Geography (territory Gujarat, maharashtra etc different states of India)4. Process (Process 1, Process 2)5. Customer6. Time (Shifts)7. Based on name or codes (Names starting from A, etc)

StaffingManpower / HR planning process

1. Forecasting2. Utilizing current manpower effectively3. Trying to foresee the future problems that may come up relating to manpower4. Planning corrective actions like recruitment etc.

Selection Process1. Screening of applications2. selection tests to be conducted3. interview4. checking for reference5. physical examination

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6. approval by authorities7. placement

Type of selection Tests1. Achievement2. Intelligence3. Personality4. Aptitude5. Interest

Training Methods1. On the job training2. Job Instruction Training3. demonstration4. apprenticeship5. coaching / understudy6. Job Rotation7. Lectures and conferences8. syndicates9. role playing10. case studies

11. Management games etc.

Transactional AnalysisThree types of people in an organization child ego stage, parent ego stage & parent

ego stage.

Sources of Recruitment1. External Sources

a. Advertisementsb. Employment exchanges

i. Public employment agenciesii. Private employment agencies (job consultants, naukri.com, etc)

c. Campus recruitmentd. Deputation (bringing somebody from outside temporarily)e. Labor Unions

2. Internal Sourcesa. Employee Recommendationb. Gate Hiringc. Promotionsd. Transfers

Steps of the MBO process1. It describes roles and the mission it means who is doing what task.2. The key result areas needed to be defined.3. Indicators of good performance. That means what is good performance and how

that is going to be achieved.4. To set objectives within specified time, cost, date, quality etc.5. To establish task and process oriented action plans.6. To monitor progress continuously from time to time so that, work is done

properly.7. There should be full communication among the employers and the employees on

a regular basis so that, every move and task is known to everyone.8. In MBO the micro level and the macro level both have to be taken into

consideration so that, total coordination could be matched up in achieving thecompany goals.

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9. The objectives of the company should be finally linked up with the companymission so that, it always influences the employees while they are working to getthe required level of the productivity which in tern would fulfill the corporate goalof the company.

Explain Scientific Management Principlesa. Develop a scientific way for each element of an individuals work, which replaces the

old rule-of-thumb method.b. Scientifically select and then train, teach, and develop the worker.c. Heartily cooperate with the workers so as to ensure that all work is done in

accordance with the scientific way that has been developed.d. Divide work and responsibility almost equally between managers and workers.

Managers take over all work for which it is better fitted than the workers.

Organizing

MotivationMotivation is the activation of goal-oriented behavior. A motive is an inner state thatenergizes, activates or moves and that directs behavior towards goals. Motivation is thecomplex forces starting and keeping a person at work in organization. Motivation issomething that moves the person to action, and continues him in the course of actionthat has been initiated. Motivation is strongly linked with satisfaction. A person in anorganization works because of some motive say for eg. his salary, but salary is not thesole motive why a person will continue working for your organization. Strong motiveshave to be put forward in the direction that satisfies both the organization and theemployees. A manager has to identify as to what are the factors that motivate his / heremployees. If any individual has some motive he has to satisfy it and for that he willcarry out the related activity. A manager has to relate motives of an individual and theorganization so that an individual works better at the workplace and aids in achievementof organizational goals.Motivation leads to the goal directed behavior and makes a person to work forachievement of that goal. In goal directed behavior a person first identifies his needs,which is followed by tension that develops goal directed behavior and if supported by

supportive environment leads to goal fulfillment and need satisfaction. Motivation aids inbetter work performance.

CharacteristicsInternal feelingSource of motivation is needMotivation changes as per the change in needsThere are many factors that affect the motivation because of existence of many needsMotivation affects human behavior significantlyMotivation differs from person to person

Human needs can be classified into: -Basic needs: Food, Water, shelter etc.Social Needs: To be in society, in a group etc.Sense of Ego: He must feel good about things around him

Maslows Theory of Hierarchy of NeedsPhysiological needs: Food, Water, sleepSafety Needs: Job Security, safety etc.Social Needs: To be with people, in a group etc.Esteem Needs: need of achieving something more.Self Actualization: Need to satisfy oneself.

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CommunicationCommunication means exchanging information among individuals working in anyorganization. Communication is a two way process and is goal oriented one. In anorganization, goals, missions, visions, policies, procedures etc have to be clearlycommunicated to the employees. Employees must be aware about the expectation of the organization from them.

Communication Process1. Idea Generation Sender

2. Framing of Message (Encoding) Sender3. Selection of media Sender4. Message Transmission (here the sender least control on the message)5. Receiving and understanding (decoding) Receiver6. Feedback to be given (from receiver to sender)

CharacteristicsGoal oriented activity2 way processInternal processContinuous processAdministrative processPervasiveHuman process

ImportanceSmooth running of the enterpriseMaximum productivityAssists other functionsJob SatisfactionEstablishment of human relations

Process1. Clarifying the idea / problem2. Proper channel / method3. Sending Information4. Understanding5. Evaluation / Feedback

Making communication effective / Measures for effective communication1. Clarity in idea (to the point)2. Purpose of Communication (it has to be clear)3. Empathy in communication (should keep in mind the receiver)4. Two way communication5. Proper language (for better understanding)6. Supporting words with action7. Credibility in Communication (has to be reliable)8. Good listening

LeadershipLeadership has been described as the process of social influence in which one person canenlist the aid and support of others in the accomplishment of a common task Leadership isone of the most relevant aspects of the organizational contexteffective leadership is theability to successfully integrate and maximize available resources within the internal andexternal environment for the attainment of organizational or societal goals

Types of LeadersAutocratic Leaders

Under the autocratic leadership styles, all decision-making powers are centralized inthe leader as shown such leaders are dictators. They do not entertain anysuggestions or initiative from subordinates. The autocratic management has beensuccessful as it provides strong motivation to the manger. It permits quick decision-making as only one person decides for the whole group, and keeps it to them until

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they feel it is needed by the rest of the group. An autocratic leader does not trustanybody.

Participative or Democratic LeadersThe democratic leadership style favors decision-making by the group as shown, suchas leader gives instruction after consulting the group. He can win the cooperation of his group and can motivate them effectively and positively. The decisions of thedemocratic leader are not unilateral as with the autocrat because they arise fromconsultation with the group members and participation by them.

Free Rein LeadersA free rein leader does not lead, but leaves the group entirely to itself as shown;such a leader allows maximum freedom to subordinates. They are given a freehandin deciding their own policies and methods. Free rein leadership style is consideredbetter than the authoritarian style. But it is not as effective as the democratic style.

Skills of ManagerConceptual skills Top level ManagementHuman Skills Middle Level ManagementTechnical Skills Supervisory Level Management

The 14 Principles of Administration / Fayols Theory of Management

1. Division of work: Reduces the span of attention or effort for any one person orgroup. Develops practice or routine and familiarity.

2. "Authority The right to give orders. Should not be considered without reference toresponsibility."

3. "Discipline" Outward marks of respect in accordance with formal or informalagreements between a firm and it's employees."

4. Unity of command "One man one superior!"5. Unity of direction "One head and One plan for a group of activities with the same

objective."6. Subordination of Individual Interests to the Common Interest "The interests

of one individual or group should not prevail over the general or common good.7. 'Remuneration of personnel ' "Pay should be fair to both the worker as well as the

organization."8. Centralisation "Is always present to a greater or lesser extent, depending on the

size of the company and the quality of its managers."9. Scalar chain The line of authority from top to bottom of the organization"10. Order" A place for everything and everything in its right place; ie. the right man in

the right place."11. Equity "A combination of kindness and justice towards employees."12. Stability of personnel tenure "Employees need to be given time to settle in to their

jobs, even though this may be a lengthy period in the case of some managers."13. Initiative "Within the limits of authority and discipline, all levels of staff should be

encouraged to show initiative."14. Esprit de corps (Union is strength) "Harmony is a great strength to an

organization; teamwork should be encouraged."

Bureaucratic Management1. Division of Labor2. Authority Hierarchy3. Formal Selection4. Formal Rules and Regulations5. Impersonality6. Career Orientation

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ControllingSteps in Control Process

1. Establishment of Control Standards2. Measurement of Performance3. Comparing Actual performance with standard performance4. Correction of Deviations

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