Metropolitan University

7th Floor, Al-Hamra Shopping City, Zinda Bazar,

Sylhet, Bangladesh

Submitted To

Professor Khandker Mahmudur Rahman

Department of Business Administration

Metropolitan University

Submitted By

Sadia Tasnim

Program: MBA (General)

Batch: 38 (A)

ID: 162-126-004

SHORT PAPER

ON

MANAGEMENT OF ORGANIZATIONS

Contents Page No.

1. Introduction 1

2. Definition of Management 2

3. Management Process 3

i. Planning and Decision Making 4

ii. Organizing 5

iii. Leading 5

iv. Controlling 6

4. Organizational Planning

Concept & Kinds of

Organizational Planning

7

5. SWOT Analysis

Concept 9

Benefits 10

6. Organizational Change

Concept 11

Steps for Introducing Change 12

7. Staffing

Concept 15

Functions involved in staffing 15

8. Motivation

Concept 19

Motivators 20

9. Maslow’s Theory of Needs Hierarchy 23

TABLE OF CONTENTS

Contents Page No.

10. Individual Performance in Organization

Concept 27

Factors 27

11. Leadership

Concept 29

Qualities 30

12. Controlling

Concept 34

Tools 35

13. Conclusion

38

14. References 39

INTRODUCTION

In today's fast growing social, cultural and corporate world, the critical study of the

management has become an integral part of the society. Without effective management, a

business will fail and people will lose their jobs. Managers are responsible for ensuring that

different processes are operating effectively. To do this, those in management positions must

be able to assess the effectiveness of management functions and processes.

Management studies allow a manager to understand every aspect that makes up the business

and the different decisions made at every management level. This also ensures that managers

are capable of making the right decisions for the business in times of crisis and uncertainty or

even better predict future crises.

Management studies provide managers with the opportunity to improve the competitiveness

of their business by providing them with skills that will put them at an advantage.

Management studies not only help managers to deal with changes in the business

environment but also help them to manipulate these changes to benefit the business. The

importance of management studies cannot be stressed enough. In a struggling economy

businesses need leadership or else they will most likely fail in their ventures.

2 | P a g e

DEFINITION OF MANAGEMENT

Management is regarded as the most important of all human activities. It may be called the

practice of consciously and continually shaping organizations. Managing is essential to

ensure the co-ordination of individual efforts within an organization.

Wherever two or more person comes together to achieve some common objectives,

management comes in to play. Management is the art of getting things done by a group of

people with the effective utilization of resources.

It is very difficult to give a precise definition of the term ‘management’. Management has

been defined by various authors/authorities in various ways. So, the definitions of

management are numerous. Most of them have merit and highlight important aspects of

management. A few often-quoted definitions are:

‘‘Management is the process of designing and maintaining an environment in

which individuals, working together in groups, efficiently accomplish selected aims.’’ 1

‘‘Management is a distinct process consisting of planning, organizing, directing

and controlling, which are performed to determine and accomplish objectives by the use of

people and resources”. 2

‘‘Management involves coordinating and overseeing the work activities of others

so that their activities are completed efficiently and effectively.’’ 3

‘‘Management can be defined as a set of activities (including planning and

decision making, organizing, leading, and controlling) directed at an organization’s resources

(human, financial, physical, and information), with the aim of achieving organizational goals

in an efficient and effective manner.’’ 41

1 Harold Koontz

2 George R. Terry

3 Stephen P. Robbins

4 Ricky W. Griffin

4 | P a g e

MANAGEMENT PROCESS

Management is considered a process because it involves a series of interrelated functions.

Managers perform certain activities or functions as they efficiently and effectively coordinate

the work of others. Henri Fayol, a French businessman, was the first among those who

describe management activity as a distinct process. He first proposed in the early part of the

twentieth century that all managers perform five functions: planning, organizing,

commanding, coordinating, and controlling. Today, these functions have been condensed to

four: planning, organizing, leading, and controlling.

Figure: The Management Process

Basic managerial activities include planning and decision making, organizing, leading, and

controlling. Managers engage in these activities to combine human, financial, physical, and

information resources efficiently and effectively and to work toward achieving the goals of

the organization. Each of these activities represents one of the four basic managerial

functions illustrated in the figure—setting goals is part of planning, setting up the

organization is part of organizing, managing people is part of leading, and monitoring

performance is part of controlling.

Planning

and

Decision

Making

Controlling

Organizing

Leading

Input from the

environment:

Human

resource

Financial

resource

Physical

resource

Information

resource

Time

Goals

Attained:

Efficiently

Effectively

ORGANIZATIONAL PLANNING

Planning is a key management role in any organization, whether a private business, a non-

profit organization, a corporate business or a government agency. Managers engage in

different types of organizational planning to strategically steer their companies towards

profitable and successful futures.

Kinds of Operational Planning

Organizations establish many different kinds of plans. At a general level, these

include strategic, contingency, and operational plans.

Strategic Planning

Strategic plans are the plans developed to achieve strategic goals. More

precisely, a strategic plan is a general plan outlining decisions of resource allocation,

priorities, and action steps necessary to reach strategic goals. These plans are set by the board

of directors and top management, generally have an extended time horizon, and

address questions of scope, resource deployment, competitive advantage, and synergy.

Contingency Planning

Contingency planning is the determination of alternative courses of action to be

taken if an intended plan of action is unexpectedly disrupted or rendered inappropriate.

Contingency planning aims to prepare an organization to respond well to an emergency and

its potential humanitarian impact. Developing a contingency plan involves making decisions

in advance about the management of human and financial resources, coordination and

communications procedures, and being aware of a range of technical and logistical responses.

Operational Plans

An operational plan focuses on carrying out tactical plans to achieve operational

goals. Operational plans tend to be narrowly focused, have relatively short time horizons, and

involve lower level managers.

The basic forms of operational plans are:

1. Program

2. Project

3. Policy

4. Standard Operational Procedure (SOP)

5. Rules & Regulations

6. Master Plan

7. Blue Print

8. Road map

SWOT ANALYSIS

SWOT analysis is the starting point and one of the most important steps in formulating

strategy. A strategy is a comprehensive plan for accomplishing an organization’s goals. They

are the plans for how the organization will do whatever it’s in business to do, how it will

compete successfully, and how it will attract and satisfy its customers in order to achieve its

goals. Strategic management is what managers do to develop the organization’s strategies.

It’s an important task involving all the basic management functions—planning, organizing,

leading, and controlling. SWOT analysis is the part of strategic management.

SWOT is an acronym which stands for strengths, weaknesses, opportunities and

threats. SWOT analysis is a careful evaluation of an organization’s internal strengths and

weaknesses as well as its environmental opportunities and threats. In SWOT analysis, the best

strategies accomplish an organization’s mission by exploiting an organization’s opportunities

and strengths while neutralizing its threats and correcting its weaknesses.

Utilities of SWOT Analysis

SWOT analysis aims to identify the key internal and external factors seen as

important to achieving an objective. The benefits of SWOT analysis are as follows:

Set objectives – defining what the organization is going to do

Develop new/revised strategies – revised analysis of strategic issues may mean the

objectives need to change

Establish critical success factors – the achievement of objectives and strategy

implementation

Analysis of existing strategies, this should determine relevance from the results of an

internal/external appraisal.

Preparation of operational, resource, projects plans for strategy implementation

Monitoring results – mapping against plans, taking corrective action, which may

Internal

External

S

W

O

T

Strengths (Example: Skills, manpower, capital)

Weaknesses (Example: Unskilled man power, shortage of capital,

old machinery)

Opportunities (Example: Demand of consumers, good market, low

tax, loan facilities)

Threats (Example: Competition)

mean amending objectives/strategies

Showcase weaknesses and provides a chance to reverse them

Analyze possible threats to business, and make necessary changes to the business

policies and growth plans.

Employing a strategy to match strengths and opportunities; and employ those

strategies for converting weaknesses and threats into strengths and opportunities

ORGANIZATIONAL CHANGE

Organization change is any substantive modification to some part of the organization. If there

are no changes in organization, a manager’s job would be relatively easy. Planning would be

simple because tomorrow would be no different from today. Similarly, decision making

would be dramatically streamlined because the outcome of each alternative could be

predicted with almost certain accuracy. But that’s not the way it is. Change is an

organizational reality.

Organizational change refers to some alteration in some aspects of the

organization. Most managers, at one point or another, will have to change some things in

their workplace. Change can involve virtually any aspect of an organization: work schedules,

bases for departmentalization, span of management, machinery, organization design, people

them-selves, and so on.

External

Changing consumer needs and wants

New governmental laws

Changing technology

Economic changes

Internal

New organizational strategy

Change in composition of workforce

New equipment

Changing employee attitudes

EXHIBIT: External and Internal Forces for Change

The Essential Steps of Implementing Change in an Organization

Organizational change is a complex process which varies according to each

individual organization’s needs. There will be different approaches taken depending on a

wide range of factors including the type of organization, the change objectives and the

external environment. There are nine steps of a successful change process. They are as

follows:

i. To stress the usefulness of the change

The first step in the organizational change process begins

with emphasizing on the objectives and advantages of the proposed change. One has to

establish the vision for change which will provides the foundation for the whole change

process.

ii. To be empathetic towards the feelings of those affected

It is critical that management shows support to the people affected

due to change demonstrates that empathy when communicating and interacting with staff.

Employees develop a comfort level when they see management is supporting them.

iii. To make sure that the employees understand the nature and

purpose of the change

The next stage is to communicate the vision for the future. It has to be

made sure that everyone on team understands the reason and the need for change. Sharing the

nature and aim of the proposed change will help to prepare people for the impact of the

change and make dealing with challenges and setbacks less problematic in the later stages.

iv. To allow participation of the employees where possible

Employee involvement in possible areas is a necessary and integral

part of managing change. Since employees are typically closest to the process, participation

of them has to be ensured in creating the new process.

v. To stress the benefits of the change

It is important to highlight on the benefits would be derived from the

proposed change to the employees. The benefits can be shown by identify potential threats,

and develop scenarios showing what could happen in the future, examine opportunities that

should be or could be exploited etc.

vi. To provide economic guarantees where possible Employees might face economic issues during implementing a

change in an organization. Changes are introduced accompanied by economic incentives to

make them more acceptable to employees.

vii. To consider timing of the change

Timing is the single most important component in implementing a

change. One must possess extreme patience with the right amount of knowledge to determine

the timing. The implantation of proposed change plan in the right time or season will create a

counter-effect of resistance.

viii. To introduce the change gradually where possible

The proposed plan should be implemented in various areas of the

organization step by step by creating short term targets with little room for failure and quick

wins, so that it can produce motivation to the staff.

ix. To introduce the change on a trial basis

It is beneficial to introduce change on a trial basis and ask members

of the organization to accept the trial for a limited period. This enables employees to learn

about the change and think objectively about it. A change introduced on a trial basis is less

threatening and generates less resistance than permanent change.

STAFFING

Staffing is a very important function of personnel management. It is a crucial function of

managers.

The managerial function of staffing or human resource management may be

defined as filling and keeping filled positions in an organization structure. It is the process of

acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create

positive impacts on the organizations effectiveness. Goal of staffing is placing the right

people in the right place at the right time. Staffing may determine the success or failure of an

enterprise or organization as people are the most important resource or asset for an

organization. It is clear that staffing must be closely linked to organizing, that is, to the

setting up of intentional structures of roles and positions.

Functions of Staffing

Various activities are involved in staffing. It is done by identifying work-force

requirements, inventorying the people available, and recruiting, selecting, placing, promoting,

appraising, planning the careers of, compensating, and training.

1. Identifying Jobs or Purpose of the Organization: It is the systematic analysis of jobs

within an organization. Knowing about job content and purpose of the organization is

necessary to develop appropriate selection method and job-relevant performance

appraisal systems and to set equitable compensation rates.

2. To Determine the Workforce Required: After managers fully understand the jobs to

be performed within the organization, they can start planning for the organization’s

future human resource needs. The manager starts by assessing trends in past human

resources usage, future organizational plans, and general economic trends.

3. To Inventorying Staff Available: Staff inventorying are systems that are usually

computerized and contain information on each employee’s education, skills, work

experience, and career aspirations. Such a system can quickly locate all the employees

in the organization who are qualified to fill a position requiring.

4. Recruitment of the Staff Required: Once an organization has an idea of its future

human resource needs, the next phase is usually recruiting new employees. Recruiting

is the process of attracting qualified persons to apply for jobs that are open.

5. Selection of the Required Staff: Once the recruiting process has attracted a pool of

applicants, the next step is to select whom to hire. The intent of the selection process is

to gather from applicants information that will predict their job success and then to hire

the candidates likely to be most successful.

6. Posting / Placement of the Selected Staff: After conducting several phases like taking

tests, interview and other assessment, the right candidate is hired and posted in the

selected designation.

7. Training: Training usually refers to teaching operational or technical employees how to

do the job for which they were hired. Most organizations provide regular training and

development programs for managers and employees.

8. Compensation: Compensation is the financial remuneration given by the organization

to its employees in exchange for their work. There are three basic forms of

compensation. Wages are the hourly compensation paid to operating employees. Salary

refers to compensation paid for total contributions, as opposed to pay based on hours

worked. And incentives represent special compensation opportunities that are usually

tied to performance, for example sales commissions and bonuses.

9. Evaluation or Appraisal: Once employees are trained and settled into their jobs, one

of management’s next concerns is performance appraisal. Performance appraisal is a

formal assessment of how well employees are doing their jobs. Reasons for evaluating

are to assess the impact of training programs, to aid in making decisions about pay

raises, promotions, and training and to help them improve their present performance

and plan their future careers.

10. Reward or Punishment: Once evaluation is done, managers give feedback to

subordinates about their performance. Based on the evaluation, the employees are

rewarded in the form of promotion, bonuses, perquisites etc or punished in the form of

demotion, less increment, less holidays etc.

11. Planning & Development of Career: Planning career can help map out what areas

the individual is most interested in and help the person see what opportunities are

available within the organization.

MOTIVATION & SOME MOTIVATORS

Motivation is the word derived from the word ’motive’ which means needs, desires, wants or

drives within the individuals. Motivation in management describes ways in which managers

promote productivity in their employees.

Motivation is a psychological characteristic that contributes to a person's degree

of commitment. It is a general term applying to the entire class of desire, drives, needs,

wishes and similar forces. It is the act or process of stimulating people to actions to

accomplish the goals. By motivation, a person’s efforts are energized, directed and sustained

toward attaining a goal. In other words, motivation is the set of forces that cause people to

behave in certain ways. It refers to why people work.

One of the most important functions of management is motivation, which creates

willingness amongst the employees to perform in the best of their abilities. Therefore the role

of a leader is to arouse interest in performance of employees in their jobs. Employees who are

adequately motivated to perform will be more productive, more engaged and feel more

invested in their work. When employees feel these things, it helps them, and thereby their

managers, be more successful.

Example of Motivators

Motivators are things that induce an individual to perform. On any given day, an

employee may choose to work as hard as possible at a job, work just hard enough to avoid a

reprimand, or do as little as possible. The goal for the manager is to maximize the likelihood

of the first behavior and minimize the likelihood of the last behavior. Some motivators that

are acknowledged in an organization are as follows:

i. Financial Benefits: Work is inherently unpleasant for most people and that the money

they earn is more important to employees than the nature of the job they are

performing. Hence, people could be expected to perform any kind of job if they were

paid enough.

ii. Promotion: Promotions motivate employees to be on their best behavior and perform

at the top level. Promotions benefit the employee as well as the employer.

iii. Reward & Reprimand: When rewards are associated with higher levels of

performance, employees will presumably be motivated to work harder to achieve those

awards. Likewise, reprimanding employee in a constructive way encourages the

employee rather than making an unpleasant condition.

iv. Appreciation: Appreciation motivates people to perform. Showing appreciation for

good work, managers can increase employee’s job commitment and organizational

loyalty.

v. Reputation: Besides reward and promotion as motivators, employees need reputation

i.e. status, esteem to get motivated.

vi. Job Satisfaction: Job satisfaction is an attitude that reflects the extent to which an

individual is gratified by or fulfilled in his work. Job satisfaction positively influences

productivity, and helps minimize workplace misbehavior

vii. Job Security: Offering employees high job security reduce the fear of getting fired for

making mistakes; and encourage individuals to get motivated to perform better.

MASLOW’S THEORY OF NEEDS HIERARCHY

One of the most important factors to achieving success with organization is the ability to

motivate the employees. As no two person are alike, so it can be a challenge to understand

what makes each one tick so that managers can apply the appropriate motivational technique.

A number of motivational theories have been developed over time to understand employee

attitudes and motivation that can help the managers get the most out of his workers.

One of the most widely mentioned theories of motivation is the hierarchy of

needs theory put forth by psychologist Abraham Maslow in 1943. This hierarchy of Needs

theory remains valid today for understanding human motivation, management training, and

personal development.

Maslow saw human needs in the form of a hierarchy ascending from the lowest to

the highest. The hierarchy places human needs into five categories ranging from basic

survival needs like food and shelter to the need for self-actualization. According to Maslow,

once one need is satisfied, an individual seeks to achieve the next level. When applied to

work, the theory implies that you the employer must understand the current need level of

each employee to know what will motivate them.

Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the

largest, most fundamental levels of needs at the bottom and the need for self-actualization at

the top. The basic human needs placed by Maslow in an ascending order of importance and

shown in figure are these:

1. Physiological Needs: These are the basic needs of survival and

biological function such as food, water, warmth, shelter and sleep. Unless and until

these basic physiological needs are satisfied to the required extent, other needs will not

motivate people.

2. Security or Safety Needs: Next are the security needs for a secure

physical and emotional environment. Examples include needs to be free of physical danger

and of the fear of losing a job, property, food, or shelter.

3. Affiliation or Acceptance Needs: Since people are social beings, they

need to belong, to be accepted by others. They include the need for love and affection and the

need to be accepted by one’s peers. These needs are satisfied for most people by family and

community relationships outside of work and by friendships on the job.

4. Esteem Needs: Once people begin to satisfy their need to belong, they

tend to want to be in esteem both by themselves and by others. This kind of need produces

such satisfactions such as power, prestige, status and self confidence.

5. Self-Actualization or Self-Fulfillment Needs: This need is the

highest need in the hierarchy. It is the desire to become what one is capable of becoming – to

maximize one’s potential and to accomplish something.

INDIVIDUAL PERFORMANCE IN AN ORGANIZATION

Measuring individual performance is a pivotal move for any organization. On any given day,

an employee may choose to work as hard as possible at a job, work just hard enough to avoid

a reprimand, or do as little as possible. The evaluation of individual’s performance allows

knowing the productivity of the employees. Performance measurement is a constant, ongoing

activity for most organizations. Managers are concerned with organizational performance—

the accumulated results of all the organization’s work activities. It’s a multifaceted concept,

but managers need to understand the factors that contribute to organizational performance.

The performance or output of an individual based on three factors. They are as

follows:

1. Motivation: Motivation refers to the desire for work. It refers to the

process by which a person’s efforts are energized, directed and sustained toward attaining a

goal. Motivation influences the level of interest and effort given to tasks, and it is essential in

maintaining an individual’s performance. In an effort to motivate workers, organizations

implement a number of practices such as performance based pay, employment security

agreements etc.

2. Skills / Ability: Skills derive from various sources such as education,

experience, knowledge, practice, and training. In addition to motivation, workers need the

skills and ability to do their job effectively. And for many firms, training the worker has

become a necessary input into the production process.

3. Work Environment: There are key factors in the employee’s

workplace environment that impact greatly on their level of motivation and performance.

The physical workplace environment contributes to the organization and quality of work. The

workplace environment that is set in place impacts employee morale, productivity and

engagement - both positively and negatively. A creative and innovative workplace with

access to nature, views and daylight, crowd less environment, well-furnished office and

friendly coworkers play positively to increase productivity of employees.

LEADERSHIP & LEADERSHIP QUALITIES

Leading is third basic managerial function. It is to be both the most important and the most

challenging of all managerial activities.

Leadership is what leaders do. It is defined as influence, that is, the art or process

of influencing people so that they will strive willingly and enthusiastically toward the

achievement of group goals.

Leadership is both a process and a property. As a process, leadership is the use of

non-coercive influence to shape the group or organization’s goals, motivate behavior toward

the achievement of those goals, and help define group or organizational culture. As a

property, leadership is the set of characteristics attributed to individuals who are perceived to

be leaders. Thus leaders are people who can influence the behaviors of others without having

to rely on force or people whom others accept as leaders.

Styles of Leadership

A leadership style is a leader's style of providing direction, implementing plans,

and motivating people. They are the ways in which a leader views leaderships and performs it

in order to accomplish their goals.

Leadership styles are classified on the basis of how leaders use their authority.

Different types of leadership styles exist in work environments. Leaders are seen to apply

three basic styles. They are discussed as follows:

1. Autocratic or Authoritarian Style: The autocratic leadership style allows managers

to make decisions alone without the input of others. Managers possess total authority and

impose their will on employees. An autocratic leader commands and expects compliance, is

dogmatic and positive, and maintains his authority by force, intimidation, threats, reward and

punishment, or position.

Autocratic leadership allows quick decision-making, and eliminates

arguments over how and why things get done. At the same time, it may reduce the likelihood

of getting a range of different ideas from different people and can treat people badly.

2. Democratic or Participative Style: The democratic leadership style consists of the

leader sharing the decision-making abilities with group members by promoting the interests

of the group members and by practicing social equality. Democratic or participative

leadership values the input of team members and peers, but the responsibility of making the

final decision rests with the participative leader.

Democratic leadership boosts employee morale. By bringing in

everyone's ideas, it enriches the organization's possibilities. But it still leaves the final

decisions about what to do with those ideas in the hands of a single person.

3. Free-Rein or Laissez-faire Style: The free-rein or laissez-faire leadership style is

where all the rights and power to make decisions is fully given to the worker. A free-rein

leader uses his power very little and depends largely on their subordinates to set their own

goals and the means of achieving them. Such leaders allow followers to have complete

freedom to make decisions concerning the completion of their work.

This leadership style hinders the production of employees needing

supervision. The laissez-faire style produces no leadership or supervision efforts from

managers, which can lead to poor production, lack of control and increasing costs.

CONTROLLING & TOOLS OF CONTROLLING

Controlling is the final phase of managerial functions. As the organization moves toward its

goals, managers must monitor progress to ensure that it is performing in such a way as to

arrive at its “destination” at the appointed time. Controlling the process of monitoring,

comparing, and correcting work performance.

According to Harold Koontz, „The managerial function of controlling is the

measurement and correction of performance in order to make sure that organization

objectives and the plans devised to attain them are being accomplished‟.

Controlling is the regulation of organizational activities so that some targeted

element of performance remains within acceptable limits. Without this regulation,

organizations have no indication of how well they are performing in relation to their goals.

Control, like a ship‟s rudder, keeps the organization moving in the proper direction. At any

point in time, it compares where the organization is in terms of performance (financial,

productive, or otherwise) to where it is supposed to be. Like a rudder, controlling provides an

organization with a mechanism for adjusting its course if performance falls outside of

acceptable boundaries.

Planning and controlling are closely related. Without objectives and plans, control

is not possible, because performance has to be measured against some established criteria.

Tools of Controlling

Regardless of the type or levels of control systems an organization needs, there

are four fundamental steps in any control process.

1. Establishing Standards : The first step in the control process is

establishing standards. Standards established for control purposes should be expressed in

measurable terms.

2. Measuring Performance: The second step in the control process is measuring

performance. For control to be effective, performance measures must be valid.

3. Comparing Performance Against Standards: The third step in the control

process is comparing measured performance against established standards. Performance

may be higher than, lower than, or identical to the standard.

4. Considering Corrective Action: The final step in the control process is

determining the need for corrective action. Decisions regarding corrective action draw

heavily on a manager‟s analytic and diagnostic skills.

To control the above steps, several tools are needed, which are known as tools of controlling.

There are 7 compulsory tools for controlling overall works of an organization. The tools are

discussed as follows:

1. Financial Statement: A financial statement is a profile of some aspect of an

organization‟s financial circumstances. There are commonly accepted and required ways that

financial statements must be prepared and presented. The two most basic financial statements

prepared and used by virtually all organizations are a balance sheet and an income statement.

2. Budgetary Control: A budget is a plan expressed in numerical terms.

Organizations establish budgets for work groups, departments, divisions, and the whole

organization. The usual time period for a budget is one year, although breakdowns of budgets

by the quarter or month are also common.

3. Direct Supervision and Observation: 'Direct Supervision and Observation' is

the oldest technique of controlling. The supervisor himself observes the employees and their

work. This brings him in direct contact with the workers. So, many problems are solved

during supervision.

4. Break Even Analysis: Break Even Analysis or Break Even Point is the point

of no profit, no loss. The Break-even analysis acts as a control device. It helps to find out the

company's performance. So the company can take collective action to improve its

performance in the future.

5. Management Audit: Management Audit is an evaluation of the management

as a whole. It critically examines the full management process and finds out the efficiency of

the management. Management auditing is conducted by a team of experts who collect data

from past records, members of management, clients and employees. The data is analyzed and

conclusions are drawn about managerial performance and efficiency.

6. Management Information System (MIS): A management information

system (MIS) is a system used to provide managers with needed information on a regular

basis. MIS provides information about the internal working of the organization and also about

the external environment. MIS may be manual or computerized.

7. PERT and CPM Techniques: PERT stands for “Program Evaluation &

Review Technique” and CPM are the abbreviation for “Critical Path Method”. PERT is a

method to analyze the involved tasks in completing a given project, especially the time

needed to complete each task, and to identify the minimum time needed to complete the total

project. The critical path method (CPM) is a step-by-step project management technique for

process planning that defines critical and non-critical tasks CPM / PERT can be used to

minimize the total time or the total cost required to perform the total operations.

CONCLUSION

In conclusion, organizations and the management have uniform functions as well as ethics to

run their affairs efficiently with the help of managers to offer diverse products and services to

their consumers. They entrust different kinds of responsibilities not only to meet the

organizational goals but also to contribute their participation towards the society and culture

that leaves long lasting effects. Critical study of organizations and management helps to

identify social responsibilities and responsiveness, organization’s domination, how

organizations use and exploit their employees and its associated effects as well as outcomes

of corporate power, and overall shortcomings in the organizational setup and its

management.

REFERENCES

o Griffin, Ricky W. Management. 11th

ed. Cengage Learning, 2013.

o Weihrich, Heinz & Koontz, Harold. Management: A Global Perspective. 10th

Ed.

McGraw-Hill, 1993.

o Robinson, Stephen P. & Coulter, Mary. Management. 11th

ed. Prentice Hall, 2012.

o Notes based on class lectures

o Several websites