management (526)

8/3/2019 Management (526)

1/37

Question # 1Why It Is Important To Examine Management From Different

Perspectives And What Do You Achieve From This Examination?Describe Management In A New Perspective (E.g. Management

Means Being In Changer).

A NEW PERSPECTIVE OF OPERATIONS MANAGEMENT

1. The Productivity Frontier

Porters (1985) productivity frontier (the sum ofall practices at any given time that enable an organization to meet specificvalue/ cost requirements) is a useful approach if we wish to identify specificvalue based opportunities and to make effective responses. A firm can improveits value proposition by increasing the non-price value delivered for relativelylower cost. Conversely, the value proposition can be decreased by lowering thenon-price value delivered and by increasing costs. This second outcome willoccur if a firm continually neglects customer needs.

The usefulness of Porters productivity frontier can be extended by identifyingvalue segments (that is, combinations of non-price/ price value combinations).As can be seen by the second diagram, these segments range from specialistone off products to commodity based products.

A specialist one-off product is produced when a manufacturer produces acertain product that exactly meets the requirements of only one customer. Apremium price is paid for the one-off, customized product. The manufacturerwill organize their operations around delivering the maximum non-price value.

Commodity basedproducts are mass-produced products that deliverrelatively low non-price value and charge an accordingly low price. Thiscompany intends to flood the market with its products so that they areprofitable. The company will organize itself around delivering large volumes forlow cost.

Mass Customization is more or less a middle ground between the previoustwo extremes. Mass customization aims to select a few market segments thatrequire some non-price value for an appropriate price. The company willorganize itself around understanding the needs of the market segments itintends to serve and design its value proposition for each segment. With theemergence of new technologies, this kind of business design is becoming easier


2/37

to achieve. This is leading to consistent outward shifts in the productivity curvefor a number of industries.

2. Value Based Differentiation: Organizational Implications

Source: Walters (2002)The above diagram illustrates the productivity frontier with relevant marketingand operational implications

3. Product Platforms


3/37

Product platforms are now widely used in manufacturing as a way to masscustomize products. The process involves creating a universal product hub,which is known as the product platform. The components of the productplatform are common throughout a number of products that the companymanufactures. Then, newly constructed product platforms are sent to each subproduct line to be further customized by adding new attributes to the platform.The finished products are then produced for the end user.

The implications for this kind of technique are drastic reductions in coststhrough volume purchases, lesser need for multiple production facilities, easier

customization of products and easier maintenance.

For example, in car manufacturing, a number of components are universal to allcars. The parts that the customer wont notice, such as the gearbox, the engine,the drive train, the body etc. can be commonly used throughout a number ofdifferent lines with further customization performed at later stages throughoutthe production process. At Ford, they might have common gearboxes, engines,wheels, and steering mechanisms for the Fairland, the Falcon, and the FalconUtility, however, as each product goes through the production process, theyeach are altered to become the final products.

4. Value Positioning in an Organizational Context


4/37

Source: Walters (2002)The above diagram summarizes the activities of the value chain.

5. Competitive Advantage

According to Kay (1993), Competitive Advantage is equal to:

Kay (1993) reasons that a companys competitive advantage can be judged byassessing the above ratio.Competitive advantage is determined by capabilities, and these vary. Kay

(2000) identifies two categories: distinctive capabilities such as institutionalsanctioned items; patents, copyrights, statutory monopolies, etc. but alsofeature powerful idiosyncratic characteristicsbuilt by companies incompetitive markets. These are; strong brands, patterns of supplier and/ orcustomer relationships, specialist skills, knowledge and processes. Reproduciblecapabilities can be created (or purchased or leased) by any company withreasonable management skills, skills of observation and financial resources.Both process and product technology are reproducible.


5/37


6/37

Source: Walters (2002)

The diagram above illustrates the recommended production processes for agiven combination of volume and variety. This is a similar concept to PortersProductivity Frontier.

Disconnected flow is otherwise known as one-off or jobbing and involvesproducing highly customized products for very few customers. Productionfacilities that are used for this kind of production are usually very specializedand are only converted to a different configuration with long lead times. Apremium price is charged for the outputs of this kind of production process.

disconnected line production involves producing products that arerelatively customized. The production process involves setting up a number ofproduction modules that produce some of the product, with the majority of theproduct still being customized. A premium price is often charged for this

process as well, although more scope exists for price led competition. Forexample, a surfboard manufacturer uses the same equipment and inputs toproduce surfboards, but each surfboard is customized to a riders specificrequirements.

Connected Line Flow production involves producing products that aremostly the same except for a small amount of customization. Using thisprocess, most of the production line is standard, with only a small portionremaining for the purposes of customization. Price led competition is morepredominant as a result of this form of production. For example, the larger carmanufacturers use this form of production to produce large-volume cars that

require little customization.

Continuous flow production involves mass-producing large quantities ofthe same product. Production lines dont have any scope for customization andadvantages are realized through economies of scale and asset usage intensity.Price led competition is the result of this kind of production process. Forexample, oil companies and other raw materials producers use this form ofproduction.


7/37

8. Adding Value Strategy Options to the Process/ ChoiceDecision

This diagram combines competitive dynamics with operational factors andshows the resulting value proposition.

9. Introducing the Notion of Distributed Assets to Value LedOperations Strategy Decisions

Source: Walters (2002)

Depending on the competitive situation the company aims for, the ownership ofthe process and process infrastructure used to produce the value is animportant consideration. The above diagram shows the recommended level of

production process ownership, based on the intended value proposition and theproduction method itself.

100% ownership is recommended when the production process is adisconnected flow and the value proposition is based on exclusivecustomization. 100% ownership involves no outsourcing since all production isperformed in-house.


8/37

Conversely, total outsourcing is recommended for a price determinant valueproposition and a continuous flow production process. This is because no profitcan be made in this situation without sufficient economies of scale or volume.

10. Process Management Extends Beyond Departments withinOrganizations to Include External Organizations

Question # 2Describe The Managerial Skills You Need To Develop To Be AnEffective Manager, And Suggest How You Can Achieve These

Skills.


9/37

8 WAYS TO IMPROVE YOUR MANAGERIAL SKILLS

Each year, thousands of people make the switch from staff engineer orscientist to manager.And, although many of us look forward to the change, we find it frustrating

once we get there.

When we were engineers, we were rewarded for our technical skills andlabors in direct proportion to what we accomplished.

But now, as a manager, our success is measured not by our own outputhut by the output and productivity of the people we supervise. And that senseof not being in direct control can be a frustrating feeling.

Fortunately, working with others and getting them to give you their bestcan be just as rewarding as technical accomplishments . . . once you get thehang of it. Here are eight tips that will help you to manage and to guide yourpeople more effectively.

The Human Touch

The most valuable qualities you can develop within yourself arepatience, kindness, and consideration for other people. Although machines andchemicals don't care whether you scream and curse at them, people do.

Your subordinates are not just engineers, scientists, administrators,clerks, and programmers they're people, first and foremost. People withfamilies and friends, likes and dislikes. People with feelings. Respect them aspeople and you'll get their respect and loyalty in return. But treat them coldlyand impersonally and they will lose motivation to perform for you.

Corny as it sounds, the Golden Rule "Do unto others as you would haveothers do unto you'' -is a sound, proven management principle. The next timeyou're about to discipline a worker or voice your displeasure, ask yourself,"Would I like to be spoken to the way I'm thinking of speaking to him or her?''Give your people the same kindness and consideration that you would want toreceive if you were in their place.

Dont Be Overly Critical

As a manager, it's part of your job to keep your people on the righttrack. And that involves pointing out errors and telling them where they'vegone wrong.

But some managers are overly critical. They're not happy unless theyare criticizing. They rarely accomplish much or take on anything new


10/37

themselves, but they are only too happy to tell others where they went wrong,why they're doing it incorrectly, and why they could do the job better.

Don't be this type of person. Chances are, you have more knowledgeand experience in your field than a good many of the people you supervise. Butthat's why the company made you the boss! Your job is to guide and teach

these people not to yell or nit-pick or show them how dumb they are comparedto you.

Mary Kay Ash, founder and director of Mary Kay Cosmetics, says thatsuccessful managers encourage their people instead of criticizing them. "Forget their mistakes," she advises, "and zero in on one small thing they doright. Praise them and they'll do more things right and discover talents andabilities they never realized they had."

Let Them FailOf course, to follow through on Mary Kay's advice, you've got to let your

people make some mistakes.

Does this shock you? I'm not surprised. Most workers expect to bepunished for every mistake. Most managers think it's a "black eye" on theirrecord when an employee goofs.

But successful managers know that the best way for their people tolearn and grow is through experience and that means taking chances andmaking errors.

Give your people the chance to try new skills or tasks without asupervisor looking over their shoulders but only on smaller, less crucial projects.That way, mistakes won't hurt the company and can quickly and easily becorrected. On major projects, where performance is critical, you'll want to giveas much supervision as is needed to ensure successful completion of the task.

Be AvailableHave you ever been enthusiastic about a project, only to find yourself

stuck, unable to continue, while you waited for someone higher up to checkyour work before giving the go ahead for the next phase?

Few things dampen employee motivation more than managementinattention. As a manager, you have a million things to worry about besides thereport sitting in your mailbox, waiting for your approval. But to the person whowrote that report, each day's delay causes frustration, anger, worry, andinsecurity.

So, although you've got a lot to do, give your first attention toapproving, reviewing, and okaying projects in progress. If employees stop by toask a question or discuss a project, invite them to sit down for a few minutes. If


11/37

you're pressed for time, set up an appointment for later that day, and keep it.This will let your people know you are genuinely interested in them. And that'ssomething they'll really appreciate.

Improve the Workplace

People are most productive when they have the right tools and work inpleasant, comfortable surroundings. According to a study by the BuffaloOrganization, a comfortable office environment creates an extra $1600 ofproductivity annually for professionals and managers.

Having the right equipment is equally important. One of my clientsrecently hired a full-time technical writer at a salary of $25,000, but wasreluctant to invest $2500 in a word processor for him to use.

I explained that, in my experience, word processors can easily doublethe productivity of a writer. Therefore, if the writer was expected to produce$25,000 worth of work with a typewriter, he could produce $50,000 with a wordprocessor an extra $25,000 a year in productivity for a $2500 investment! Theclient bought the computer. Both the company and the writer were delightedwith the results.

Be aware that you may not be the best judge of what your employeesneed to do their jobs effectively. Even if you've done the job yourself, someoneelse may work best with a different set of tools, or in a different setup becauseeach person is different.

If your people complain about work conditions, listen. These complaintsare usually not made for self gain, but stem from each worker's desire to do thebest job possible. And by providing the right equipment or work space, you canachieve enormous increases in output . . . open with a minimal investment.

A Personal Interest in People

When is the last time you asked your secretary how her son was doingin Little League or how she enjoyed her vacation?

Good salespeople know that relating to the customer on a person-to-person level is the fastest way to win friends and sales. Yet many technicalmanagers remain aloof and avoid conversation that does not relate directly tobusiness. Why? Perhaps it's because engineers are more comfortable withequations and inanimate objects than with people, and feel uncomfortable insocial situations.


12/37

But just as a salesperson wants to get to know his customer, you canbenefit by showing a little personal interest in your people their problems,family life, health, and hobbies. This doesn't have to be insincere or overdonejust the type of routine conversation that should naturally pass between peoplewho work closely.

If you've been ignoring your employees, get into the habit of taking afew minutes every week (or every day) to say "hello" and chat for a minute ortwo If an employee has a personal problem affecting his mood or performance,try to find out what it is and how you might help. Send a card or small gift onimportant occasions and holidays, such as a 10th anniversary with the firm or abirthday. Often, it is the little things we do for people (such as letting workerswith long commutes leave early on a snowy day, or springing for dinner whenovertime is required) that determine their loyally to you.

Be Open to Ideas

You may think the sign of a good manager is to have a departmentwhere everybody is busy at work on their assigned tasks. But if your people aremerely "doing their jobs," they're only working at about half their potential. Atruly productive department is one in which every employee is actively thinkingof better, more efficient methods of working ways in which to produce a higherquality product. In less time, at lower cost.

To get this kind of innovation from your people, you have to bereceptive to new ideas; what's more, you have to encourage your people toproduce new ideas. Incentives are one way you can offer a cash bonus, time off,a gift. But a more potent form of motivation is simply the employee's knowingthat management does listen and does put employee suggestions and ideas towork. Quality Circles, used by Westinghouse and other major firms, are one wayof putting this into action... The old standby, the suggestion box. is anothertime tested method.

And when you listen to new ideas, be open minded. Don't shoot down asuggestion before you've heard it in full. Many of us are too quick, too eager, toshow off our own experience and knowledge and say that something won't workbecause we've tried it before or we don't do it that way. Well, maybe youdid try it before, but that doesn't mean it won't work now. And having donethings a certain way in the past doesn't mean you've necessarily been doingthem the best way. A good manager is open-minded and receptive to newideas.

Give Your People a Place to Go

If a worker doesn't have a place to go a position to aspire to, a promotion towork toward then his job is a dead end. And dead-end workers are usuallybored, unhappy, and unproductive. Organize your department so that everyone


13/37

has opportunity for advancement, so that there is a logical progression up theladder in terms of title, responsibility, status, and pay. If this isn't possiblebecause your department is too small, perhaps that progression must inevitablylead to jobs outside the department. If so, don't hold people back; instead,encourage them to aim for these goals so that they will put forth their bestefforts during all the years they are with you

A manager's job is varied and complex. Managers need certain skills to performthe duties and activities associated with being a manager. What type of skillsdoes a manager need? Research by Robert L. Katz found that managers neededthree essential skills. These are technical skills, human skills and conceptualskills. Technical skills include knowledge of and proficiency in a certainspecialized field, such as engineering, computers, financial and managerialaccounting, or manufacturing. These skills are more important at lower levels ofmanagement since these managers are dealing directly with employees doingthe organization's work. Human skills involve the ability to work well with otherpeople both individually and in a group. Because managers deal directly with

people, this skill is crucial! Managers with good human skills are able to get thebest out of their people. They know how to communicate, motivate, lead, andinspire enthusiasm and trust. These skills are equally important at all levels ofmanagement. Finally conceptual skills are the skills managers must have tothink and conceptualize about abstract and complex situations. Using theseskills managers must be able to see the organization as a whole, understandthe relationship among various subunits, and visualize how the organization fitsinto its broader environment. These skills are most important at top levelmanagement. A professional association of practicing managers, the AmericanManagement Association, has identified important skills for managers thatencompass conceptual, communication, effectiveness, and interpersonal

aspects. These are briefly described below:

Conceptual Skills: Ability to use information to solve business problems,identification of opportunities for innovation, recognizing problem areas andimplementing solutions, selecting critical information from masses of data,understanding the business uses of technology, understanding theorganization's business model.

Communication Skills: Ability to transform ideas into words and actions,credibility among colleagues, peers, and subordinates, listening and askingquestions, presentation skills and spoken format, presentation skills; writtenand graphic formats

Effectiveness Skills: Contributing to corporate mission/departmentalobjectives, customer focus, multitasking; working at multiple tasks at parallel,negotiating skills, project management, reviewing operations and implementingimprovements, setting and maintaining performance standards internally andexternally, setting priorities for attention and activity, time management.


14/37

Interpersonal Skills: Coaching and mentoring skills, diversity skills; workingwith diverse people and culture, networking within the organization, networkingoutside the organization, working in teams; cooperation and commitment.

In today's demanding and dynamic workplace, employees who are invaluable toan organization must be willing to constantly upgrade their skills and take on

extra work outside their own specific job areas. There is no doubt that skills willcontinue to be an important way of describing what a manager does.

Question # 3Pick A Country Of Your Choice And Study Its Resources,Government, Political And Legal Systems And Physical

Infrastructure. What Type of Business Would Thrive In Such ACountry and Why?

(United States of America)

Renewable Resources for Americas

Independent Natural Resources, Inc. or INRI is an American IP holdingcompany based in Eden Prairie, Minnesota. It formed Renew Blue in Dallas as awholly owned subsidiary charged with licensing the SEADOG technology.

The companys technology has been showcased in multiple energy conferencesincluding the Gulf Coast Innovation Conference & Showcase and the Energy andClean Technology Venture Forum. It also has had features in The Star Tribune,the Houston Business Journal, the Houston Chronicle, and Popular Mechanics.

American Water ResourcesThe American Water Resources Association (AWRA) is a non-profit professionalassociation dedicated to the advancement of men and women in waterresources management, research, and education. With almost 2,500 members,it is the major U.S. organization in the field. AWRAs membership includesengineers, educators, foresters, biologists, ecologists, geographers, managers,


15/37

regulators, hydrologists and attorneys. AWRA organizes conferences, publishesthe peer-reviewed Journal of the American Water Resources Association(JAWRA), the Water Resources IMPACT magazine, and sponsors TechnicalCommittees, State Sections and Student Chapters.

AWRA has a seat on the Board of Governors of the World Water Council and

participates in the triennial World Water Forum

Progress Energy ResourcesProgress Energy employs technical oil and gas expertise within the company.Operations are primarily focused in the foothills and plains of northeast BritishColumbia and the deep basin of northwest Alberta.

Progress Energy is targeting sustainable reserves and production per sharethrough the utilization of its technical capability and capital investment.Production is expected to be maintained or modestly grown through thereinvestment of approximately 30% of cash flows while distributing the balance

to unit holders monthly.

Fishing industry in the United StatesAs with other countries, the 200 nautical mile exclusive economic zone (EEZ) offthe coast of the United States gives its fishing industry special fishing rights.[6]It covers 11.4 million square kilometers (4.38 million sq mi). This is the largestzone in the world, exceeding the land area of the United States.

According to the FAO, in 2005 the United States harvested 4,888,621 milliontones of fish from wild fisheries and another 471,958 tones from aquaculture.This made the United States the fifth leading producer of fish after China, Peru,India and Indonesia, with 3.8 percent of the world total.

Beekeeping in the United StatesJohn Harrison, originally from Pennsylvania, successfully brought bee keeping tothe US west coast in the 1860s, in an area now known as Harrison Canyon,California, and greatly expanded the market for honey throughout the country.

Beekeeping was traditionally practiced for the bees' honey harvest, althoughnowadays crop pollination service can often provide a greater part of acommercial beekeeper's income. Other hive products are pollen, royal jelly, and

propel, which are also used for nutritional and medicinal purposes, andbeeswax, which is used in candle making, cosmetics, wood polish, and formodeling. The modern use of hive products has changed little since ancienttimes.

Western honey bees are not native to the Americas. American colonistsimported honey bees from Europe, partly for honey and partly for theirusefulness as pollinators. The first honey bee species imported were likely


16/37

European dark bees. Later Italian bees, Carnelian honey bees and Caucasianbees were added.

United States Department of AgricultureThe United States Department of Agriculture (informally the AgricultureDepartment or USDA) is the United States federal executive department

responsible for developing and executing U.S. federal government policy onfarming, agriculture, and food. It aims to meet the needs of farmers andranchers, promote agricultural trade and production, work to assure foodsafety, protect natural resources, foster rural communities and end hunger inthe United States and abroad.

The head of the department is the Secretary of Agriculture, who is a member ofthe Cabinet. The current Secretary is Tom Vilsack.

Federal government of the United StatesThe U.S. federal government was formed in the eighteenth century and isconsidered to be the first modern national federation in the world.[citationneeded] Even so, the details of American federalism have been debated sincethe establishment and ordination of the Constitution, with some parties arguingfor expansive national powers, while others have interpreted the Constitution'senumeration of the national government's powers literally.

Since the U.S. Civil War, the powers of the Federal Government have generallyexpanded greatly, although there have been periods when states' rightsproponents have succeeded in limiting federal power through legislative action,executive prerogative or by constitutional interpretation of the courts.

The seat of the Federal Government is in Washington, D.C. This has led to"Washington" commonly being used as a metonym for the federal government.[Citation needed]

Politics of the United StatesThe United States is a federal constitutional republic, in which the President ofthe United States (the head of state and head of government), Congress, andjudiciary share powers reserved to the national government, and the federalgovernment shares sovereignty with the state governments. Federal and stateelections generally take place within a two-party system, although this is not

enshrined in law.

The executive branch is headed by a President and is independent of thelegislature. Legislative power is vested in the two chambers of Congress, theSenate and the House of Representatives. The judicial branch (or judiciary),composed of the Supreme Court and lower federal courts, exercises judicialpower (or judiciary). The judiciary's function is to interpret the United StatesConstitution and federal laws and regulations. This includes resolving disputesbetween the executive and legislative branches. The federal government of the


17/37

United States was established by the Constitution. Two parties, the DemocraticParty and the Republican Party, have dominated American politics since theAmerican Civil War, although other parties have also existed.

State governmentStates governments have the power to make laws on all subjects that are not

granted to the federal government or denied to the states in the U.S.Constitution. These include education, family law, contract law, and mostcrimes. Unlike the federal government, which only has those powers granted toit in the Constitution, a state government has inherent powers allowing it to actunless limited by a provision of the state or national constitution.

Local governmentThere are 89,500 local governments, including 3,033 counties, 19,492municipalities, 16,500 townships, 13,000 school districts, and 37,000 otherspecial districts that deal with issues like fire protection.[1] To a greater extentthan on the federal or state level, the local governments directly serve theneeds of the people, providing everything from police and fire protection tosanitary codes, health regulations, education, public transportation, andhousing.

Mayor-Council. This is the oldest form of city government in the UnitedStates and, until the beginning of the 20th century, was used by nearly allAmerican cities. Its structure is like that of the state and national governments,with an elected mayor as chief of the executive branch and an elected councilthat represents the various neighborhoods forming the legislative branch. Themayor appoints heads of city departments and other officials, sometimes withthe approval of the council. He or she has the power of veto over ordinances(the laws of the city) and often is responsible for preparing the city's budget.The council passes city ordinances, sets the tax rate on property, andapportions money among the various city departments. As cities have grown,council seats have usually come to represent more than a single neighborhood.

The Commission.This combines both the legislative and executive functionsin one group of officials, usually three and more in number, elected city-wide.Each commissioner supervises the work of one or more city departments. Oneis named chairperson of the body and is often called the mayor, although his orher power is equivalent to that of the other commissioners.

Council-Manager. The city manager is a response to the increasingcomplexity of urban problems that need management ability not oftenpossessed by elected public officials. The answer has been to entrust most ofthe executive powers, including law enforcement and provision of services, to ahighly trained and experienced professional city manager.

Town and village government


18/37

Thousands of municipal jurisdictions are too small to qualify as citygovernments. These are chartered as towns and villages and deal with suchstrictly local needs as paving and lighting the streets, ensuring a water supply,providing police and fire protection and waste management. Note that in manystates, the term "town" does not have any specific meaning; it is simply aninformal term applied to populated places (both incorporated and

unincorporated municipalities). Moreover, in some states, the term town isequivalent to how civil townships are used in other states.

United States legal systemThe United States federal courts comprise the Judiciary Branch of governmentorganized under the Constitution and laws of the federal government of theUnited States. See also United States federal judge

Categories

The courts are one of the three coequal branches of the federalgovernment, and include:

General trial courts:

United States district courts

Courts with geographic-based appellate jurisdiction:

The eleven numbered United States courts of appeals

Court of last resort:

Supreme Court of the United States (which primarily has appellatejurisdiction but also has original jurisdiction over a very narrow range of

cases) Courts with original jurisdiction over specific subject matter:

United States bankruptcy courts

United States Tax Court

United States Court of Private Land Claims (1891-1904)

United States Court of International Trade

United States Court of Federal Claims

United States Foreign Intelligence Surveillance Court

Courts with appellate jurisdiction over specific subject matter:

United States Court of Appeals for Veterans Claims

United States Court of Appeals for the Armed Forces United States Court of Appeals for the Federal Circuit

While federal courts are generally created by the United States Congress underthe constitutional power described in Article III, many of the specialized courtsare created under the authority granted in Article I. Greater power is vested inArticle III courts because they are independent of Congress, the President, andthe political process.


19/37


20/37

Horseshoe DamImperial DamLaguna Diversion Dam

Lyman DamMission TailingsMormon Flat DamMorels DamNew Cornelia Tailings, largest US dam by volumeNew Waddell DamPainted Rock DamPalo Verde Diversion DamParker DamSeveral dams are part of the Salt River ProjectStewart Mountain DamTheodore Roosevelt Dam Salt River ProjectWaddell Dam Lake Pleasant

Arcata Wastewater Treatment Plant and Wildlife Sanctuary

Arcata Wastewater Treatment Plant and Wildlife Sanctuary is aninnovative sewer management system employed by the city of Arcata,California [1].

A series of oxidation ponds, treatment wetlands and enhancementmarshes are used to filter sewage waste. The Marshes also serve as awildlife refuge, and are on the Pacific Flyway. The Arcata Marsh is a

popular destination for birders. The Marsh has been awarded theInnovations in Government award from the Ford Foundation/HarvardUniversity Kennedy School of Government. Numerous holding pools in themarsh, called "lakes," are named after donors and citizens who helpedstart the marsh project, including Humboldt State University professors


21/37

George Allen and Robert A. Gear heart who were instrumental in thecreation of the Arcata Marsh. In 1969 Allen also started an aquaculture

project at the marsh to raise simonies in mixtures of sea water andpartially treated wastewater, a project that continues today. Despitebeing effectively a sewer, the series of open-air lakes do not smell, and

are a popular destination for bird watching, cycling and jogging.View over southern end of Arcata Marsh.

The sewage treatment process takes place in three stages:Sewage is held in sedimentation tanks where the sludge is removed and

processed for use as fertilizer.Remaining wastewater is pumped into oxidation ponds (here bacteriabreak down the waste).

About one month later water is put into artificial marshes where it iscleansed by reeds, cattails, and bacteria.

Proposed roads in the United States

U.S. Route 121 is a proposed highway designated as the Coalfields Expressway,a four lane highway stretching from Beckley, West Virginia to Pound, Virginia,approximately 62 miles (100 km) in length. It is designed to connect Interstate77/Interstate 64 in West Virginia near Beckley to U.S. Route 23 in Wise County,Virginia at Pound.

While U.S. 121 will not connect directly to U.S. Route 21, it will intersect at the

latter road's original alignment, now a part of I-77.

Big business seeing in the future Of USA

Regenesis Solar Power: Powering the future

In the U.S., solar power is being hailed as one of the renewable energy solutionsof the future, alongside wind energy. Regenesis Solar Power is testament to theincreasing demand for this renewable energy source. Established back in 2006,it has come a long way since then and has worked on some of the biggest solarprojects in California and throughout the U.S.

An expert in the fields of solar program deployment and solar projectdevelopment, Regenesis has designed, developed and managed over 30MW ofindustrial and commercial solar facilities all in just four years.

Co-founder and Vice President of Project Development, Dell Jones, has workedfor several solar thermal manufacturers in the past, including AET and Amcor.His experience developing and managing solar and wind projects has seen him


22/37

bring an unrivalled level of expertise to Regenesis. He has been a consultant forFPL Energy on the expansion of the 350 MW and new solar thermal electricplants, Kramer Junction and Harper Lake in California. In fact, the companyssolar project managers average more than 20 years of industry experience,making them a valuable asset.

EXCITING FUTUREOver the years, Regenesis has invested heavily in patented solar trackingtechnology in order to maximize performance and efficiency. Certainly, thattechnology is now in evidence in many of its solar projects across the U.S. andensures that performance excellence remains at the heart of its operations.

Although the companys workforce fluctuates with each project, recruitment ison the cards this year as Regenesis invests inits future.

Energy Digital is not only backing Regenesis Solar Powers success for years tocome, but that of the solar power industry too. After all, solar energy is thefuture to a sustainable way of living.

FACTS at a Glance:Company Name: Regenesis Solar PowerHeadquarters: San Carlos, CaliforniaOperations: Solar project development and solar program deployment expertsEstablished: 2006

Camera film manufacturingThis probably isn't the best business to get into right now. According to TheChicago Tribune, from May 2006 to May 2007, the volume of prints made fromdigital cameras grew by 34 percent. Film camera sales, meanwhile, fell by 49percent, while digital cameras sales continued to grow by 5 percent. OfAmerican internet users, 70 percent own a digital camera; another surveyshows that 70 percent of Canadians now use a digital camera

Odds of survival in 10 years: Some entrepreneurs who specialize in makingcamera film for amateur photographers could possibly make a living..

Gay barsAs The Orlando Sentinel noted in a recent article, around the country gay barshave been going out of business as gay men and women have been gaininggreater acceptance in society. What used to be a hangout for people who feltunwelcome elsewhere is becoming less necessary.

Odds of survival in 10 years: As with many industries, the very best of themwill endure; the rest won't.


23/37

Piggy banksYou may chuckle, but as we continue gravitating toward a paperless society, it'snot difficult to imagine a day when piggy banks no longer exist.

Odds of survival in 10 years: Sure, they'll probably still be a few around inantique shops.

Home Based BusinessesWhat do Apple Computer, Hershey Chocolate, Mary Kay Cosmetics, and theFord Motor Company have in common? They all started out as home basedbusinesses. Over half of all U.S. businesses are based out of an owner's home.Starting a home based business has many rewards and challenges. This guideprovides resources that will help you learn more about working out of yourhouse, starting a home-based business, and managing your business within thelaw.

Financing a StartupFrom seed capital to capital for expansion, getting financing is one of the mostimportant parts to a startup. Making sure you can impress the venturecapitalists and the angel investors takes preparation and practice. Use theseresources to help your startup in getting financing.

DotcomsThe steps to starting a dotcom have many similarities to starting a brick andmortar business, but there are numerous benefits and risks to starting an online

business. These resources will help you to start and grow your dotcom as wellas address business topics specific to dotcoms.

Intellectual PropertyWith high-growth startups, entrepreneurs want to make sure to have their ideasprotected. In the early stages of business, the idea is the driving force. Theseresources can help you to protect your ideas and products.

Marketing and Social MediaLike most small businesses, marketing should be on every startup ownersagenda. Creating a brand and making sure that your customers and potential

customers know about your high-technology, innovation, or idea is important.Use these resources to help build your brand with tradition marketing and socialmedia.

Green BusinessesA growing number of startups view global environmental problems as businessopportunities. Learn about the major profits to be made by those that developsolutions to them.


24/37

Question # 4Explain In Detail The Different Types Of Decisions Managers Take

At Different Levels In An Organization.Decision makingDecision making is about selecting a course of action between severalalternatives. A trade off is the process of making a choice between alternatives.For example, a firm may have to decide between:

Distributing or retaining profit

Targeting domestic or overseas markets

Locating production in the UK or third world

Spending its promotion budget on advertising or direct sales

One of the roles of managers is to make decisions. In large organizationsdirectors and senior managers have to decide between competing objectivesand alternative strategies. Junior managers decide between various tactics for

example the best promotional mix.

Decision making can be based on a hunch, careful or careless research ofmarkets and competitors, or forecasts. In any case, decision making necessarilyinvolve risk and uncertainty. Incomplete or inaccurate data, faulty assumptions,or unexpected future events, such as the credit crunch, means there is a risk adecision may not work out as expected or have unforeseen consequences.

Research and planning can help reduce but cannot eliminate risk anduncertainty. This its why firms invest time and money in market research andswat analysis.

One way of measuring the impact of a decision is opportunity cost. Every spent on marketing could have been invested in R&D, new equipment or extrastaff. Opportunity cost is the best alternative sacrificed when making adecision i.e. the benefit foregone as a result of making a decision.Purposeful selection from among a set of alternatives in light of a givenobjective. Decision-making is not a separate function of management. In fact,decision-making is intertwined with the other functions, such as Planning,Coordinating, and Controlling. These functions all require that decisions bemade. For example, at the outset, management must make a critical decisionas to which of several strategies would be followed. Such a decision is often

called a strategic decision because of its long-term impact on the organization.Also, managers must make scores of lesser decisions, tactical and operational,all of which are important to the organization's well-being.

A decision is a choice made between 2 or more available alternatives.

Decision Making is the process of choosing the best alternative forreaching objectives.


25/37

Managers make decisions affecting the organization daily and communicatethose decisions to other organizational members.

Some decisions affect a large number of organization members, cost a greatdeal of money to Carry out, or have a long term effect on the organization.

Such significant decisions can have a major impact, not only on themanagement systems itself, but on the career of the manager who makesthem.

Other decisions are fairly insignificant, affecting only a small member oforganization members, costing little to carry out, and producing only a shortterm effect on the organization.

PARTS OF DECISIONS:

PROGRAMMED DECISIONS:

Programmed decisions are routine and repetitive, and the organization typicallydevelops specific ways to handle them. A programmed decision might involvedetermining how products will be arranged on the shelves of a supermarket. Forthis kind of routine, repetitive problem, standard arrangement decisions aretypically made according to established management guidelines.

NON PROGRAMMED DECISIONS:

Non programmed decisions are typically one shot decisions that are usually lessstructured than programmed decision.


26/37

Types of Decision Making

IrreversibleThis is those types of decisions, which, if made once cannot be unmade.Whatever is decided would than have its repercussions for a long time to come.It commits one irrevocably when there is no other satisfactory option to thechosen course. A manager should never use it as an all-or-nothing instantescape from general indecision.

ReversibleThis is the decisions that can be changed completely, before, during or after theagreed action begins. Such types of decisions allow one to acknowledge amistake early in the process rather than perpetuate it. It can be effectively usedfor changing circumstances where reversal is necessary.

ExperimentalThese types of decisions are not final until the first results appear and provethemselves to be satisfactory. It requires positive feedback before one candecide on a course of action. It is useful and effective when correct move isunclear but there is a clarity regarding general direction of action.

Trial and ErrorIn this type of decisions, knowledge is derived out of past mistakes. A certaincourse of action is selected and is tried out, if the results are positive, the actionis carried further, if the results appear negative, another course is adopted andso on and so forth a trial is made and an error is occurred. Till the nightcombination this continues. It allows the manager to adopt and adjust plans


27/37

continuously before the full and final commitment. It uses both, the positive andnegative feedback before selecting one particular course of action.

Made in StagesHere the decisions are made in steps until the whole action is completed. Itallows close monitoring of risks as one accumulates the evidence of out- comes

and obstacles at every stage. It permits feedback and further discussion beforethe next stage of the decision is made.

CautiousIt allows time for contingencies and problems that may crop up later at the timeof implementation. The decision-makers hedge their best of efforts to adopt thenight course. It helps to limit the risks that are inherent to decision- making.Although this may also limit the final gains. It allows one to scale down thoseprojects which look too risky in the first instance.

Conditional

Such types of decisions can be altered if certain foreseen circumstances arise.It is an either / or kind of decision with all options kept open. It prepares one toreact if the competition makes a new move or if the game plan changesradically. It enables one to react quickly to the ever changing circumstances ofcompetitive markets.

DelayedSuch decisions are put on hold till the decisionmakers feel that the time isright. A go-ahead is given only when required elements are in place. It preventsone from making a decision at the wrong time or before all the facts is known. Itmay, at times result into forgoing of opportunities in the market that needs fast

action.

BEING DECISIVE

The ability to take timely, clear and firm decisions is an essential quality ofleadership, but the type of decision needed varies according to thecircumstances. Learning to recognize the implications of taking each type ofdifferent decisions leads to error minimization.

BEING POSITIVE

Taking decisive action does not mean making decisions on the spur of themoment. Although, it may be necessary in emergencies and also occasionallydesirable for other reasons. A true leader approaches the decisions confidently,being aware of what must be taken into account and fully in command of thedecisionmaking process.


28/37

MAKING FAST DECISIONSIt is important to be able to assess whether a decision needs to be madequickly or it can wait. Good decision-makers often do make instant decisions but they then assess the long-term implications.

Identifying IssuesIt is crucial to diagnose problems correctly. Before any decision is madeidentifying and defining the issue removes the criticality. This also meansdeciding who else needs to be involved in the issue, and analyzing what theirinvolvement means.

Prioritizing factorsWhile making a decision, a manager needs to prioritize on important factors.Some factors in a process are more important than others. The use of Paretosrule of Vital few and trivial many helps in setting up of the priorities. Givingevery factor affecting a decision equal weight makes sense only if every factor

is equally important, the Pareto rule concentrates on the significant 20 percentand gives the less important 80 percent lower priority.

Using advisersIt is advisable to involve as many people as are needed in making a decision. Inmaking collective decisions, specific expertise as well as experience of a personboth can be used simultaneously. The decision-maker, having weighed theadvice of experts and experienced hands, must then use authority to ensurethat the final decision is seen through.

Vetting decisions

If one does not have the full autonomy to proceed, it is advisable to consult therelevant authority not just for the final go, but also for the input. It is always inthe interest of the subordinate to have the plans vetted by a senior colleaguewhose judgment is trusted and is experienced. Even if there is no need to getthe decision sanctioned, the top people are likely to lend their cooperation wellif they have been kept fully informed all the way along the decision path.

5 ELEMENTS OF THE DECISION SITUATION:

The Decision Makers

Goals to be served

Relevant Alternatives Ordering of Alternatives

Choice of Alternatives

DECISION MAKING PROCESS:

Decision making steps this model depicts are as follows:

Identify an existing problem


29/37

List possible alternatives for solving the problem

Select the most beneficial of these alternatives.

Implement the selected alternative.

Gather feedback to find out if the implemented alternative is solving theidentified problem.

IMPLEMENTING A DECISION

Decisions are valueless until they are translated into positive action, which inturn involves the decisionmaker in making a series of operational decisionsand choices.

1. Making an action plan:A plan of action will begin to evolve naturally as options are narrowed andtheir feasibility is studied during the decision-making process. Whendeveloping a plan to implement a decision, everybody needs to fullyunderstand the reason for that specific decision. An analysis of the overall

task, determining what actions need to be taken and the manner in whichthe decision shall be implemented, should be provided in detail.

2. Delegating Action:Some decisions, which are simple, can be handled single handedly. But morecomplex decisions involve a number of tasks and the work of a team.Breaking each task into manageable chuks and delegating responsibility forplanning to individuals within the team, makes the performance easier. Themanager may delegate trivial matters to be decided by the subordinates,leaving more time for more important things.

3. Communicating a decision:Once a decision is taken and planned, it needs to be relayed to thecolleagues who are directly or indirectly affected by it. The release ofinformation if done properly, ensures that people understand exactly whathas been decided and why, encouraging their support. While communicatingthe decision explanation of the alternative course of action and why aparticular course has been adopted, removes doubts and objections from themind of the concerned parties.

4. Discussing the progress of a decisionMany meetings have no purpose but to diseases and inform. Meetings are

specifically held to discuss progress in the implementation of a decision.Avoid wasting of time. While choosing a team for action the skills andpersonalities of the individual should be taken into account.

5. Overcoming objections:Decisions are likely to attract varying degrees of opposition, ranging frommild dissent to outright resistance. Rather than feeling aggrieved, oppositionshould be viewed as valuable part of decision-making. Even if there is a need


30/37

to push a decision through, simply ignoring objections or brushing themaside results into misunderstandings.

Question # 5Planning And Control At Apple Computer Apple Computer

Inc. Enjoyed A Phenomenal Early Success After It WasFounded In 1977 By Steve Wozmak, A Technical Expert,And Steve Jobs, The Marketing Genius.However, Success Did Not Last For Very Long, PartlyBecause Of the Introduction of the IBM PersonalComputer. In The Early 1980s, In The View Of SomeObservers, Apple Needed A Tighter Control And A MoreProfessional Approach To Managing. John Scullery WasLured From Pepsi Cola Company To Give Apple A NewDirection.To bring the company under control, scullery employedcost-cutting measures to improve its profitability. At thesame time, however, research and developmentexpenditures were increased so that the company couldremain a technological leader in the field. However, laterhe was accused of spending not enough on research anddevelopment and too much on advertising. The Firm WasAlso Recognized To Reduce Duplication Of Efforts, ToLower The Break-Even Point, And To Reduce Friction

Among The Departments. To Improve Its EffectivenessAnd Efficiency, Apple Introduced New ReportingProcedures. Furthermore, Considerable Efforts Were MadeTo Control The Inventory Level, Which Is A SeriousProblem In The Personal Computer Industry. TheseMeasures, Combined With A Successful Strategy AndHelped By The Popularity Of Desktop Publishing, ResultedIn An Increase Of Over 150 Percent In Earning In The 1986Fiscal Year.

1. What Is The Relationship Between Planning AndControlling?2. What Other Types Of Plan Can Be Used For ControllingThe Organization?3. Planning Is Looking Ahead And Controlling Is Looking

Back. Comment.


31/37

Interrelationship between Planning & ControllingFunctions of Management.

Before we go to specify the interrelationship between the Planning andControlling Function of Business we have to define Planning and

Controlling first.

Planning:Planning is a basic managerial function. It involves deciding on a course

of action in advance. Planning is deciding what is to be done, where andhow the work is to be done and who will do the particular task. We cansay plan is to produce schemes for future action, to bring about specifiedresults and specified cost, in a specified period of time. Its a deliberate,extent, speed and effects of change.

Controlling:Controlling is a procedure for measuring performance against objects.

Controlling consist in verifying whether everything occurs in conformitywith the plan adopted, the instructions issued and principles established.Its object is to point out weaknesses and error in order to rectify themand prevent recurrence. In short controlling facilitates the compliment ofthe plans. Although planning must preside controlling, plans are not selfachieve. Plans guides manager in the use of the resources to theaccomplished goal. Them activities are cheek to determine where confirmto plans. Some meaning of controlling like budget for expanse, in

checking the record of labor hours lost. Each measure and each hadshown where plans are working out. If devotion perishes, correct isinnervated but what are correct activities through person.

Relationship between planning and controlling:

Planning and controlling are two separate functions of management,yet they are closely related. The scope of activities if both is overlappingto each other. Without the basis of planning, controlling activitiesbecomes baseless and without controlling, planning becomes a

meaningless exercise. In absence of controlling, no purpose can beserved by. Therefore, planning and controlling reinforce each other.Relationship between the two can be summarized in the following points:-

1. Planning proceeds controlling and controlling succeeds planning.2. Planning and controlling are inseparable functions of management.3. Activities are put on rails by planning and they are kept at right

place through controlling.


32/37

4. The process of planning and controlling works on Systems Approachwhich is as follows:

Planning Results Corrective Action

5. Planning and controlling are integral parts of an organization asboth are important for smooth running of an enterprise.6. Planning and controlling reinforce each other. Each drives the otherfunction of management.

Example:

British Airways (BA) is one of the worlds largest international airlineoperators. A BA flight takes off somewhere around the world, on average,every 90 seconds. The difficulties in planning a schedule which involvesthe world-wide resources of British Airways and ensuring that every flight

leaves on time must be one of the most complex planning and controltasks in any operation.

The BA headquarters at Heathrow Airport near London is its busiest hub.It is there that one will find a small, but vitally important departmentknown as Operations Control, which handles the seven days prior to take-off for long-haul flights, and the three days prior to take-off for short-haulflights. Initial flight schedules are produced up to two years in advance,and the route schedules are negotiated at a six-monthly globalconference. The planning and scheduling group at BA will then manage

the production of a flight timetable, taking account of the longer termimplications of allocating certain aircraft types to each route. Any newroutes or timings agreed are passed to Operations Control for commenton the practicalities of what is being proposed.

Operations Control inherits this final flight schedule, and can only makeminor changes in order to cope with unexpected situations arising duringthe period prior to take-off. It is responsible for co-ordination the threemain resources required to provide the flight services, which are theschedule, the aircraft and the crew. They also are responsible for

managing the knock-on effects of any delays, shortages or disruption toany of these inputs. The Operations Control team is in charge of everyflight until it lands, when departments such as Engineering and StationControl can take over. This handover is illustrated in the figure.

The performance of the Operations Control team is evaluated in termsof the regularity and subsequent punctuality of their flights. Regularity isdefined as the percentage of flights actually taking off compared with the


33/37

number scheduled. Passengers need to have total confidence that theirflight will actually operate, and current performance is almost 99 per cent(canceling a flight is the very last resort for Operations Control).Punctuality is the measure of the timing of the take-offs. BA sets aninternal standard whereby a flight is considered late if it does not take off

at the time defined in the schedule. Thus a flight can only be early, dead-on-time, or late.

Other component parts of the Operations Control Centre are theEmergency Procedures Information Centre (EPIC) and the OperationsControl Intelligence Centre (OCIC) back-up centers. These are unmannedareas, set up to deal with certain types of incident at the press of abutton. The staff who would operate the centers are nominated, and arewell trained in advance, even down to having simulated exercises on aregular basis. The EPIC centre is activated should BA, or any othercontracted airline (there are over 60 subscribers to the service) beinvolved in an accident or serious incident, and it acts as a contact pointfor the public, and as a focal point for information regarding those onboard. The OCIC centre is used only when a serious global incident, suchas war, is affecting the entire BA business. Again, the centre is mannedby specially trained staff and headed by a BA board director. The teamwill then be on 24-hour action stations until the crisis has been resolved.These two crisis centers have become well known, and EPIC is frequentlyused by other organizations.

The strategy of having independent crisis centers means that the day-to-day business units do not have to cater for every eventuality. Theycontinue to work in the knowledge that an emergency situation will notbe their responsibility, and they can thus focus more efficiently on thecore operation.

Conclusion:In the present dynamic environment which affects the organization, the

strong relationship between the two is very critical and important. In thepresent day environment, it is quite likely that planning fails due to some

unforeseen events. There controlling comes to the rescue. Oncecontrolling is done effectively, it gives us stimulus to make better plans.Therefore, planning and controlling are inseparable functions of abusiness enterprise.

Plan Can Be Used For Controlling the Organization

The Nature of Planning


34/37

Planning: looking ahead to chart the best courses of future action. Strategicplanning: Long range planning to set organizational goals,

objectives, and policies to determine strategies, tactics, and programs forachieving them.

Top management makes strategic plans. Middle Management makes annual plans (to implement the above). For supervisors the planning period is usually a week, day, or shift

( to deal with daily work).

The Management Process

Plan what is to be done Organize how it is to be done including staffing and coordinating Direct the work that is to be done Control or evaluate what has been done

The Planning Process

Define the purpose or problem and set objectives Collect and evaluate data relevant to forecasting the future (focus on the

present) Develop alternative courses of action Decide on the best course of action Carry out the plan

Forecasting

Forecasting: Predicting future needs on the basis of historical data,present conditions, and assured future.

Forecasting controls staffing, purchasing, and production decisions. Forecasting is a very important function!

The Risk Factor You reduce risk when you collect relevant data and apply it to your

forecast. In some foodservices the degree of certainty about tomorrow is high. Contingency Plan: Reduce risk by having a alternate plan in reserve. Keeping records can reduce the risks for repetitive situations. Consulting with people that have more experience also can help to

reduce risk

Qualities of a Good Plan

Provides a workable solution and meets the stated objectives. Is comprehensive; it raises all relevant questions and answers them.


35/37

Minimizes the degree of risks. Is specific as to time, place, supplies, tools, etc. Is flexible (can be adapted to a change in the situation).

Types of Plans and Planning

Standing Plan: established routine, formula, or set of proceduresdesigned to be used in a reoccurring situation.

They standardize actions so the supervisors need to manage is reducedto seeing that workers meet standards and dealing with unexpectedevents known as management by exception.

Potential drawback: Rigidity must make them flexible enough to dealwith daily realities.

These plans must be updated regularly

The Single Use Plan

A one time plan developed for a single occasion or purpose. The amount of time you spend on it depends on its nature and

importance. Often its purpose is a major change of some sort or budgets.

Day-by-Day Planning

Top priority of the first line supervisor. Primary concern is what is to be done, who will be doing it, and adjusting

various standing plans.

Plan before the day begins. Establish routines simplify planning. Whenever possible reduce risks by increasing predictability.

Planning for Change

Define problem and set objectives Gather past, present, and probable future data Evaluate pros and cons, generate alternatives Make the necessary decisions Implement the plan Planning for change must be done carefully and thoroughly. It is very much like making other plans but the main differences are the

extent of forecasting, the degree of risk, and providing for the impact ofthe change.

Workers Response and Resistance


36/37

Workers respond to change through: resistance, insecurity, anxiety,resentment of personal losses, and rumors.

How to deal with resistance to change: Establish open communication Emphasize advantages (avoid overselling) Involve the workers in planning and carrying out change

Planning Your Own Time

Track your present time use, and analyze your use of time. Get rid of activities that waste your time (socializing, poor organization,

procrastination, etc.). Set priorities. Initiate long-range solutions. Set aside regular periods of time without interruption for interviews, etc.

Organizing

Lack of organization is a major contributor to crisis. A well-organized and efficient unit is one in which:

Lines of authority and responsibility are clearly drawnandobserved.

Jobs, procedures, and standards are clearly definedand followed. People know what to do and how to do itand they do it. Standards of quality, quantity, and performance are clearly set

and met.

Organizing for Success

Organizing: setting things up to run efficiently Step 1:Clarify how you an your job fit into the organization Step 2: Investigate possible sources of problems

Chain of command Job content and procedures Evaluation and controls Standing plans

Step 3: Evaluate the situation Step 4: Plan for improvement

Planning is required at the very outset ofmanagement whereas control is required at the last

stages. If planning is looking ahead, control islooking back.


37/37

Control and planning are interrelated so closely that they cannot beseparated from each other. Without control all the planning is fruitlessbecause control consists of the steps taken to ensure that the

performance of the organization conforms to the plans.

In other words control is concerned with the actual performance inrelation to the standards set in advance and the correction of deviationsto ensure attainment of objectives. Planning is required at the very outsetof management whereas control is required at the last stages.

If planning is looking ahead, control is looking back. In fact, control is theprocess of checking to determine whether or not proper progress is beingmade towards the objectives and goals set by management while doing

planning.

Often it is said that planning is the basis, action is the essence,delegation is the key, information is the guide and control is the lifebloodof the success of any business enterprise. Organizational objectivescannot be achieved without planning and planning alone cannot besuccessful. If extra efforts are put in planning and control is ignored, abusiness may suffer from a number of administrative problems. Thesedifficulties may be highly detrimental for the business in the long run.

Effective control through efficient superiors can only be a guarantee forsuccess. The control system must be appropriate to the needs andcircumstances of the enterprise.

Control is a fundamental management function that ensures workaccomplishment according to plans. The purpose of control is to ensurethat everything in an organization occurs in conformity with pre-determined plans. Control also ensures that there is no kind ofindiscipline and incompetence in the organization and employees are notable to put undue pressure on the management.

Some people are not in favor of control because they feel that control isalways used against the employees. They advocate automatic control

rather than forced one. But a balanced viewpoint is that both themanagement and the employees should be put under some kind ofcontrol. Control should be engrained in the basic policies of any type ofbusiness organization.

management (526)

Documents