1. Define the concepts of management. Discuss its scope in detail.

Ans:
Management can be defined as the process of achieving organizational goals through planning,
organizing, leading, and controlling the human, physical, financial, and information resources of
the organization in an effective and efficient manner

The scope of management is too wide to be covered in a few pages. Herbison and Myres have
yet tried to restrict it under three broad groups:
1. Economic Resource
2. System of Authority
3. Class or Elite
Let us understand each of them one by one.
1. Economic Resource: Business Economics classifies the factors of production into four basic
inputs, viz. land, labour, capital and entrepreneur. By the use of all these four, basic
production can be done. But to turn that into a profitable venture, an effective utilization
of man, money, material, machinery and methods of production has to be ensured. This is
guaranteed by application of management fundamentals and practices. The better is the
management of an enterprise, the higher is its growth rate in terms of profit, sales,
production and distribution. Thus management itself serves as an economic resource.
2. System of Authority: As already discussed, management is a system of authority. It
formalises a standard set of rules and procedure to be followed by the subordinates and
ensures their compliance with the rules and regulations. Since management is a process of
directing men to perform a task, authority to extract the work from others is implied in
the very concept of management.
3. Class or Elite: Management is considered to be a distinct class that has its own value
system. Managerial class, often referred to as a collective group of those individuals that
performing managerial activities is an essential component of each organisation. The
importance of the class has become so huge that the entire group of managers is known as
“management” in every organisation.

2. 14 principles of management by Henry Fayol?

The fourteen principles of management created by Henri Fayol are explained below.

1. Division of Work-

Henri believed that segregating work in the workforce amongst the workers will enhance the quality
of the product. Similarly, he also concluded that the division of work improves the productivity,
efficiency, accuracy and speed of the workers. This principle is appropriate for both the managerial
as well as a technical work level.

2. Authority and Responsibility-

These are the two key aspects of management. Authority facilitates the management to work
efficiently, and responsibility makes them responsible for the work done under their guidance or
leadership.
3. Discipline-

Without discipline, nothing can be accomplished. It is the core value for any project or any
management. Good performance and sensible interrelation make the management job easy and
comprehensive. Employees' good behaviour also helps them smoothly build and progress in their
professional careers.

4. Unity of Command-

This means an employee should have only one boss and follow his command. If an employee has to
follow more than one boss, there begins a conflict of interest and can create confusion.

5. Unity of Direction-

Whoever is engaged in the same activity should have a unified goal. This means all the person
working in a company should have one goal and motive which will make the work easier and achieve
the set goal easily.

6. Subordination of Individual Interest-

This indicates a company should work unitedly towards the interest of a company rather than
personal interest. Be subordinate to the purposes of an organization. This refers to the whole chain
of command in a company.

7. Remuneration-

This plays an important role in motivating the workers of a company. Remuneration can be monetary
or non-monetary. However, it should be according to an individual’s efforts they have made.

8. Centralization-

In any company, the management or any authority responsible for the decision-making process
should be neutral. However, this depends on the size of an organization. Henri Fayol stressed on the
point that there should be a balance between the hierarchy and division of power.

9. Scalar Chain-

Fayol on this principle highlights that the hierarchy steps should be from the top to the lowest. This
is necessary so that every employee knows their immediate senior also they should be able to
contact any, if needed.

10. Order-

A company should maintain a well-defined work order to have a favourable work culture. The positive
atmosphere in the workplace will boost more positive productivity.

11. Equity-

All employees should be treated equally and respectfully. It’s the responsibility of a manager that no
employees face discrimination.

12. Stability-
An employee delivers the best if they feel secure in their job. It is the duty of the management to
offer job security to their employees.

13. Initiative-

The management should support and encourage the employees to take initiatives in an organization.
It will help them to increase their interest and make them worthy.

14. Esprit de Corps-

It is the responsibility of the management to motivate their employees and be supportive of each
other regularly. Developing trust and mutual understanding will lead to a positive outcome and work
environment.

These 14 principles of management are used to manage an organization and are beneficial for
prediction, planning, decision-making, organization and process management, control and
coordination.

3. Contribution of FW Taylor to management thoughts?

Taylor (1947) proposed four principles to achieve greater prosperity of both the employer and
employees.
1. Science, not a rule of thumb
Taylor advocated that employers ought to examine each element of a job scientifically.
He maintained that scientific investigation should be employed to back up management
decisions. This principle ensures that minimum human effort is exerted while maximum
output is produced.
2. Harmony or cooperation between employer and workers
The employer and workers’ relationship should be maintained, and works should be
carried in accordance to standards. This would ensure that the job is done in a best
possible way. The cooperation between employers and workers eliminates conflict and
ensures harmony.
3. Scientific selection, and training and development of workers
Workers should have qualities and skills required for the job; therefore, capable workers
should be hired, and incapable workers should be taken out of work. This is done is a
systematic way to ensure that workers who are capable and suited for the job will thrive
and become more prosperous. Workers with physical and intellectual abilities (qualities)
speed up the pace to increase productivity and are paid piece rate system to reinforce
their behavior.
4. Division of work
The responsibility of employers and workers are divided and communicated. Tasks are
also broken down into smaller components to find an optimal method of performing a
task. Division of work provides clarity for employers on how the job should be done and
in turn giving workers responsibility to do a job.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”.
Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for
Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely
accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing,
Staffing, Directing and Controlling.

For theoretical purposes, it may be convenient to separate the function of management but practically
these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the
other & each affects the performance of others.

1. Planning
Planning is determination of courses of action to achieve desired goals. Thus, planning is a
systematic thinking about ways & means for accomplishment of pre-determined goals. Planning
is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is
an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.
2. Organizing
It is the process of bringing together physical, financial and human resources and developing
productive relationships amongst them for the achievement of organizational goals. Organizing as
a process involves:
1. Identification of activities.
2. Classification of grouping of activities.
3. Assignment of duties.
4. Delegation of authority and creation of responsibility.
5. Coordinating authority and responsibility relationships.
3. Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in recent years due to advancement of technology, increase in size
of business, complexity of human behavior etc. The main purpose of staffing is to put the right
man on the right job i.e. square pegs in square holes and round pegs in round holes

Staffing involves:
1. Manpower Planning (estimating manpower in terms of searching, choosing the person
and giving the right place).
2. Recruitment, Selection & Placement.
 3. Training & Development.
4. Remuneration.
5. Performance Appraisal.
6. Promotions & Transfer.
4. Directing
It is that part of managerial function which actuates the organizational methods to work efficiently
for achievement of organizational purposes. It is considered the life-spark of the enterprise which
sets it in motion the action of people because planning, organizing and staffing are the mere
preparations for doing the work. Direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement
of organizational goals. Direction has following elements:
1. Supervision
2. Motivation
3. Leadership
4. Communication
5. Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the subordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
Leadership- may be defined as a process by which a manager guides and influences the work of
subordinates in desired direction.
Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.
6. Controlling
It implies measurement of accomplishment against the standards and correction of deviation if
any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur.
Therefore controlling has following steps:
1. Establishment of standard performance.
2. Measurement of actual performance.
3. Comparison of actual performance with the standards and finding out deviation if any.
4. Corrective action.
Unit 2:

1. Define planning, elaborate the steps in Planning process?

Meaning of Planning
Planning is ascertaining prior to what to do and how to do it. It is one of the primary managerial
duties. Before doing something, the manager must form an opinion on how to work on a specific job.
Hence, planning is firmly correlated with discovery and creativity. But the manager would first have to
set goals. Planning is an essential step that managers at all levels take. It requires making decisions
since it includes selecting a choice from alternative ways of performance.

Planning Process
As planning is an activity, there are certain reasonable measures for every manager to follow:

(1) Setting Objectives

● This is the primary step in the process of planning which specifies the objective of an
organisation, i.e. what an organisation wants to achieve.
● The planning process begins with the setting of objectives.
● Objectives are end results which the management wants to achieve by its operations.
● Objectives are specific and are measurable in terms of units.
● Objectives are set for the organisation as a whole for all departments, and then departments
set their own objectives within the framework of organisational objectives.

Example:

A mobile phone company sets the objective to sell 2,00,000 units next year, which is double the current
sales.

(2) Developing Planning Premises

● Planning is essentially focused on the future, and there are certain events which are
expected to affect the policy formation.
● Such events are external in nature and affect the planning adversely if ignored.
● Their understanding and fair assessment are necessary for effective planning.
● Such events are the assumptions on the basis of which plans are drawn and are known as
planning premises.

Example:

The mobile phone company has set the objective of 2,00,000 units sales on the basis of forecasts
done on the premises of favourable Government policies towards digitisation of transactions.

(3) Identifying Alternative Courses of Action

● Once objectives are set, assumptions are made.

 ● Then the next step is to act upon them.
● There may be many ways to act and achieve objectives.
● All the alternative courses of action should be identified.

Example:

The mobile company has many alternatives like reducing price, increasing advertising and promotion,
after sale service etc.

(4) Evaluating Alternative Course of Action

● In this step, the positive and negative aspects of each alternative need to be evaluated in the
light of objectives to be achieved.
● Every alternative is evaluated in terms of lower cost, lower risks, and higher returns, within
the planning premises and within the availability of capital.

Example:

The mobile phone company will evaluate all the alternatives and check its pros and cons.

(5) Selecting One Best Alternative

● The best plan, which is the most profitable plan and with minimum negative effects, is
adopted and implemented.
● In such cases, the manager’s experience and judgement play an important role in selecting
the best alternative.

Example:

Mobile phone companies select more T.V advertisements and online marketing with great after sales
service.

(6) Implementing the Plan

● This is the step where other managerial functions come into the picture.
● This step is concerned with “DOING WHAT IS REQUIRED”.
● In this step, managers communicate the plan to the employees clearly to help convert the
plans into action.
● This step involves allocating the resources, organising for labour and purchase of machinery.

Example:

Mobile phone companies hire salesmen on a large scale, create T.V advertisements, start online
marketing activities and set up service workshops.

(7) Follow Up Action

● Monitoring the plan constantly and taking feedback at regular intervals is called follow-up.
● Monitoring of plans is very important to ensure that the plans are being implemented
according to the schedule.
 ● Regular checks and comparisons of the results with set standards are done to ensure that
objectives are achieved.

Example:

A proper feedback mechanism was developed by the mobile phone company throughout its branches
so that the actual customer response, revenue collection, employee response, etc. could be known.

2. Types of planning?

Operational Plans
Operational planning can be ongoing or single-use. The latter is usually created for a specific
event that will only occur once, such as a unique marketing campaign. Ongoing plans can
include rules and regulations, procedures, and the day to day running of the company.
Strategic Plans
Strategic planning is the foundation of an organization. Essentially, strategic plans dictate the
important decisions made within a business. Strategic plans can have scopes that range from
three years to ten years. These plans include the organization’s mission, values, and vision. A
good strategic plan always considers things in the long-term and remembers the big picture.
Tactical Plans
Tactical planning is supportive of the strategic plan. It involves the tactics that will be used to
execute the strategic plan. Within a tactical plan, there are specific questions that need to be
answered about what it will take to accomplish the goals set in the strategic plan; the most
important question being how the company will accomplish the mission. This type of planning is
very focused and short-term. Tactical plans are sometimes flexible and often break the strategy
down into several parts and assign actionable tasks to each part.
Contingency Plans
Contingency planning is important for any business because there is always the possibility of
unforeseen changes. A contingency plan is created for when the unexpected occurs or a major
change needs to be made in order to continue towards the goal. Not every change can be
anticipated which is why it’s imperative to have a contingency plan in place. Every business
leader should understand the importance of having a contingency plan.

Q 3&4. Define decision making and steps in decision making?

Definition: Decision making is the process of making choices by identifying a decision,
gathering information, and assessing alternative resolutions.

Using a step-by-step decision-making process can help you make more deliberate,
thoughtful decisions by organizing relevant information and defining alternatives. This
approach increases the chances that you will choose the most satisfying alternative
possible.
Step 1: Identify the decision

You realize that you need to make a decision. Try to clearly define the nature of the
decision you must make. This first step is very important.

Step 2: Gather relevant information

Collect some pertinent information before you make your decision: what information is
needed, the best sources of information, and how to get it. This step involves both
internal and external “work.” Some information is internal: you’ll seek it through a
process of self-assessment. Other information is external: you’ll find it online, in books,
from other people, and from other sources.

Step 3: Identify the alternatives

As you collect information, you will probably identify several possible paths of action, or
alternatives. You can also use your imagination and additional information to construct
new alternatives. In this step, you will list all possible and desirable alternatives.

Step 4: Weigh the evidence

Draw on your information and emotions to imagine what it would be like if you carried
out each of the alternatives to the end. Evaluate whether the need identified in Step 1
would be met or resolved through the use of each alternative. As you go through this
difficult internal process, you’ll begin to favor certain alternatives: those that seem to
have a higher potential for reaching your goal. Finally, place the alternatives in a priority
order, based upon your own value system.

Step 5: Choose among alternatives

Once you have weighed all the evidence, you are ready to select the alternative that
seems to be the best one for you. You may even choose a combination of alternatives.
Your choice in Step 5 may very likely be the same or similar to the alternative you placed
at the top of your list at the end of Step 4.

Step 6: Take action

You’re now ready to take some positive action by beginning to implement the alternative
you chose in Step 5.

Step 7: Review your decision & its consequences

In this final step, consider the results of your decision and evaluate whether or not it has
resolved the need you identified in Step 1. If the decision has not met the identified
need, you may want to repeat certain steps of the process to make a new decision. For
example, you might want to gather more detailed or somewhat different information or
explore additional alternatives.

The top 5 techniques of decision making:

1. Affinity diagrams

Key use: brainstorming/mind mapping

When engaged in brainstorming ideas, how can you avoid information overload? Affinity
diagrams help leaders and teams visually organise numerous ideas and data points in a
simplified visual form.

2. Analytic hierarchy process (AHP)

Key use: complex decisions

This decision-making technique helps to mitigate any subjectivity or intuition that goes into a
decision. Going with the gut or being blinkered by a subjective perspective is perfectly
natural – it’s human nature, and in some ways is a remarkable survival technique as it can
lead to fast decisions based on personal lived experience. However, it’s uncommon for a
business issue to involve outrunning a non-allegorical sabre-toothed tiger. Leadership often
requires decision making to be analytical and as objective as possible.

AHP, first developed in the 1970s by Dr. Thomas Saaty, combines the Multiple Criteria
decision-making technique with Paired Comparison and a splash of maths to explore
multiple criteria and options which might result in a single overall goal. The AHP decision
making technique is normally reserved for group solutions to complex challenges.

3. Conjoint analysis

Key use: market research

Market researchers will be familiar with this stats-oriented technique. Conjoint analysis is
often used to help forecast how accepting consumers will be of proposed changes. It’s also
used to help determine a brand’s positioning in the market. Conjoint analysis is a
survey-based technique that helps reveal how consumers might value the attributes (such
as the function, features or benefits) of a product or service.

4. Cost/benefit analysis
Key use: financial decision making

This technique is solely for making decisions of a financial nature. It can also be used to
acquire any financial data you might wish to use as part of another decision-making
technique.

5. Decision making trees

Key use: assessing multiple outcomes prior to tough decision making

The outcomes aren’t always clear when business decisions need to be made. A business
might, for example, be required to choose between conflicting strategies while hampered by
limited resources or other impediments to success. A decision-making tree can provide a
visual aid when considering the various phases of proposed solutions with unclear
outcomes.

UNIT 3

Define organizing, steps in organizing?

Organizing involves assigning tasks, grouping tasks into departments, delegating
authority, and allocating resources across the organization. During the organizing
process, managers coordinate employees, resources, policies, and procedures to
facilitate the goals identified in the plan. Organizing is highly complex and often involves
a systematic review of human resources, finances, and priorities.
Steps in organizing:

1] Identifying the Work

The obvious first step in the process of organizing is to identify the work that has to be done by
the organization. This is the ground level from which we will begin. So the manager needs to
identify the work and the tasks to be done to achieve the goals of the organization.

Identification of the work helps avoid miscommunication, overlapping of responsibilities and

wastage of time and effort.

2] Grouping of Work
For the sake of a smooth flow of work and smooth functioning of the organization, similar tasks
and activities should be grouped together. Hence we create departments within the company
and divisions within each department. Such an organization makes the functioning of the
company way more systematic.
Depending on the size of the organization and the volume of work, an organization can have
several departments and divisions. And every department has a manager representing them at
the top-level of the management.

In smaller organizations sometimes these departments are clubbed together under one
manager.

3] Establish Hierarchy
The next step in the process of organizing is to establish the reporting relationships for all the
individual employees of the company. So a manager establishes the vertical and horizontal
relationships of the company.

This enables the evaluation and control over the performances of all the employees in a timely
manner. So if rectifications need to be made, they can be made immediately.

4] Delegation of Authority
Authority is basically the right an individual has to act according to his wishes and extract
obedience from the others. So when a manager is assigned certain duties and responsibilities,
he must also be delegated authority to carry out such duties effectively.

If we only assign the duties, but no authority he will not be able to perform the tasks and
activities that are necessary. So we must always assign authority and clearly specify the
boundaries of the duties and the authority which has been delegated.

5] Coordination
Finally, the manager must ensure that all activities carried out by various employees and groups
are well coordinated. Otherwise, it may lead to conflicts between employees, duplication of work
and wastage of time and efforts. He must ensure all the departments are carrying out their
specialized tasks and there is harmony in these activities. The ultimate aim is to ensure that the
goal of the organization is fulfilled.

Q2: Merits and demerits of line organization?

Merits of Line Organization:
The line organization has the following good points:
1. Simplicity:
Line organization is simple to establish and can be easily understood by the employees. There
is no complexity in the organization because every person is accountable to only one boss.
Everybody knows his work and also to whom he is responsible. So it can be operated simply
and clearly.
2. Identification of Authority and Responsibility:
Line organization helps in fixing authority and responsibility of each and every person in the
organization. The authority is given with reference to the assignment of tasks. The authority
should be commensurate with the work assigned. The allocation of work will also help in fixing
responsibility of various individuals. So line organization enables the fixation of authority and
responsibility.
3. Coordination:
The hierarchy in management helps in achieving effective coordination. The general manager is
in-charge of all the departments and he can easily coordinate the work of various departments.
At the departmental level, the manager is in-charge and he can direct the activities of his
juniors.
4. Effective Communication:
The chain of command goes from top to bottom. There is a direct link between the superior and
his subordinate, both can communicate properly among themselves. The reactions of
subordinates also reach top management in a short span of time.
5. Economical:
Line organization is easy to operate and less expensive. There are no staff personnel to advise
line officers. Line officers make their own decisions without looking to specialized personnel.
This greatly reduces the establishment cost.

Demerits of Line Organization:

Line organization suffers from a number of drawbacks.
1. Excess Work:
In line organization too much is expected from executives. They are expected to take numerous
decisions and supervise the work of subordinates under them. The workload of executives goes
on increasing with the expansion and diversification of the unit. The line office cannot devote
sufficient time to each and every work and are overloaded with responsibilities.
2. Lack of Specialization:
The lack of managerial specialization is the demerit of line organization. The line officers cannot
be experts in every line of business. Since they are to take decisions with regard to every
aspect of business, the quality of decisions may suffer. The officers will have to depend heavily
on subordinates for advice.
3. Lack of Coordination:
There is a lack of coordination among various departments. All departmental heads try to run
the departments in their own way and according to their suitability. There may be a lack of
operational uniformity among various departments. This may become the reason for lack of
coordination among different departments. This may become the reason for lack of coordination
among different departments.
4. Improper Communication:
The ultimate authority for taking all decisions lies with line officers. The line officers may become
autocratic and start deciding things without consulting their subordinates. The subordinates start
keeping distance from the superiors. The decisions are implemented without comments even if
these appear to be detrimental to the interests of the organization. The subordinates do not
convey their reactions or the reactions of workers to the superiors. The lack of communication
creates many problems for the smooth conduct of business.
5. Lack of Initiative:
In line organization final decision-making is done by the top management. The lower level
officials do not show initiative in suggesting new things. They feel that their suggestions may not
carry weight with their superiors so they avoid taking any type of initiative.
Q3: What is matrix organizational structure?
A matrix organizational structure is a workplace format in which employees report to two or
more managers rather than one manager overseeing every aspect of a project. For example, an
employee may have a primary manager they report to as well as one or more project managers
they work under. This type of structure is often useful when skills need to be shared across
departments to complete a task and can allow companies to utilize a wide range of talents and
strengths.
There are three types of matrix organizational structures:
1. Weak matrix organization
This type of matrix organizational structure is most similar to a traditional workplace hierarchy. A
functional manager oversees all aspects of a project and acts as the primary source of decision
making. While there is a project manager who also acts as a point of authority, they ultimately
answer to the functional manager.
2. Balanced matrix organization
In this type of matrix organizational structure, more authority is given to the project manager.
While there is still a functional manager who is the primary authority, employees also report to
the project manager.
3. Strong matrix organization
A strong matrix organization provides the project manager with equal or more power than the
functional manager. The project manager has primary control over resources and distribution of
tasks.
Advantages of matrix organizational structures:

1. Increased communication efficiency

2. Improved employee motivation
3. Increased teamwork
4. Maximizes resource usage
5. Increased employee professional development
Q4: Differences between centralization and decentralization?
UNIT IV

Q1. Define staffing and steps?

Staffing is the process of recruiting employees who are eligible for certain positions in a
company. Steps involved in the staffing process are 1. Manpower Planning, 2. Recruitment, 3.
Selection, 4. Placement, 5. Training, 6. Development, 7. Promotion, 8. Transfer, 9. Appraisal,
10. Determination of Remuneration. Let us learn about the steps in detail.

Steps:
1. Manpower Planning
Manpower planning can be regarded as the quantitative and qualitative measurement of the
labour force required in an enterprise. Therefore, in an overall sense, the planning process
involves the synergy in creating and evaluating the manpower inventory and as well as in
developing the required talents among the employees selected for promotion advancement
2. Recruitment
Recruitment is a process of searching for prospective employees and stimulating them to apply
for jobs in the organization. It stands for finding the source from where potential employees will
be selected.
3. Selection
Selection is a process of eliminating those who appear unpromising. The purpose of this
selection process is to determine whether a candidate is suitable for employment in the
organization or not. Therefore, the main aim of the process of selection is selecting the right
candidates to fill various positions in the organization. A well-planned selection procedure is of
utmost importance.
4. Placement
Placement means putting the person on the job for which he is selected. It includes introducing
the employee to his job.
5. Training
After selection of an employee, the important part of the program is to provide training to the
new employee. With the various technological changes, the need for training employees is
being increased to keep the employees in touch with the various new developments.
6. Development
A sound staffing policy provides for the introduction of a system of planned promotion in every
organization. If employees are not at all having suitable opportunities for their development and
promotion, they get frustrated which affect their work.
7. Promotions
The process of promotion implies the up-gradation of an employee to a higher post involving
increasing rank, prestige and responsibilities. Generally, the promotion is linked to increment in
wages and incentives but it is not essential that it always relates to that part of an organization.
8. Transfer
Transfer means the movement of an employee from one job to another without increment in
pay, status or responsibilities. Therefore this process of staffing needs to be evaluated on a
timely basis.
9. Appraisal
Appraisal of employees as to how efficiently the subordinate is performing a job and also to
know his aptitudes and other qualities necessary for performing the job assigned to him.
10. Determination of Remuneration
This is the last process which is very crucial as it involves determining remuneration which is
one of the most difficult functions of the personnel department because there are no definite or
exact means to determine correct wages.

Q2. Define selection and steps in the selection process?

The selection process can be defined as the process of selection and shortlisting of the right
candidates with the necessary qualifications and skill set to fill the vacancies in an organisation.
The selection process varies from industry to industry, company to company and even amongst
departments of the same company.
Selection process:
Every organisation creates a selection process because they have their own requirements.
Although, the main steps remain the same.

Q3. Define training and methods of training?

Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization acquire and apply the knowledge, skills, abilities, and
attitudes needed by a particular job and organization.
Q5. Define controlling?
Controlling is one of the important functions of a manager. In order to seek planned results from
the subordinates, a manager needs to exercise effective control over the activities of the
subordinates. In other words, the meaning of controlling function can be defined as ensuring
that activities in an organization are performed as per the plans. Controlling also ensures that an
organization’s resources are being used effectively & efficiently for the achievement of
predetermined goals.

Controlling involves ensuring that performance does not deviate from standards.
Controlling consists of five steps: (1) set standards, (2) measure performance, (3)
compare performance to standards, (4) determine the reasons for deviations and then
(5) take corrective action as needed (see Figure 1, below). Corrective action can include
changes made to the performance standards—setting them higher or lower or
identifying new or additional standards. Performance standards are often stated in
monetary terms such as revenue, costs, or profits but may also be stated in other terms,
such as units produced, number of defective products, or levels of quality or customer
service.