Name : DADI NRUSIMHA SAI RAGHAVA

Group : BBA 1ST YEAR 2ND SEMESTER

Roll no : 2301713041

Subject : Principles of management

ASSINGMENTS: 1 to 5.

ASSINGMENT-1
1)MEANING , DEFINITION , NATURE OF MANAGEMENT.

A)MEANING OF MANAGEMENT.
Management is a universal process . It has its place not only in business concern but
also in political , religious, charitable, armed force and even education institution
hence management is the practice of consciously and continuously shaping
organizations . All organization have people who are responsible for helping them
achieve their goals.
DEFINITON OF MANAGEMENT :
According to Harlod Koontz, “ Management is the art of getting things done through and
with people in formally organized groups.

NATURE OF MANAGEMENT:
1)Goal- Oriented
Management is fundamentally oriented towards achieving specific organizational goals .
It involves setting objectives formulating strategies and directing efforts to attain
these objectives.
2)Good Leadership
It is all about ability to lead and get the desired course of action from the subordinates.
In other words it is the function of executive leadership every where.

3)It is a social process

Management takes place only through people and is concern with building mutual
understanding and co-operation with different classes of people order to achieve a
common goal.
4)Dynamic
Management is dynamic and not static, as it adapts itself to changes in environment and
also initiates and introduces changes.

5)Inter disciplinary approach

Management is a body discipline that takes the help of other social sciences like
psychology, sociology, engineering, economic etc.

6)It is an organized activity

Management is an organized activity or process, as management attains its full meaning
only where there is an organized focus towards achieving a common objectives which is
much concerned with efficient use of resources.

7)Management as a profession
A profession may be defined as an organized body of knowledge skills and techniques
consciously and where the entry is restricted and regulated by an external apex agency with
ethical codes or standards and underlined spirit of service to society.

2)EXPLAIN DIFFERENT FUNCTIONS OF MANAGEMENT?

1)Planning
It deciding in advance the future course of operations for a given period. In other
words, it is the conscious determination of the objectives to be achieved and the
course of action to be taken to achieve the results. It implies decision- making as to
what to do, when to do it. Where to do it, who is to do it, how to evaluate the results .
The process of planning includes the result.

2)Organizing
Organizing function helps in increasing the efficiency of the personal. Further , avoiding
repetition and duplication of activities , organizing reduces and operating costs of the
enterprises.

3)Staffing
Staffing means ensuring right to type of personnel is available to manage and execute
the various activities required to attain the objectives of the organization. In other
words it means meaning the various positions created in the organizational structure by
appointing qualified competent personal.
4)Directing
Directing is one of the important functions of management while planning, organizing,
and staffing are merely the preparation for doing the work , directing, functions actually
starts the work. Directing is responsible for the effective execution of the
predetermined plans. So one can say that directing is the pivot around which the
entire performance and undertaking revolves.

5)Co-Ordinating
Achieving synergy among different departments is crucial for overall success.
Coordination ensures that efforts across the organization are aligned and contribute to
common goal

ASSINGMENT-2
1)WHAT IS PLANNING, NATURE AND CHARACTERISTICS OF PLANNING.

A)MEANING OF PLANNING
Planning refers to a predetermined course of action to achieve a specified aim or goal
. It is concerned with deciding in advance what is to be done, when, where, how and by
whom it is to be done
Nature of planning
1)Future orientation :
Planning is always future oriented. It is process which looks ahead or think and making
provision to tackle future event. While planning for the future managers would consider the
situations and events of present and past within and outside the organization.

2)Information base
Information is the planning. Without information planning is not possible. Information about
present, future, and past are needed for the good planning. It will help the managers to
evaluate the present and future situations and plan accordingly for the future.

3)Rationality
Planning is done based on reasons rather than emotions. That is why planning is said to be
a purposeful and conscious managerial function and is backed by necessary information
understanding and knowledge. Planning decision are made with the awareness of their
consequences. Managers are unemotional in their approach to made planning.
4)Planning is a primary function
Planning provides the basic foundation from which all future management function
arise.

5)Planning is goal- oriented

Plans are made in order to seek certain predetermined goals.

6)Planning is a think process

Innovation imagination foresight and sound judgement

7)Planning is a continuous process.

Planning involves continuous assessment and reassessment of the resources ,
directions, opportunities and problems of the organization while converting them to
achieve goals.

Characteristics of planning
1)Management Function
Planning is a management function as it provides the basis for an organization to
function. It helps them assign tasks, distribute staff, provide guidance to the department
and much more.
2)Goal- Oriented
Planning is goal – oriented, focusing primarily on achieving organizational objectives.
3)Pervasive
This means plans are available every where. Every department has a plan developed
at the organizational level to achieve the goal collectively.
4)Continuous process
Planning is a continuous never- ending process . Once specific objectives are achieved,
new plans are developed. On the other hand, project management plans are an iterative
process that continues to be updated as more details.
5)Intellectual Process
Developing a plan requires a lot of effort and skill . It is an intellectual process that
needs education, experience, and subject matter expertise.

2)TYPES OF PLANNING

TYPES OF PLANS

STANDING USE PLANS SINGLE USE PLANS

OBJECTIVES

PROGRAMMES

POLICIES

PROJECT

PROCEDURES

BUDGET
METHODS

RULES

STRATEGIES
1)STANDING USE PLANS
1)OBJECTIVES
Objectives are goal or aims which the management and administration which organization
to achieve.
2)POLICIES
Policies provide the frame work within which the decision making are expected to operate
while making decisions releating to the organization.They act as guide to the think and
action of subordinate for the purpose of achieving the objectives of the business successful.
3)PROCEDURES
Procedures do not state the ways and means through which objectives are to the
accomplished and poliecies put into effect. Hence , there is a need for procedures.
Procedures are clear- cut adminitrative specification prescribing the time sequence for work
to be done. They can be defined as plans “Prescribing the exact chronological sequence of
specific tasks required to perform designated work.
4)STRATEGIES
A strategy is action plan which sets the direction that a company will be taking . It is
decision – making choice and would involve consideratoin for internal strengths and
weakness and external environment affecting the company . Strategy was earlier used for
military manoeuvring etc., but now it is used in organization too. In a business set up, a
planner should see the plans and policies of his competitior and then modify or re-adjust his
plans so that he may prove the superiority of his product or service.
5)Methods
Methods provide detailed about a particular operation or activity. They prescribed the exam
manner in which the operation will be performed are more detailed and specific in dealing
with specific activity. Methods may be defined as a manual or mechanical means for
performing. Methods may be viewed as specific more detailed and rational means of
simplifying and standardizing the work. The need importance of determining the best
method of doing things have been highlighted by Taylor in the approach to scientific
management.
6)RULES
Every organiztion likes to oprtae in an orderly way. For this purpose it is necessary for
the organization to lay down certain rules. To regulate and control the working behaviour
of emplyoees and their performance certain rules are framed by the organization defined
as a specific statement or set of directives which employees are expected to comply with
while performing an activity. They indicate acceptable limits or pettern of human behaviour
in an organization. They are made in writing to avoid confusion and are impersonal in
nature.
2)SINGLE USE PLAN
1)Programmes
A programmes is a precise plan which lays down the operational to be carried out to
accomplish a given. It includes all activities necessary to achieve the given objectives and
prescribes how the enterprises resources should be used. A programme is drawn is
conformity with the organization and it consists of steps to be taken to achieve tasks.
2)Project
Project is small program. Several projects may also make up a program. Projects are
individual positions of general program which clear- cut and relatively distinct.
3)Budgets
A budget is the monetary / quantitative expression of business plans and policies to be
pursued in the future period of time. The term budgeting is used for preparing budgets
and other procedures is used for preparing budgets and other procedures for planning, co-
ordinating and control of busines

ASSINGMENT-3
1)Types of organization
A)
Types of organization

Formal organization Informal organization

Formal organization
 A formal organization is an organization with a fixed set of rules of intra-organization
procedures and structures. As such, it is usually set out in writing, with a language of rules
that ostensibly leave little discretion for interpretation

Meaning of Formal organization

The formal organization refers to the structure of jobs and positions with clearly defined
functions and relationships as prescrived by the top management. This type of organization
is built by the management to realize objectives of an enterprise and is bound by rules,
systems and procedures
Defination
According to Chester Barnard , ‘’ An organization is formal when the activities of two or
more persons are consciously co-ordinated towards a common objective.
Advantages of formal organization
The formal organisation clearly outlines the relationships among employees. ...
An established chain of commands maintains the unity of command.
As the duties of each member is clearly defined, there is no ambiguity or confusion in
individual roles whatsoever.
Disadvantages of formal organization

Decision making is slow in a formal organisation. It is important to realise that any

organisational need has to flow through the respective chain of commands before being
addressed.
Formal organisation is very rigid in nature. This means that there prevails perfect discipline
coupled with no deviations from the procedures. Hence, this can lead to low recognition of
talent.
Lastly, the formal organisation does not take into account the social nature of humans as it
talks about only structure and work. Interestingly, we cannot eliminate this integral part of
our nature. Hence, it does not entirely display the functioning of the organisation.

Types of formal organization

Types of formal organization

Line oraganization
Line organization is one of the most basic types of organizational structure, where each level
of management has clear authority over the next level down. In other words, line
organizations have clear lines of authority (chain of command) running from the top of an
organization down to the lowest levels.

Line and staff organization

line-staff organization, in management, approach in which authorities (e.g., managers)

establish goals and directives that are then fulfilled by staff and other workers. A line-staff
organizational structure attempts to render a large and complex enterprise more flexible
without sacrificing managerial authority.
 Functional organization
A matrix organization is

A functional organizational structure is a common type of business structure that organizes a

company into different departments based on areas of expertise, grouping employees by
specialty, skill or related roles.

Matrix organization

A matrix organization is a work structure where team members report to multiple leaders. In
a matrix organization, team members (whether remote or in-house) report to a project
manager as well as their department head

2)Differences between centralization and decentralization

A)

Centalization Decentralization
1)It involves systematic and consistent 1)It is only involve systematic dispersal of
reservation of authority authority
2)It has vertical communication flow. 2)It is open and free
3)Taking slow decesion- making 3)Comperatively faster decision making
4)Proper co-ordination and leadership 4)Sharing of burden and responsibilitu
5)Inadequate control over the organization 5)Considerable control over the
organization
6)Suitable for small size organization. 6)Suitable for learge sized organization

Assingment-4

1)What is staffing
A) Staffing is the process of hiring eligible candidates in the organization or company for
specific positions. In management, the meaning of staffing is an operation of recruiting the
employees by evaluating their skills, knowledge and then offering them specific job roles
accordingly.

2)Nature of staffing
A)1)Staffing is a basic function of management
2)It is concerned with human resources management in the organization
3)Staffing function is performed by all managers.

3)Importance of staffing
A)1)Employee suitable persons: The employment of suitable persons is essential for every
enterprises. It helps in recruiting competent workers.Hard working and creative workers can
be appointed through scientific staffing process.
2)Manpower Planning : This has to be done with advance. The future requirements of
personnel wii be estimated quite in advance . This will be possible only with well planned
staffing function
3)Optimum utilization of manpower : It helps in increasing of the efficiency workers as
staffing involves training and development of workers, which in turn helps in effective
utilization of manpower.
 4)Ensuring job satisfaction : A good staffing will design methods, which will ensure job
satisfaction to every one. It helps in ensuring job satisfaction to the employees.

4)Theories of Motivation
A)No organization can succeed without highly motivated and communicated team of
employees. It is only through team all other physical resoures , like land , building capital and
machine etc. are got to be use for the accomplishment of predetermined goals . Due to the
enoromous affect of motivational factors on the working behaviour and level of
performance of the employee, lot of research work has been done and as a result of that
many theories of motivation have been developed.

Maslow’s need hierarchy

Theories
of
motivatio
n Herzberg’s hygiene two factors theory

Mc Gregors X and Y theory

Assingment-5

1)What is controlling
A) 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.

2)Concept of Controlling
A) The concept of controlling involves the process of an assessment of an organisation’s
progress. With proper control, an organisation can achieve its organisational goals. In
controlling, managers monitor how a plan is implemented. If things don’t go according to
plan, they make necessary corrections. This helps in rectifying deviations from the original
plan. This is why controlling is one of management’s most important goal-oriented
functions. It facilitates the comparison of the actual performance with the organisation’s
standards. Keep on reading to know more about the concept of controlling. This way, you
will come to know about the objective of controlling.

3)Nature of controlling.
A) 1. Controlling is a goal-oriented function of management. It aims at ensuring that the
resources of the organisation are used effectively and efficiently for the achievement of pre-
determined organisational goals.
2. Controlling is a continuous process. It means that once the actual performance and
standard performance of a business are compared and corrective actions are taken, the
controlling process does not end. Instead, the firms have to continuously review the
performance and revise the standards.
3. Controlling is all-pervasive. It means that the controlling function is exercised by the firms
at all levels of management. The extent of control and nature of the function may vary at
every level. Also, a controlling process is required in both non-business and business
organisations.
4. Controlling process is both a forward-looking and backward-looking function. As a
forward-looking function, it aims at improving the future performance of an organisation on
the basis of its past experiences.
5)Importance of controlling
A) a) Decentralization of authority
Since managers at every level of an organization have to exercise control, the controlling
process leads to decentralization. This, in turn, enables middle and lower level managers to
have some autonomy in making decisions. An organization that distributes authority at every
level always works smoothly and efficiently.
b) Increasing managerial abilities
By enabling all managers to possess the autonomy to make decisions, controlling enhances
their managerial abilities. With these skills, managers can further their organization’s goals
by adapting to diverse situations and problems. Furthermore, this also helps managers grow
and develop at an individual level by giving them new experiences.
c) Using resources effectively
The most important function of controlling is to compare actual performances with expected
results. This, in turn, helps managers understand where they are lacking and how they can
improve their performances. Using this knowledge, managers can use all available resources
optimally and prevent their wastage.
d) Facilitating coordination
In every business organization, managers and employees always have to coordinate and
work with each other collectively. Controlling improves this coordination by basically
demarcating all activities and efforts into fixed boundaries. It brings together all the
resources of an organization and enables its personnel to work together with unified efforts.
e) Structuring human behaviour
Since all organizations have to depend on humans for functioning, they need to regulate
human behaviour of their employees. Controlling rationalizes this human behaviour and
prevents employees from behaving arbitrarily and badly. It basically does so by providing for
sanctions in case employees do not prescribe to expected standards of behaviour. For
example, managers often take disciplinary action against employees who take unauthorized
leaves.
f) Achieving efficiency and effectiveness
A good control system can always greatly boost an organization’s efficiency and
effectiveness. It generally does this by identifying deficiencies in an organization’s
functioning and suggesting improvement measures. Managers use control to achieve their
targets in this manner.

6)Techniques of managerial control

A)1)Managerial control involves the use of various techniques to monitor, evaluate and
regulate organizational
2)Examines key financial ratios to evaluate the financial health and performance of the
organizaton.
3)Monitors and ensures product or services quality through established standards and
inspections
4)Involves setting financial budgets to guide spending , with regular comparision to actual
performance.