...Introduction Time is one of the most valuable resources for everyone. It should be managed properly by the managers of any organizations in order to run the organizations smoothly. And, Delegation is a process of assigning task by one person to the other. The purpose of this essay is to discuss how managers cannot function effectively without good Time Management and Delegation skills. It then discusses the benefits of time management and delegation, drawbacks of delegations and measures to improve time management and delegation skills. Time Management Managing time is very vital as time is very essential to everyone. Therefore, it should be used properly as it cannot be restored. It is a skill that anyone can develop if remain focused and committed. The main purpose of time management is simply to manage the time in order to complete the task in certain periods of time. Managing the time helps us to focus more on our tasks and complete it on required time. In order to be effective, managers need to understand the value of time and utilize it properly. They should be able to know what is most important to them and then plan according to the importance of the tasks. Drucker P.F stated, “Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time (Pg. no. 22)”. In addition, time is a limited resource. It is something that passes quickly and therefore, we should make most of it by not wasting it on irrelevant things....
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...AUTHORITY, DELEGATION AND DECENTRALISATION What is an authority? Authority is the cement of organisation structure in which various units of organisation are integrated. Without authority a manager cesses to be a manager. It is the authority that gives managers power to act. Authority is glue that holds organisation together. It is impossible to have an organisation unless some persons have the authority to command action of others. The word Authority is derived from the Latin word “auctoritas” meaning invention, advice, opinion, influence, or command. In English, the word 'authority' connotes power given by the state or by academic knowledge of an area (someone can be an authority on a subject) Weber defined domination (authority) as the chance of commands being obeyed by a specifiable group of people. Legitimate authority is that which is recognized as legitimate and justified by both the ruler and the ruled. Authority sometimes refers to;- 1) The Institutionalized and legal power inherent in a particular job, function, or position that is meant to enable its holder to successfully carry out his or her responsibilities. 2) An agency or body created by a government to perform a specific function, such as environment management, power generation, or tax collection is an authority. 3) Judgment of a court or judicial opinion quoted in support of a legal argument. In management field, the concept authority can be defined as:- 1. The right to guide and direct the actions...
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...10.Authority, Delegation and Decentralisation AUTHORITY Meaning : Authority is the right or power assigned to an executive or a manager in order to achieve certain organizational objectives. A manager will not be able to function efficiently without proper authority. Authority is the genesis of organizational framework. Without authority, a manager ceases to be a manager, because he cannot get his policies carried out through others. Authority is one of the founding stones of formal and informal organizations. An Organization cannot survive without authority. It indicates the right and power of making decisions, giving orders and instructions to subordinates. Authority is delegated from above but must be accepted from below i.e. by the subordinates. In other words, authority flows downwards....
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...as ‘just in time’ manufacturing, e-commerce, virtual organizations, and six sigma to name a few. In order for companies to survive and thrive, they must continually adapt to the market or make internal improvements of service or culture The Encyclopedia of Business defines an organizational structure as "comprised of functions, relationships, responsibilities, authorities, and communications of individuals within each department." An organizational chart is often used to provide a visual representation of a program's structure. Having a clear structure is critical for employees to know how their job relates to others in the department as well as to the institution's mission and goals. Source : by Dr. Betsy Alden Originally printed in Athletic Management, 22.05 August/September 2010 Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions...
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...able to: 1. Distinguish leaders from administrators and managers 2. Describe the evolution of leadership theories 3. Enumerate different theories of leadership, and their main features. 4. Discuss the contingency theories, especially situational theory of leadership 5. Explain the concept of the development levels of a group and how to raise them 6. List steps in the process of delegation Leadership has long interested psychologists, sociologists, political scientists, and certainly management scientists. There is still a growing interest in leadership, which has been defined in different ways. Leadership can, however, be simply defined as the act of making an impact on others in a desired direction. In this sense, leadership is a broader term than management. Managers can run organizations effectively, but only leaders can build them. Differentiating characteristics for officers, managers, and leaders are shown in see Exhibit 21.1. The three modes shown in Exhibit 21.1 are illustrated by the following caselet from a premier state government training institute: Three directors at different times functioned differently. One director continued the work the institute was doing, responding to the training requirements of different departments, maintaining all the records well, and undertaking the various activities for which the institute was established. He was a good administrator. Exhibit 21.1 Three Managerial Modes1 |...
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.................................................................................................................................................... 7 Technological Change: The Internet ................................................................................................................................ 7 Knowledge management ....................................................................................................................................................... 7 Collaboration across ''Boundaries''.................................................................................................................................. 7 Managing for Competitive Advantage ............................................................................................................................. 8 What is management all about? ......................................................................................................................................... 8 The four management functions........................................................................................................................................ 8 Management skills...
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...BUSINESS MANAGEMENT DISTANCE LEARNING PROGRAM PRINCIPLES AND PRACTICES OF MANAGEMENT ( IIBM - B101 ) www.iibmindia.in www.iibmonline.com Distance Learning Education, IIBM Institute of Business Management The ultimate vision of this Institute is to ensure that all working executives and each young manager must possess the requisite research-oriented-business-acumen and the competitive managerial excellence in successfully tackling the new emerging management-related-problems of the country in the changing global scenario. Individuals who look upon education as a continuing activity and wish to enhance their knowledge in an existing discipline or acquire proficiency in a new area are sure to benefit from the offered Programs. Distance Education is an attempt to make education accessible beyond the close confines of a classroom and to make it available to those who aspire and endeavor. The pedagogy used is interactive with cutting-edge techniques and innovation. This has gone long way to strengthen skills and expertise students to meet much-needed requirement of management students; in industry or society. The Institute pioneered and offers more than 40 programs in the field of Management, Computer, Six Sigma and SAP Training certification courses. We emphasis on imparting education to various genres of the society, right from Students to Professionals and Housewives to Businessmen. At IIBM we deal in keeping this flow up and building the management education...
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...transmitted in any form, or by any means (Electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of the publisher of this book. All possible efforts have been made in the prepration of this book yet for any kind of errors and omissions, the publisher is responsible. In case of any dispute it will be subjected to Rohtak Jurisdiction Only. Price : Rs. 400.00 Published By : ZAD Publications, Rohtak footer “The Zad stars & their family are shining stars on the earth, being blessed by the stars in the sky to celebrate the spirit of success” as I am writing this success story, there is no substitute of hard-work, punctuality and disciplined efforts. It is relatively easy to achieve success, but difficult to maintain it. The best way to achieve the success is to do the ordinary things with extra ordinary enthusiasm. Because of our quality work and the sense of commitment to do something different, the institute is enhancing its number of branches, IT and management and in other fields of education. I assure you that our courses will propel you to reach the heights that you wish to seek. A machine can do the work of fifty ordinary men. But no machine can do the work of one extra ordinary man. Based on this assumption, at Zad institute, our mission is to make the professionals equipped with knowledge and skills. This institute...
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...Notes on Business Organization Centralisation and Decentralisation Centralisation implies the concentration of authority at the top level of the organisation while decentralisation means dispersal of authority throughout the organisation According to Allen Centralisation is systematic and consistent reservation of authority at central points within an organisation. Decentralisation applies to the systematic delegation of authority in an organisation context. Advantages of Decentralisation * Decentralisation reduces the workload of top executives. * It improves job satisfaction and morale of lower level managers by satisfying their needs for independence, participation and status. * Decision making is quicker. * It facilitates growth and diversification. As each product division is given sufficient autonomy for innovation and creativity. * It gives opportunity to subordinates to exercise their own judgment. They develop managerial skills which will be useful to the organisation in the longer run. * Decentralisation requires wider span of control and fewer levels of organisation. It speeds up communication. * Decentralisation increases the administrative expenses and each division or department has to be sufficient in terms of physical facilities and trained personnel. * As each department or division enjoys substantial autonomy it might lead to co-ordination problems. * There might be lack of uniformity and inconsistent procedures as each...
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...Principles and Practices Of Management PART - A Q1. “Management is a combination of Arts, Science & Profession” Explain fully. Ans. Before writing a write up on “Management is a combination of Arts, Science & Profession” I would like to write something about the management. Management Management is to create a team which accomplishes pre-determined goals with more efficiently in a prescribed time period as planned/decided. Management actually is planning, organizing, directing, controlling & coordinating supported by leadership, communication, motivation and morale. Now I would like to start Management as Art and afterwards I will write about management as science and profession in detail. Management as an Art 1. It requires conceptual, technical, human relationship & decision-making skills. a) Conceptual Skills: Ability to see the “big picture” to recognize significant elements & to understand relationship among the elements. b) Technical Skills: Is knowledge of & proficiency in activities involving methods, procedures & pressures e.g., Mechanic works with tools & Superior show knows how to use these tools to teach them. c) Human Relations: is ability to work with people; it is a cooperative effort; teamwork; create an environment where people feel secure & free to express their opinions. d) Decision: Ability to solve problems in ways that will benefit the enterprise. 2. It requires knowledge: Learning & acquiring...
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...TABLE OF CONTENTS A. Four Functions of Management 1 1. Planning 2 Planning Terminology 3 Vision 3 Mission 3 Objective 3 Goals 3 Strategic Planning 4 2. Organizing 4 Organizational Structure 5 Division of Labor 5 Delegation of Authority 6 Departmentation 7 Informal Structure 8 Leading 8 Staffing 9 Staffing Success – More than Luck 10 Starting with Self Assessment 10 Know yourself 11 Know your business 11 Know Advantage & Disadvantage of Employment 11 Directing 12 Motivation 13 Removing Barrier of Communications 13 Facilitating Communication 16 Controlling 17 B. Management Plan (Intro) 20 Security Management Plan 22 -oOo- Ils-pwu-2012 Principles of Organization & Management: Four Functions of Management Planning means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme...
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...Interpersonal Skills for Leaders Leadership involves influencing people, so it follows that many effective leadership attitudes, behaviors and practices deal with interpersonal relationships. Team-based organizations need leaders who are knowledgeable in the team process and can help with the interpersonal demands of teams. “Communicating effectively as a leader is not only required, it is expected for leading others. However, many leaders miss the mark on connecting with their followers because of lack of interest in other's ideas and opinions, out dated management styles, and the inability to work with others. Great leaders consistently strive to strengthen their interpersonal communication competencies by building and maintaining open, supportive, and collaborative relationships with others in the organization (Required, 2011).” According to answers.com (2011), interpersonal skills can be defined as the skills used by a person to properly interact with others. In the business domain, the term generally refers to an employee's ability to get along with others while getting the job done. Interpersonal skills include everything from communication and listening skills to attitude and demeanor. Good interpersonal skills are a prerequisite for many positions in an organization. The following interpersonal skills were listed by Williams (2010) as important interpersonal skills exhibited by leaders: * Active listening- listen 70 percent of the time and talk 30 percent of the time. He...
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...ACKNOWLEDGEMENT I sincerely wish to thank the Management of Pamol (Nig) Limited for approving and sponsoring me for this course. I want to assure Management that the money spent by the Company on my behalf to attend this workshop will not be a waste because the knowledge acquired will be applied to the job for effective and efficient work delivery, which would in turn benefit the Company. PREAMBLE The 3-day workshop on Supervisory Management commenced from Wednesday 15th August with registration and opening ceremony. The opening ceremony was attended by the Area Manager, Mr. O. A. C. Ngwu who was also the representative of the Director General of ITF and other staff of ITF. Mr. Godwin D. Udiba was in attendance for the opening ceremony as the representative of the Managing Director, Pamol (Nig) Limited. After the opening ceremony, a group photograph was taken with ITF staff. A total of 14 participants were in attendance all of whom were from Pamol (Nig) Limited. The workshop ended on Friday 17th August, 2012. PROGRAMME CONTENT The course content covered the following areas: • Concept of Supervisory Management. • Roles of the Supervisor in Training and Development. • Coaching and Mentoring Techniques. • Effective Team Work. • Problem Solving and Decision Making Skills. • Delegation and Motivation for Performance Improvement. • Effective Communication and Human Relation. • Performance Appraisal. CONCEPT OF SUPERVISORY MANAGEMENT - BY MR. BEN O. A. C. Several definitions...
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...PRINCIPLES OF MANAGEMENT lecture notes Document Transcript • 1. UNIT I OVERVIEW OF MANAGEMENT Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 1 • 2. Management - as how the mind controls the human body and its function similar management (mind) controls the various activities ( human body) in the Organisation - Collection of physical equipments, 4 M’s in Organisation – Men, Machine, Materials, Money, and leads to nothing. For efficient and profitable functioning it is necessary that all these factors are put to work in a co- ordinated manner. Management Definition Management is the art of getting things done through others. Harold Koontz Def as “ Management is the process of designing and maintaining an environment in which individuals, working together in groups efficiently to accomplish selected aims” • Managers carry out their managerial function • Applies to any kind of Organisation •Applies to managers at all Organisational levels •Aim is to create a surplus •Concerned with productivity, implies effectiveness and efficiency •Mgt of 4 M’s in the Orgn – Men, Machine, Materials & money Characteristics of Management • Mgt is Universal • Mgt is dynamic • Mgt is a group of managers • Mgt is Purposeful • Mgt is goal oriented • Mgt is integrative Function • Mgt is a Social process • Mgt is a Multi-faceted discipline • Mgt is a continuous process...
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...Principles of Management Short Questions 01-Question: Distinction between delegation and decentralization. Answer: Delegation: Delegation is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. Decentralization: Decentralization means dispersal of authority throughout the organization. It refers to the systematic effort to delegate to the lowest levels all authority except that which can only be exercised. Distinctions between delegation and decentralization are as follows: Delegation Decentralization 1. It is process or an act. 1. It is the end result of delegation. 2. It denotes relationship between a 2. It denotes relationship between the top superior and a subordinate. management and various departments or divisions . 3. It is essential for management process. 3. It is optional as top management may or may not disperse authority. 4. The delegator exercises control over the 4. The control may be delegated to department subordinate. heads. 5. It is technique of management. 5. It is a philosophy of management. 02-Question: Discuss about Management vs Administration. Answer: There has been a controversy on the use of the two terms-management and administration. Different authorities have expressed conflicting opinions on the subject. Many experts make no distinction between these two terms. A few authors treat administration as a part of management. These three...
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