INDIAN MANAGEMENT THOUGHTS AND PRACTICES

MANAGEMENT PROCESS

The elements of management—planning, organizing, staffing,

directing, motivating and controlling—are universally applicable to
all joint or collective enterprises. In short, management involves:
(1) Managing the enterprise, (2) Managing the managers, and
(3) Managing the works and the workers.
In a typical business organization the mix of planning, organizing,
leading and controlling will vary according to level of
management. At the higher level, planning is the major function,
organizing next, leading and controlling is less important.
At the lower level of management, leading and controlling are of
major importance. Planning is of short-term nature, and
organizing is limited.

FLOW OF PRODUCTS, SERVICES AND SATISFACTION TO THE

ENVIRONMENT

A business enterprise is an organization system with (a) inputs (b)

processing (c) outputs and (d) feedback to the environment and
the organization. Emphasis is upon the firm as a whole rather
than as a collection if separate departments such as
manufacturing, finance, personnel, sales, etc. The flow of the
products, services and satisfaction to the environment are
explained in 2 steps.

Fig1.1: Flow Of Products, Services & Satisfaction to the Environment.

Feedback
To the
INPUTS Organization
• Customer OUTPUTS
Needs & Planning Controlling
• Products
Desires • Services
• Degree of • Information
competitio PROCESSING
• Satisfaction
n
• Science • Money
Feedback to the
Inputsand
are received Organizing Motivating Organization
from the environment

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Fig1.2 : Elements involved in the process

PROCESSING

TECHNICAL INFORMATION
SUBSYSTEM SUBSYSTEM

BUSINESS OUTPUTS
INPUTS MANAGEMEN
T
SUBSYSTEM

HUMAN FINANCE
SUBSYSTEM SUBSYTEM

Organizational system has subsystems mutually interconnected

and interdependent. Organization has its own environment. It gets
input from the environment: people, capital, managerial and
technical skill and knowledge. In addition many group of people
make demand on the enterprise, e.g. higher pay for employees,
reliable products at reasonable price for consumers. Higher
dividend for shareholders, quality of life for community etc.

Management leads and co-ordinates all other subsystems, utilizes

inputs, transforms them through managerial functions and offers
outputs in the form of goods, services and satisfaction to the
members of the environment. Integration of goals is an important
output. These goals are divergent and also conflicting.
Management resolve conflicts and integrates these goals.
Integration of goals of the various claimants to the enterprise is a
vital managerial task at present.

Quality of work and quality of life at work are the twin goals.
Some of the outputs become inputs again. For instance, employee

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satisfaction is a valuable input for a higher productivity.

Reinvestment of earnings in capital goods will assure sustained
growth.

CONCLUSION

In carrying out the managerial functions, the manager engages in

structuring activities relating to function, decision making in the
functional areas of management, and human interaction
(interpersonal relations). Human interaction is with persons inside
and outside the organization and with the superiors and
subordinates. Both the quality of his decision making and the
quality of his interactions with people will affect the effectiveness
of operations. The management functions, decision making, and
human interactions are constrained or controlled by both the
resources available to the organization and the overall
environmental controlling factors (industry, society, government
policies, etc.) in which the organization operates. Managerial
functions assume an organization with goals and objectives,
which cannot be achieved without management of the material
and the human resources. Value-driven holistic management
offers enriched quality of work and enriched quality of mind. We
can have extra-ordinary performance even with available
resources. Holism indicates unity and harmony.

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