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Management

Management is a universal phenomenon. It is a very popular and widely used term. All organizations business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to Harold Koontz, anagement is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals!. According to ".#. $aylor, anagement is an art of %nowing what to do, when to do and see that it is done in the best and cheapest way!. anagement is a purposive activity. It is something that directs group efforts towards the attainment of certain pre - determined goals. It is the process of wor%ing with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. &f course, these goals may vary from one enterprise to another. '.g.( "or one enterprise it may be launching of new products by conducting mar%et surveys and for other it may be profit ma)imization by minimizing cost. Characteristics of Management Organized Activities: anagement is a process of organized activities. *roups of people cannot be involved in the performance of activities without organized activities. anagement comes into e)istence where a group of people are involved in achieving a common ob+ective. $he organized activities may ta%e a variety of forms ranging from a tightly structured organization to a loosely-%nit organization. Existence of Objectives: $he e)istence of ob+ectives is a basic criterion of every human organization. $he organizational ob+ectives are the desired state of affairs which an organization attempts to realize. $his realization of ob+ectives is sought through the coordinated efforts of the people constituting an organization. Decision-making: anagement process involves decision ma%ing at all levels. ,ecision-ma%ing describes the process by which a course of action is selected as the way to deal with a specific problem. If there is only one alternative, the -uestion of decision ma%ing does not arise. $he -uality of alternatives which a manger selects determines the organization.s performance, and the future of the organization. Relationshi among reso!rces: $he essence of management is integration of various organizational resources. /esources include money, machine, materials, and people. anagement is concerned with the proper utilization of human resources which, in turn, utilize other resources. "orking #ith and thro!gh eo le: anagement involves wor%ing with people and getting organizational ob+ectives achieved through them. #or%ing through people is interpreted in terms of assigning activities to subordinates. $at!re of Management M!ltidisci linar%: anagement is multidisciplinary because it includes %nowledge0information from various disciplines- economics, statistics, maths, psychology, sociology, ecology, operations research, history, etc. anagement integrates the ideas and concepts ta%en from these disciplines and presents newer concepts which can be put into practice for managing the organizations. Management is d%namic: anagement has framed certain principles, which are fle)ible in nature and change with the changes in the environment in which an organization e)its.

Relative& $ot Absol!te 'rinci les: anagement principles are relative, not absolute, and they should be applied according to the need of the organization. A particular management principle has different strengths in different conditions. $herefore, principles should be applied according to the prevailing conditions. Management: (cience or Art: anagement li%e other practices- whether medicine, music composition, or even accountancy- is an art. It is %now-how. 1et managers can wor% better by using the organized %nowledge about management. It is this %nowledge that constitutes science. $hus, managing as practice is an art2 the organized %nowledge underlying the practice may be referred to as science. Management as 'rofession: anagement has been regarded as a profession by many while many have suggested that it has not achieved the status of a profession. 3chein concluded that by some criteria management is indeed a profession, but by other criteria it is not. $oday we can see many signs that management is wor%ing towards increased professionalism. Management is )niversal: anagement is a universal phenomenon. However, management principles are not universally applicable but are to be modified according to the needs of the situation. Objectives of Management *etting Maxim!m Res!lts #ith Minim!m Efforts - $he main ob+ective of management is to secure ma)imum outputs with minimum efforts 4 resources. anagement is basically concerned with thin%ing 4 utilizing human, material 4 financial resources in such a manner that would result in best combination. $his combination results in reduction of various costs. +ncreasing the Efficienc% of factors of 'rod!ction - $hrough proper utilization of various factors of production, their efficiency can be increased to a great e)tent which can be obtained by reducing spoilage, wastages and brea%age of all %inds, this in turn leads to saving of time, effort and money which is essential for the growth 4 prosperity of the enterprise. Maxim!m 'ros erit% for Em lo%er , Em lo%ees anagement ensures smooth and coordinated functioning of the enterprise. $his in turn helps in providing ma)imum benefits to the employee in the shape of good wor%ing condition, suitable wage system, incentive plans on the one hand and higher profits to the employer on the other hand. -!man betterment , (ocial .!stice - anagement serves as a tool for the upliftment as well as betterment of the society. $hrough increased productivity 4 employment, management ensures better standards of living for the society. It provides +ustice through its uniform policies. +m ortance of Management Achieving *ro! *oals - It arranges the factors of production, assembles and organizes the resources, integrates the resources in effective manner to achieve goals. It directs group efforts towards achievement of pre-determined goals. 5y defining ob+ective of organization clearly there would be no wastage of time, money and effort. anagement converts disorganized resources of men, machines, money etc. into useful enterprise. $hese resources are coordinated, directed and controlled in such a manner that enterprise wor% towards attainment of goals. O tim!m )tilization of Reso!rces - anagement utilizes all the physical 4 human resources productively. $his leads to efficacy in management. anagement provides ma)imum utilization of scarce resources by

selecting its best possible alternate use in industry from out of various uses. It ma%es use of e)perts, professional and these services leads to use of their s%ills, %nowledge, and proper utilization and avoids wastage. If employees and machines are producing its ma)imum there is no under employment of any resources. Red!ces Costs - It gets ma)imum results through minimum input by proper planning and by using minimum input 4 getting ma)imum output. anagement uses physical, human and financial resources in such a manner which results in best combination. $his helps in cost reduction. Establishes (o!nd Organization - 6o overlapping of efforts 7smooth and coordinated functions8. $o establish sound organizational structure is one of the ob+ective of management which is in tune with ob+ective of organization and for fulfillment of this, it establishes effective authority 4 responsibility relationship i.e. who is accountable to whom, who can give instructions to whom, who are superiors 4 who are subordinates. anagement fills up various positions with right persons, having right s%ills, training and -ualification. All +obs should be cleared to everyone. Establishes E/!ilibri!m - It enables the organization to survive in changing environment. It %eeps in touch with the changing environment. #ith the change is e)ternal environment, the initial co-ordination of organization must be changed. 3o it adapts organization to changing demand of mar%et 0 changing needs of societies. It is responsible for growth and survival of organization. Essentials for 'ros erit% of (ociet% - 'fficient management leads to better economical production which helps in turn to increase the welfare of people. *ood management ma%es a difficult tas% easier by avoiding wastage of scarce resource. It improves standard of living. It increases the profit which is beneficial to business and society will get ma)imum output at minimum cost by creating employment opportunities which generate income in hands. &rganization comes with new products and researches beneficial for society.

'rinci les of Management


A principle refers to a fundamental truth. It establishes cause and effect relationship between two or more variables under given situation. $hey serve as a guide to thought 4 actions. $herefore, management principles are the statements of fundamental truth based on logic which provides guidelines for managerial decision ma%ing and actions. $hese principles are derived( &n the basis of observation and analysis i.e. practical e)perience of managers. 5y conducting e)perimental studies. anagement described by Henri "ayol.

$here are 9: ;rinciples of 01 Division of 2abor

Henry "ayol has stressed on the specialization of +obs. He recommended that wor% of all %inds must be divided 4 subdivided and allotted to various persons according to their e)pertise in a particular area. 3ubdivision of wor% ma%es it simpler and results in efficiency.

It also helps the individual in ac-uiring speed, accuracy in his performance. 3pecialization leads to efficiency 4 economy in spheres of business.

31 A!thorit% , Res onsibilit% Authority 4 responsibility are co-e)isting. If authority is given to a person, he should also be made responsible. In a same way, if anyone is made responsible for any +ob, he should also have concerned authority. Authority refers to the right of superiors to get e)actness from their sub-ordinates whereas responsibility means obligation for the performance of the +ob assigned. $here should be a balance between the two i.e. they must go hand in hand. Authority without responsibility leads to irresponsible behavior whereas responsibility without authority ma%es the person ineffective.

41 )nit% of Command A sub-ordinate should receive orders and be accountable to one and only one boss at a time. In other words, a sub-ordinate should not receive instructions from more than one person because - It undermines authority - #ea%ens discipline - ,ivides loyalty - <reates confusion - ,elays and chaos - 'scaping responsibilities - ,uplication of wor% - &verlapping of efforts

$herefore, dual sub-ordination should be avoided unless and until it is absolutely essential. =nity of command provides the enterprise a disciplined, stable 4 orderly e)istence. It creates harmonious relationship between superiors and sub-ordinates. 51 )nit% of Direction "ayol advocates one head one plan which means that there should be one plan for a group of activities having similar ob+ectives. /elated activities should be grouped together. $here should be one plan of action for them and they should be under the charge of a particular manager. According to this principle, efforts of all the members of the organization should be directed towards common goal.

61 E/!it%

'-uity means combination of fairness, %indness 4 +ustice. $he employees should be treated with %indness 4 e-uity if devotion is e)pected of them. It implies that managers should be fair and impartial while dealing with the subordinates. $hey should give similar treatment to people of similar position. $hey should not discriminate with respect to age, caste, se), religion, relation etc. '-uity is essential to create and maintain cordial relations between the managers and sub-ordinate. 5ut e-uity does not mean total absence of harshness. "ayol was of opinion that, at times force and harshness might become necessary for the sa%e of e-uity!.

71 Order $his principle is concerned with proper 4 systematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. aterial order- $here should be safe, appropriate and specific place for every article and every place to be effectively used for specific activity and commodity. 3ocial order- 3election and appointment of most suitable person on the suitable +ob. $here should be a specific place for every one and everyone should have a specific place so that they can easily be contacted whenever need arises.

81 Disci line According to "ayol, ,iscipline means sincerity, obedience, respect of authority 4 observance of rules and regulations of the enterprise!. $his principle applies that subordinate should respect their superiors and obey their order. It is an important re-uisite for smooth running of the enterprise. ,iscipline is not only re-uired on path of subordinates but also on the part of management.

,iscipline can be enforced if - $here are good superiors at all levels. - $here are clear 4 fair agreements with wor%ers. - 3anctions 7punishments8 are +udiciously applied. 91 +nitiative #or%ers should be encouraged to ta%e initiative in the wor% assigned to them.

It means eagerness to initiate actions without being as%ed to do so. "ayol advised that management should provide opportunity to its employees to suggest ideas, e)periences4 new method of wor%. It helps in developing an atmosphere of trust and understanding. ;eople then en+oy wor%ing in the organization because it adds to their zeal and energy. $o suggest improvement in formulation 4 implementation of place. $hey can be encouraged with the help of monetary 4 non-monetary incentives.

:1 ;air Rem!neration $he -uantum and method of remuneration to be paid to the wor%ers should be fair, reasonable, satisfactory 4 rewarding of the efforts. As far as possible it should accord satisfaction to both employer and the employees. #ages should be determined on the basis of cost of living, wor% assigned, financial position of the business, wage rate prevailing etc. >ogical 4 appropriate wage rates and methods of their payment reduce tension 4 differences between wor%ers 4 management creates harmonious relationship and pleasing atmosphere of wor%. "ayol also recommended provision of other benefits such as free education, medical 4 residential facilities to wor%ers.

0<1 (tabilit% of =en!re "ayol emphasized that employees should not be moved fre-uently from one +ob position to another i.e. the period of service in a +ob should be fi)ed. $herefore employees should be appointed after %eeping in view principles of recruitment 4 selection but once they are appointed their services should be served. According to "ayol. $ime is re-uired for an employee to get used to a new wor% 4 succeed to doing it well but if he is removed before that he will not be able to render worthwhile services!. As a result, the time, effort and money spent on training the wor%er will go waste. 3tability of +ob creates team spirit and a sense of belongingness among wor%ers which ultimately increase the -uality as well as -uantity of wor%.

001 (calar Chain "ayol defines scalar chain as .$he chain of superiors ranging from the ultimate authority to the lowest!. 'very orders, instructions, messages, re-uests, e)planation etc. has to pass through 3calar chain.

5ut, for the sa%e of convenience 4 urgency, this path can be cut shirt and this short cut is %nown as *ang ;lan%.

A *ang ;lan% is a temporary arrangement between two different points to facilitate -uic% 4 easy communication as e)plained below(

In the figure given, if , has to communicate with * he will first send the communication upwards with the help of <, 5 to A and then downwards with the help of ' and " to * which will ta%e -uite some time and by that time, it may not be worth therefore a gang plan% has been developed between the two. *ang ;lan% clarifies that management principles are not rigid rather they are very fle)ible. $hey can be moulded and modified as per the re-uirements of situations 031 (!b-Ordination of +ndivid!al +nterest to *eneral +nterest An organization is much bigger than the individual it constitutes therefore interest of the underta%ing should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. 5ut in case of conflict, individual must sacrifice for bigger interests.

In order to achieve this attitude, it is essential that - 'mployees should be honest 4 sincere. - ;roper 4 regular supervision of wor%. - /econciliation of mutual differences and clashes by mutual agreement. "or e)ample, for change of location of plant, for change of profit sharing ratio, etc. 041 Es irit De> Cor s ?can be achieved thro!gh !nit% of command@ It refers to team spirit i.e. harmony in the wor% groups and mutual understanding among the members.

3pirit ,e. <orps inspires wor%ers to wor% harder. "ayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the wor%ers and interest of the underta%ing in the long run. $o inculcate 'spirit ,e. <orps following steps should be underta%en $here should be proper co-ordination of wor% at all levels 3ubordinates should be encouraged to develop informal relations among themselves. 'fforts should be made to create enthusiasm and %eenness among subordinates so that they can wor% to the ma)imum ability. 'fficient employees should be rewarded and those who are not up to the mar% should be given a chance to improve their performance. 3ubordinates should be made conscious of that whatever they are doing is of great importance to the business 4 society.

He also cautioned against the more use of 5ritain communication to the subordinates i.e. face to face communication should be developed. $he managers should infuse team spirit 4 belongingness. $here should be no place for misunderstanding. ;eople then en+oy wor%ing in the organization 4 offer their best towards the organization. 051 Centralization , De-Centralization <entralization means concentration of authority at the top level. In other words, centralization is a situation in which top management retains most of the decision ma%ing authority. ,ecentralization means disposal of decision ma%ing authority to all the levels of the organization. In other words, sharing authority downwards is decentralization. According to "ayol, ,egree of centralization or decentralization depends on no. of factors li%e size of business, e)perience of superiors, dependability 4 ability of subordinates etc. Anything which increases the role of subordinate is decentralization 4 anything which decreases it is centralization. "ayol suggested that absolute centralization or decentralization is not feasible. An organization should stri%e to achieve a lot between the two.

(cientific Management b% =a%lor "redric% #inslow $aylor 7 arch ?@, 9ABC - arch ?9, 9D9B8 commonly %nown as ."ather of 3cientific anagement. started his career as an operator and rose to the position of chief engineer. He conducted various e)periments during this process which forms the basis of scientific management. It implies application of scientific principles for studying 4 identifying management problems.

According to $aylor, 3cientific anagement is an art of %nowing e)actly what you want your men to do and seeing that they do it in the best and cheapest way!. In $aylors view, if a wor% is analysed scientifically it will be possible to find one best way to do it. Hence scientific management is a thoughtful, organized, dual approach towards the +ob of management against hit or miss or /ule of $humb. According to ,ruc%er, $he cost of scientific management is the organized study of wor%, the analysis of wor% into simplest element 4 systematic management of wor%er.s performance of each element!. 'rinci les of (cientific Management 01 Develo ment of (cience for each art of men>s job ?re lacement of r!le of th!mb@ $his principle suggests that wor% assigned to any employee should be observed, analyzed with respect to each and every element and part and time involved in it. $his means replacement of odd rule of thumb by the use of method of en-uiry, investigation, data collection, analysis and framing of rules. =nder scientific management, decisions are made on the basis of facts and by the application of scientific decisions.

31 (cientific (election& =raining , Develo ment of "orkers $here should be scientifically designed procedure for the selection of wor%ers. ;hysical, mental 4 other re-uirement should be specified for each and every +ob. #or%ers should be selected 4 trained to ma%e them fit for the +ob. $he management has to provide opportunities for development of wor%ers having better capabilities. According to $aylor efforts should be made to develop each employee to his greatest level and efficiency 4 prosperity.

41 Co-o eration bet#een Management , #orkers or -armon% not discord $aylor believed in co-operation and not individualism. It is only through co-operation that the goals of the enterprise can be achieved efficiently. $here should be no conflict between managers 4 wor%ers. $aylor believed that interest of employer 4 employees should be fully harmonized so as to secure mutually understanding relations between them.

51 Division of Res onsibilit% $his principle determines the concrete nature of roles to be played by different level of managers 4 wor%ers.

$he management should assume the responsibility of planning the wor% whereas wor%ers should be concerned with e)ecution of tas%. $hus planning is to be separated from e)ecution.

61 Mental Revol!tion $he wor%ers and managers should have a complete change of outloo% towards their mutual relation and wor% effort. It re-uires that management should create suitable wor%ing condition and solve all problems scientifically. 3imilarly wor%ers should attend their +obs with utmost attention, devotion and carefulness. $hey should not waste the resources of enterprise. Handsome remuneration should be provided to wor%ers to boost up their moral. It will create a sense of belongingness among wor%er. $hey will be disciplined, loyal and sincere in fulfilling the tas% assigned to them. $here will be more production and economical growth at a faster rate.

71 Maxim!m 'ros erit% for Em lo%er , Em lo%ees $he aim of scientific management is to see ma)imum prosperity for employer and employees. It is important only when there is opportunity for each wor%er to attain his highest efficiency. a)imum output 4 optimum utilization of resources will bring higher profits for the employer 4 better wages for the wor%ers. $here should be ma)imum output in place of restricted output. 5oth managers 4 wor%ers should be paid handsomely. =echni/!es of (cientific Management 01 =ime (t!d% It is a techni-ue which enables the manager to ascertain standard time ta%en for performing a specified +ob. 'very +ob or every part of it is studied in detail. $his techni-ue is based on the study of an average wor%er having reasonable s%ill and ability.

Average wor%er is selected and assigned the +ob and then with the help of a stop watch, time is ascertained for performing that particular +ob. $aylor maintained that "air day.s wor% should be determined through observations, e)periment and analysis by %eeping in view an average wor%er. (tandard =ime A "orking -o!rs B ;air Da%>s "ork

31 Motion (t!d% In this study, movement of body and limbs re-uired to perform a +ob are closely observed. In other words, it refers to the study of movement of an operator on machine involved in a particular tas%. $he purpose of motion study is to eliminate useless motions and determine the bet way of doing the +ob. 5y underta%ing motion study an attempt is made to %now whether some elements of a +ob can be eliminated combined or their se-uence can be changed to achieve necessary rhythm. otion study increases the efficiency and productivity of wor%ers by cutting down all wasteful motions.

41 ;!nctional ;oremanshi

$aylor advocated functional foremanship for achieving ultimate specification. $his techni-ue was developed to improve the -uality of wor% as single supervisor may not be an e)pert in all the aspects of the wor%. $herefore wor%ers are to be supervised by specialist foreman.

$he scheme of functional foremanship is an e)tension of principle of specialization at the supervisory level. $aylor advocated appointment of A foramen, : at the planning level 4 other : at implementation level. $he names 4 function of these specialist foremen are( Instruction card cler% concerned with tagging down of instructions according to which wor%ers are re-uired to perform their +ob $ime 4 cost cler% is concerned with setting a time table for doing a +ob 4 specifying the material and labor cost involved in it. /oute cler% determines the route through which raw materials has to be passed. 3hop ,isciplinarians are concerned with ma%ing rules and regulations to ensure discipline in the organization. *ang boss ma%es the arrangement of wor%ers, machines, tools, wor%ers etc. 3peed boss concerned with maintaining the speed and to remove delays in the production process. /epair boss concerned with maintenance of machine, tools and e-uipments. Inspector is concerned with maintaining the -uality of product.

51 (tandardization It implies the physical attitude of products should be such that it meets the re-uirements 4 needs of customers. $aylor advocated that tools 4 e-uipments as well as wor%ing conditions should be standardized to achieve standard output from wor%ers. 3tandardization is a means of achieving economics of production. It seems to ensure $he line of product is restricted to predetermined type, form, design, size, weight, -uality. 'tc $here is manufacture of identical parts and components. Euality 4 standards have been maintained. 3tandard of performance are established for wor%ers at all levels.

61 Differential 'iece "age 'lan $his tech of wage payment is based on efficiency of wor%er. $he efficient wor%ers are paid more wages than inefficient one.

&n the other hand, those wor%ers who produce less than standard no. of pieces are paid wages at lower rate than prevailing rate i.e. wor%er is penalized for his inefficiency. $his system is a source of incentive to wor%ers who improving their efficiency in order to get more wages. It also encourages inefficient wor%ers to improve their performance and achieve their standards. It leads to mass production which minimizes cost and ma)imizes profits.

;!nctions of Management
anagement has been described as a social process involving responsibility for economical and effective planning 4 regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. $hese activities are different from operative functions li%e mar%eting, finance, purchase etc. /ather these activities are common to each and every manger irrespective of his level or status. ,ifferent e)perts have classified functions of management. According to *eorge 4 Ferry, $here are four fundamental functions of management i.e. planning, organizing, actuating and controlling!. According to Henry "ayol, $o manage is to forecast and plan, to organize, to command, 4 to control!. #hereas >uther *ullic% has given a %eyword .;&3,<&. where ; stands for ;lanning, & for &rganizing, 3 for 3taffing, , for ,irecting, <o for <o-ordination. "or 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. 'ach function blends into the other 4 each affects the performance of others.

'lanning

It is the basic function of management. It deals with chal%ing out a future course of action 4 deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to K&&6$G, ;lanning is deciding in advance - what to do, when to do 4 how to do. It bridges the gap from where we are 4 where we want to be!. A plan is a future course of actions. It is an e)ercise in problem solving 4 decision ma%ing. ;lanning is determination of courses of action to achieve desired goals. $hus, planning is a systematic thin%ing about ways 4 means for accomplishment of predetermined goals. ;lanning is necessary to ensure proper utilization of human 4 non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, ris%s, wastages etc.

Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry "ayol, $o organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel.s!. $o organize a business involves determining 4 providing human and nonhuman resources to the organizational structure. &rganizing as a process involves( Identification of activities. <lassification of grouping of activities. Assignment of duties. ,elegation of authority and creation of responsibility. <oordinating authority and responsibility relationships.

(taffing It is the function of manning the organization structure and %eeping it manned. 3taffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, comple)ity of human behavior etc. $he main purpose o staffing is to put right man on right +ob i.e. s-uare pegs in s-uare holes and round pegs in round holes. According to Kootz 4 &.,onell, anagerial function of staffing involves manning the organization structure through proper and effective selection, appraisal 4 development of personnel to fill the roles designed un the structure!. 3taffing involves( anpower ;lanning 7estimating man power in terms of searching, choose the person and giving the right place8. /ecruitment, selection 4 placement. $raining 4 development. /emuneration. ;erformance appraisal.

;romotions 4 transfer.

Directing It is that part of managerial function which actuates the organizational methods to wor% efficiently for achievement of organizational purposes. It is considered life-spar% of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the wor%. ,irection is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. ,irection has following elements(

3upervision otivation

>eadership <ommunication

3upervision- implies overseeing the wor% of subordinates by their superiors. It is the act of watching 4 directing wor% 4 wor%ers. otivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to wor%. ;ositive, negative, monetary, non-monetary incentives may be used for this purpose. >eadership- may be defined as a process by which manager guides and influences the wor% of subordinates in desired direction. <ommunications- is the process of passing information, e)perience, opinion etc from one person to another. It is a bridge of understanding. Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. $he 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. According to $heo Haimann, <ontrolling is the process of chec%ing whether or not proper progress is being made towards the ob+ectives and goals and acting if necessary, to correct any deviation!. According to Koontz 4 &.,onell <ontrolling is the measurement 4 correction of performance activities of subordinates in order to ma%e sure that the enterprise ob+ectives and plans desired to obtain them as being accomplished!. $herefore controlling has following steps( 'stablishment of standard performance. easurement of actual performance. <omparison of actual performance with the standards and finding out deviation if any. <orrective action.

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