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, ENVIRONMENT SERVICES AND SATISFACTION TO THE

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 Organization Planning Controlling • • • • • OUTPUTS Products Services Information Satisfaction Money Feedback to the Organization

INPUTS • Customer Needs & Desires • Degree of competitio n • Science and Inputs are received from the environment
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Organizing

Motivating

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INDIAN MANAGEMENT THOUGHTS AND PRACTICES

Fig1.2 : Elements involved in the process

PROCESSING TECHNICAL SUBSYSTEM
INFORMATION SUBSYSTEM

INPUTS

BUSINESS MANAGEMEN T SUBSYSTEM

OUTPUTS

HUMAN SUBSYSTEM

FINANCE 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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INDIAN MANAGEMENT THOUGHTS AND PRACTICES

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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