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ABSTRACT
Many Researches, Writers and Managers discuss about the management
but rarely think about the dynamics of management. Most Engineers
rarely bother for a deep knowledge of the organisation, management,
Administration, Leadership and Motivation phenomena. In this article the
authors have made attempts to segregate then from the organisationb, one
can say boldly that organistion has attributes such as Management,
Administration, Leadership and Motivation. One can get a grand success
in an Economic systgem, if tries to understand the valuable parameters of
dynamic economic system. In a dynamic economic system the
organisation Management, Administration, Leadership and Motivation
must be dynamic otherwise the failures of the system are faced bitterly.
One must study the failures of the above five attributes of a system,
where input and outputs realized. The law of diminishing returns is
applied to all types of system where natural failure rates are
predominating, one must boost up the system to run it with time and
dynamics of motion.
New definitions are derived for organisation, management,
administration, leadership and motivation. A factory can produce profits
only where these five attributes are brought to our knowledge as
Business Dimensions, Vol.1, Issue 2, 30 April, 2014 Pages (113-170)
138
INTRODUCTION
1. Organisation
Space I
Space- II
Business Dimensions, Vol.1, Issue 2, 30 April, 2014 Pages (113-170)
139
a.
b.
c.
d.
e.
Motivation factor
Leadership factor
Administration factor
Management Factor
Organisation factor
A ()
0.912
0.927
0.896
0.886
0.779
.0921
.0758
.1098
.1213
.2497
R
.084
.702
.0984
.10723
.1943
Sec
.916
.929
.9016
.89276
.803
T
10.86
13.1926
9.1074
8.262
4.048
Space-III
Fuzzy
Informal management
Formal Management
Convential manage.
Non conventional management
Functional manage.
Line management
Staff management
Objective type of management
Primitive management
Home management
State management
National management
International management
Strategic management
A ()
0.552
0.667
0.886
0.776
0.912
0.906
0.889
0.926
0.779
0.996
0.796
0.896
0.912
0.892
(2)
.5942
.405
.12103
.2536
.9214
.0987
.1176
.07688
.2497
.004
.228
.1098
.0921
.1142
R
.328
.2701
.1072
.1968
.084
.0894
.1045
.07119
.1945
.003992
.1816
.0984
.0840
.1019
Sec
.672
.7299
.892
.8032
.916
.910
.8954
.9288
.8054
.996
.8184
.9016
.91599
.898
T
2.469
2.469
8.26
3.943
10.857
10.1317
8.5
13.07
4.00
25
4.38
9.107
10.85
8.75
140
Tripti Singh
Singh, et al., Bus. Dimn.,Vol.1 (2), 137-144 (2014)
(4)
141
Space IV
Fuzzy
Environment
Society
Synchronism
Co-ordination
Co-operation
Mutual coupling
Elements
Parallel working
Series working
Fuzzy working
System
Organisation
Management
Administration
Leadership
Motivation
.0921
.0768
.12103
.2536
.40346
.5762
.1255
.08773
.6424
.1142
.0768
.1154
.0921
.1199
.0921
.0387
A ()
.912
0.926
0.886
0.776
0.668
0.562
0.882
0.916
.526
0.892
0.926
0.891
0.912
0.887
0.912
0.962
R
.084
.07119
.1072
.1967
.2695
.3238
.11074
.08036
.3379
.1019
.07119
.1028
.084
.1063
.084
.0372
Sec
.916
.928
.892
.8032
.730
.6761
.889
.9196
.6621
.898
.92881
.8971
.916
.8936
.91599
.9627
MTBF
10.857
13.020
8.26
3.9432
2.4785
1.7355
7.9687
11.398
1.556
8.756
13.0208
8.665
10.85776
8.3402
10.857
25.839
Space V
Fuzzy
Strategic
Decision
Planning
Scheduling
Forecasting
Controlling
Working
Activities
Events
Work done
A ()
.776
.886
.912
0.896
0.556
0.826
0.917
0.886
0.926
.876
.2536
.12103
.0921
.1098
.5869
.191156
0.866
.121036
.07688
.13238
R
.1967
.10723
.084
.0984
.3263
.1578
.0794
.1072
.07119
.11597
Sec
.8032
.8927
.916
.9016
.6736
.8421
.9205
.8927
.9288
.884
MTBF
3.943
8.2624
10.857
9.1074
1.70386
5.2313
11.547
8.262
13.0072
7.554
Adequacy
.886
.776
0.912
0.896
0.779
0.662
0.899
0.777
0.679
0.892
142
Tripti Singh
Singh, et al., Bus. Dimn.,Vol.1 (2), 137-144 (2014)
(8)
If the organisation has a magnitude 0.5
and management mode is also 0.5, then. The
administration is 2 times to the reference and
four times to the organisation mode resolved
resolve
into components. The model organisation,
management
and
administration
are
independent without any mutual coupling or
very weak coupling. The three are de-coupled
de
in a system to increase administration four
times.
5. Management Triangle
The management is simulated by a
triangle the work load has an area equivalent.
The decision making iss made at the planning
level and very few personnel are required. The
work is simple but hard to decide about the new
planning. This is at the strategic planning.
Scheduling and forecasting managers are also
important to notify the plan and extend it at
large
rge level and details are enlarged for
controlling workers. One can find the reliability
of the system using Fuzzy logic noting their
failure rates.
143
7. Motomotive Force
The work is done under the forces of
motivation which has greatest intensity, density
and effectiveness. The leader ship shows how
to work and leads in the engineering work,
skill, intelligence, simulation fabrication.
abrication. Will,
wishes, demand, need, necessarily, urgency,
trembles, difficulties, task etc. may promote
motivation. Leader takes a risk to lead and work
in new manner new methods. New ideas,
Administrator is always busy to work what is
assigned, to other
er persons. The assignment
must be completed at any conditions.
Administrator extract
work from
workers and management system. There is a
need to open posts of motivators and leaders in
the industries to motivate people and lead them
successfully in placee of managers and
administrators. These are old systems and
should be stopped. The British system of
leadership and motivation should be started. All
failures are due to managers and administrators.
DISCUSSION
Dynamics of organisation are called the
management
nagement and administration. First of all the
organisation
should
be
formed.
The
organisation is formed only when the elements
or
units
co-operations,
operations,
co-ordination,
co
synchronism and mutual coupling of positive
type. The managers and administrator may
apply some of the negative coefficients to
counter balance the excess forces and work.
The errors are eliminated by administrators can
do more work then informal management.
Management is systematic methods working.
Scientific management is powerful when all
things
ings are tested in the laboratory. Every
organisation must have a laboratory to test the
things of input and output.
Reliability varies with time and the
motion. One should bother for time decay as
well as space decay. Organisation management,
144