1. What is Management? Management is a continuous process. Explain.

"Management is the organizational process that includes strategic planning, setting objectives, managing resources, deploying
the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording
and storing facts and information.

Functions of Management. Management has been described as a social process involving responsibility for economical and
effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. ... Planning, Organizing,
Staffing, Directing and Controlling.

As a process, management consists of three aspects: ... Management is a continuous process - It is a never

ending process. It is concerned with constantly identifying the problem and solving them by taking adequate steps.

Management as a Process. ... Management is a continuous process - It is a never ending process. It is concerned with

constantly identifying the problem and solving them by taking adequate steps.

Management as a Process

As a process, management refers to a series of inter-related functions. It is the process by which management creates,
operates and directs purposive organization through systematic, coordinated and co-operated human efforts, according to
George R. Terry, “Management is a distinct process consisting of planning, organizing, actuating and controlling, performed to
determine and accomplish stated objective by the use of human beings and other resources”. As a process, management
consists of three aspects:

1. Management is a social process - Since human factor is most important among the other factors, therefore
management is concerned with developing relationship among people. It is the duty of management to make
interaction between people - productive and useful for obtaining organizational goals.
2. Management is an integrating process - Management undertakes the job of bringing together human physical and
financial resources so as to achieve organizational purpose. Therefore, is an important function to bring harmony
between various factors.
3. Management is a continuous process - It is a never ending process. It is concerned with constantly identifying the
problem and solving them by taking adequate steps. It is an on-going process.

Management process. Management process is a process of setting goals, planning and/or controlling the organizing and
leading the execution of any type of activity, such as: ... a process (process management process, sometimes referred
to as the process performance measurement and management system

2. What is the managerial role?

The third category of managerial roles according to Mintzberg is called decisionalroles. Decisional roles include roles such as

the entrepreneur, disturbance-handler, resource-allocator and negotiator. All of these roles involve the process of using
information to make decisions

What are managerial roles and skills?

Direct activities of others to attain goals Managers (or administrators) Individuals who achieve goals through other people. ...
Human skills The ability to work with, understand, and motivate other people, both individually and in groups.
ConceptualSkills The mental ability to analyze and diagnose complex situations.
 3. Briefly describe the different levels of management.

The three levels of management typically found in an organization are low-level management, middle-level management, and
top-level management. ... Low-level managers focus on controlling and directing. They serve as role models for the
employees they supervise.

 Managers can come in many forms and serve a variety of functions. The roles and responsibilities of what a manager
does can differ from organization to organization, but they are typically categorized into three levels: top-level
management, middle-level management, and lower-level management.

4. Why Henry fayol called father of modern management.

Fayol has been regarded by many as the father of the modern operational management theory, and his ideas have become a
fundamental part of modern management concepts. Fayol is often compared to Frederick Winslow Taylor who developed
Scientific Management. ... Fayol also argued for equity in the treatment of workers.

 Who is Henri fayol in management?

Henri Fayol. Henri Fayol (1841 – 1925) was a French coal-mine engineer, director of mines and
modern management theoretician. His scientific management theory forms the base for business administration and
business management. In the academic world, this is also known as Fayolism.

3. What is McKinsey 7s model explain briefly?

DEFINITION of McKinsey 7S Model. The McKinsey 7S Model is a framework for organizational effectiveness that postulates

that there are seven internal factors of an organization that need to be aligned and reinforced in order for it to be successful.

What is the meaning of 7s?

The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman,
Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of
Excellence) in the 1980s.

McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters, Robert Waterman and Julien Philips with a
help from Richard Pascale and Anthony G. Athos. Since the introduction, the model has been widely used by academics and
practitioners and remains one of the most popular strategic planning tools. It sought to present an emphasis on human
resources (Soft S), rather than the traditional mass production tangibles of capital, infrastructure and equipment, as a key to
higher organizational performance. The goal of the model was to show how 7 elements of the company: Structure, Strategy,
Skills, Staff, Style, Systems, and Shared values, can be aligned together to achieve effectiveness in a company. The key point
of the model is that all the seven areas are interconnected and a change in one area requires change in the rest of a firm for it
to function effectively.

Below you can find the McKinsey model, which represents the connections between seven areas and divides them into ‘Soft
Ss’ and ‘Hard Ss’. The shape of the model emphasizes interconnectedness of the elements.
The model can be applied to many situations and is a valuable tool when organizational design is at question. The most
common uses of the framework are:

1. Strategy: It is the plan of action, or the roadmap or the blueprint by way of which an organization gains a competitive
advantage or a leadership edge.
2. Structure: This refers to organizational structure or the reporting pattern.
3. Systems: This includes the day to day activities in which the staff members involve themselves for ensuring the
completion of their assigned tasks.

The Soft elements are less tangible and are difficult to be defined and identified as such elements are more governed by the
culture. But according to the proponents of this model, these soft elements are equally important as the hard elements in
determining an organization’s success as well as growth in the industry. The following elements are the soft elements in an
organization:

1. Shared Values: The superordinate goals or the core values which get reflected within the organizational culture or
influence the code of ethics.
2. Style: This lays emphasis on the leadership style and how it influences the strategic decisions, people motivation and
organizational performance.
3. Staff: The general staff or the capabilities of the employees
4. Skills: The core competencies or the key skills of the employees play a vital role in defining the organizational
success.

 What is Process Management OS?

Process management is an integral part of any modern-day operating system (OS). The OS must allocate resources
to processes, enable processes to share and exchange information, protect the resources of each process from other
processes and enable synchronization among processes.

 What are the steps in the process of management?

They include: planning, organizing, leading, and controlling. You should think about the four functions as a process, where
each step builds on the others. Managers must first plan, then organize according to that plan, lead others to work towards
the plan, and finally evaluate the effectiveness of the plan

.
  Classify the process of management

Explain the management process; classify the levels of management and describe categories of managerial roles. Management Process
Process is a planned way of carrying out a task. Management is defined as a process as allmanagers are involved in activities
that are interconnected, with the aim of accomplishing setobjectives. This process will be divided into several separate
sections or functions which formthe overall process. The management functions can be classified into the following:
planning
,
organizing
,
leading
and
controlling

. Each function is elaborated in the following subtopics.

Planning
Planning is the first step which is basically a logical thinking process that decides what needs to be done in order to achieve
organization's goals and objectives. It focuses on the broader perspective of the business as well as taking into consideration,
the tactical methods to get the desired results. Steps in the Planning

 Deciding which goals the organization will pursue.

 
Deciding what courses of action to adapt to attain those goals.

 
Deciding how to allocate organizational Resources.
Organizing
Organizing is about setting up and maintaining the internal organizational structure in accordance with objectives mentioned in
planning stage. It also involves assigning tasks to various individuals for the larger goal of organization's missions and
objectives.

 
Involves grouping people into departments according to the kinds of job-specific tasksthey perform.

 
Managers lay out lines of authority and responsibility.

 
Decide how to coordinate organizational resources. Staffing is the process of choosing right people for organization. It can be
associated with human resource management and involves recruitment, hiring, training and compensating the workforce.
Leading
Leading means the managers direct and influence their subordinates to carry out the tasks assigned so that goals can be
achieved. By creating a conducive work environment, managersen courage their subordinates to be fully committed.
Controlling
Controlling is defined as the process whereby managers ensure that the organization is moving towards achievement of set
objectives. Controlling is the process of monitoring-comparing results-correcting. If there is some deviation from the set obj
14 Principles of Management of Henri Fayol

14 principles of Management are statements that are based on a fundamental truth. These principles of management serve as
a guideline for decision-making and management actions. They are drawn up by means of observations and analyses of
events that managers encounter in practice. Henri Fayol was able to synthesize 14 principles of management after years of
study.

1. Division of Work

In practice, employees are specialized in different areas and they have different skills. Different levels of expertise can be
distinguished within the knowledge areas (from generalist to specialist). Personal and professional developments support this.
According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity. In addition, the
specialization of the workforce increases their accuracy and speed. This management principle of the 14 principles of
management is applicable to both technical and managerial activities.

2. Authority and Responsibility

In order to get things done in an organization, management has the authority to give orders to the employees. Of course with
this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management the
right to give orders to the subordinates. The responsibility can be traced back from performance and it is therefore necessary
to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same
coin.

3. Discipline

This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission and
vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the oil to
make the engine of an organization run smoothly.

4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee should receive orders from one manager
and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more
than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.

5. Unity of Direction

This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These
activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the
progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.

6. Subordination of Individual Interest

There are always all kinds of interests in an organization. In order to have an organization function well, Henri Fayol indicated
that personal interests are subordinate to the interests of the organization (ethics). The primary focus is on the organizational
objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers.

7. Remuneration

Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This
management principle of the 14 principles of management argues that the remuneration should be sufficient to keep
employees motivated and productive. There are two types of remuneration namely non-monetary (a compliment, more
responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding
the efforts that have been made.

8. The Degree of Centralization

Management and authority for decision-making process must be properly balanced in an organization. This depends on the
volume and size of an organization including its hierarchy.

Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels (middle and lower management), is referred to as
decentralization by Henri Fayol. Henri Fayol indicated that an organization should strive for a good balance in this.

9. Scalar Chain

Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest levels
in the organization. Henri Fayol ’s “hierarchy” management principle states that there should be a clear line in the area of
authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each
employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when
it concerns reports about calamities to the immediate managers/superiors.

10. Order
According to this principle of the 14 principles of management, employees in an organization must have the right resources at
their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers)
the work environment must be safe, clean and tidy.

11. Equity

The management principle of equity often occurs in the core values of an organization. According to Henri Fayol, employees
must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers
should supervise and monitor this process and they should treat employees fairly and impartially.

12. Stability of Tenure of Personnel

This management principle of the 14 principles of management represents deployment and managing of personnel and this
should be in balance with the service that is provided from the organization. Management strives to minimize employee
turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient
development must be managed well.

13. Initiative

Henri Fayol argued that with this management principle employees should be allowed to express new ideas. This encourages
interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the
organization according to Henri Fayol. This encourages the employees to be involved and interested.

14. Esprit de Corps

The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and
unity of the employees. Managers are responsible for the development of morale in the workplace; individually and in the area
of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust
and understanding.

5. What is Steps of Scientific Management?

There are four steps of scientific management.

Four Principles of Scientific Management. Taylor's four principles are as follows: Replace working by "rule of thumb," or simple
habit and common sense, and instead use the scientific method to study work and determine the most efficient way to perform
specific tasks.

1. Develop a science for each element of the job to replace old rule-of-thumb methods.

2. Scientifically select employees and then train them to do the job as described in step 1.
3. Supervise employees to make sure they follow the prescribed methods for performing their jobs.
4. Continue to plan the work but use workers to actually get the work done
 6. What is planning? Classify the planning briefly discus the steps of planning?

In organizations, planning can become a management process, concerned with defining goals for a future direction and
determining on the missions and resources to achieve those targets. To meet the goals, managers may develop plans such as
a business plan or a marketing plan.

This lesson will explain the four types of planning used by managers, including strategic, tactical, operational and
contingency planning. Terms, such as single-use plans, continuing plans, policy, procedure and rule, will also be defined.

Helps to achieve objectives: Every organization has certain objectives or targets. It keeps working hard to fulfill these goals.
Planning helps an organization to achieve these aims, but with some ease and promptness. Planning also helps an
organization to avoid doing some random (done by chance) activities

Planning
Definition: Planning is the fundamental management function, which involves deciding beforehand, what is to be done, when
is it to be done, how it is to be done and who is going to do it. It is an intellectual process which lays down organization’s
objectives and develops various courses of action, by which the organization can achieve those objectives. It chalks out
exactly, how to attain a specific goal. Planning is nothing but thinking before the action takes place. It helps us to take a peep
into the future and decide in advance the way to deal with the situations, which we are going to encounter in future. It involves
logical thinking and rational decision making.

Characteristics of Planning

1. First and foremost managerial function: Planning provides the base for other functions of the management, i.e.
organizing, staffing, directing and controlling, as they are performed within the periphery of the plans made.
2. Goal oriented: It focuses on defining the goals of the organization, identifying alternative courses of action and
deciding the appropriate action plan, which is to be undertaken for reaching the goals.
3. Pervasive: It is pervasive in the sense that it is present in all the segments and is required at all the levels of the
organization. Although the scope of planning varies at different levels and departments.
4. Continuous Process: Plans are made for a specific term, say for a month, quarter, year and so on. Once that period
is over, new plans are drawn, considering organization’s present and future requirements and conditions. Therefore, it is an
ongoing process, as the plans are framed, executed and followed by another plan.
5. Intellectual Process: It is a mental exercise at it involves the application of mind, to think, forecast, imagine
intelligently and innovate etc.
6. Futuristic: In the process of planning we take a sneak peek of future. It encompasses looking into future, to analyse
and predict it, so that the organization can face the future challenges effectively.
7. Decision making: Decisions are made regarding the choice of alternative courses of action that can be undertaken to
reach the goal. The alternative chosen should be best among all, with least number of negative and highest number of positive
outcomes.

Planning is concerned with setting objectives, targets, and formulating plan to accomplish them. The activity helps
managers analyse the present condition to identify the ways of attaining the desired position in future. It is both, the need of
the organization and the responsibility of managers.

Importance of Planning
 It helps managers to improve future performance, by establishing objectives and selecting a course of action, for the
benefit of the organization.
 It minimizes risk and uncertainty, by looking ahead into future.
 It facilitates coordination of activities. Thus, reduces overlapping among activities and eliminates unproductive work.
 It states in advance, what should be done in future, so it provides direction for action.
 It uncovers and identifies future opportunities and threats.
 It sets out standards for controlling. It compares actual performance with the standard performance and efforts are
made to correct the same.
Planning is present in all types of organizations, households, sectors, economies, etc. We need to plan because future is
highly uncertain and no one can predict future with 100% accuracy, as the conditions can change anytime. Hence, planning
is the basic requirement of any organization for the survival, growth and success.

Steps involved in Planning

By planning process, an organization not only gets the insights of future, but it also helps the organization to shape its future.
Effective planning involves simplicity of the plan, i.e. the plan should be clearly stated and easy to understand, because if the
plan is too much complicated it will create chaos among the members of the organization. Further, the plan should fulfill all the
requirements of the organization.