Q:1 What do you mean by Management?

What are the functions to

be performed my manager under management?
 Management is a method of planning, decision-making, coordinating,
leading, motivating and regulating an organization's human capital,
financial, physical, and information resources to efficiently and effectively
achieve its objectives.
 Manager performs following functions under management :
1. Planning: The planning stage is the fundamental phase needed for any
project, large or small. The manager needs to prepare the schedule and
include the outline on how to do the job with all the necessary details,
and the manager should also have a contingency plan that then what
next if this doesn't work.
2. Organizing - Next comes the organizing portion, where the manager has
to configure and ensure that everything goes according to the schedule.
All should work, according to the schedule, and on the off chance that
not at that stage, the manager needs to examine the problem and make
it fill in as arranged.
3. Staffing- Simply put, staffing means grouping people into different
teams and assigning different roles to them. The team member must
report to the team leader who will forward it to the manager if there
are any issues with the team mates and the issue will be gotten rid of.
4. Directing -In order to prevent disputes and delays in the assignment, it
is the responsibility of a manager to direct the workers in all
circumstances. The manager must direct the workers so that they can
get a better idea of what and how to go about it.
5. Coordinating-It means getting all workers together by forming an
effective partnership and building trust so that they can express their
thoughts and problems.
6. Reporting - The manager needs to keep updated data concerning all the
continuing tasks, and it's the only real responsibility of the manager to
report the updated standing to the upper authorities; whereas all the
staff area unit sure to report back to the manager.
7. Budgeting: A project must be performed and cost-effective within the
specified time frame. The manager must be extra careful that a certain
amount invested in the project will not surpass the budget given and
 the budgeting manager must disclose to the management in the event
of a surplus.
8. Controlling - The manager's job is to monitor everything. Regardless of
whether it is the spending plan or asset portion, everything ought to be
all together.
Q.2 What is Planning? Explain the steps involved in planning with
examples.
 Planning is a process in which the tasks needed to accomplish the desired
goals are thought about & planned. It includes deciding different sorts and
volumes of physical and different assets to be procured from outside,
assigning these assets in a productive way among contending cases, and
making plans for the precise change of these assets into valuable yields.
 Steps of Planning are :

1. DEFINE OBJECTIVES
In the Planning cycle, the first, and generally significant, venture is to
choose what anyone can do during the arranging time frame. Long term,
expansive contribution on where the organization is going and how it will
arrive is given in the vision and statements of purpose. The Planning cycle
ought to distinguish solid destinations and exhibit how the vision and
mission are upheld by the objectives.

2. DEVELOP PREMISES

Planning needs a few assumptions about the future to be made. We

perceive that when systems are presented, conditions will change and
managers need to make estimates on what the progressions will be.
Changes in outer conditions and inside conditions are incorporated. Those
presumptions are known as the premises of the procedure. Toward the
start of the planning cycle, it is critical that these premises be
unmistakably characterized.

3. EVALUATE ALTERNATIVES

Managers need to identify potential alternatives and determine how hard

it will be to enforce each and how likely each would contribute to success.
 When identifying alternatives, it is valuable for managers to obtain
feedback from multiple sources. Various viewpoints may provide various
solutions.

4. IDENTIFY RESOURCES

Then, the assets important to execute the procedure should be chosen by

managers. They need to dissect the assets right now accessible to the
organization, what new assets will be required when the assets will be
required, and where they will come from. Individuals with uncommon
capacities and experience, hardware and apparatus, innovation, or cash
might be remembered for the assets. This progression should be done
related to the past one because every option requires various assets. A
piece of the assessment cycle is deciding the expense and accessibility of
assets.

5. PLAN AND IMPLEMENT TASKS

Then, the executives can make a guide that carries the organization to its
objective from where it is. It will recognize assignments in associations at
different levels, the succession for finishing the undertakings, and the
reliance of the characterized errands. To help create and screen timetables
and objectives, procedures, for example, Gantt diagrams and basic way
arranging are additionally utilized.

6. DETERMINE TRACKING AND EVALUATION METHODS

It is vital that managers can handle the advancement of the plan. The plan
ought to evaluate which undertakings are generally important, which
assignments are well on the way to confront difficulties, and which may
prompt bottlenecks that could thwart the general plan. To screen
progress, managers may then survey yield and plan achievements.
Customary observing and change as the arrangement is actualized ought
to be incorporated into the cycle to guarantee things stay on target.

Q:3 Define the following terms: ( 5 marks)

1. Types of control
2. Level of Planning
1. TYPES OF CONTROL

In management, quite possibly the main practices in an association are objective

situated. Some kinds of management control are feedforward control, concurrent
control, and feedback control. Controlling permits heads to dispose of contrasts
between genuine outcomes and needs. Control is the component where genuine
execution is contrasted with the assumptions for the organization. Contrasting
this gives perceivability with whether the exercises are done accordingly with
strategies.

 FEEDFORWARD CONTROL

Feedforward is an administration and correspondence term that suggests an

agent or a relationship to give a controlled effect from which you are
anticipating yield. Feedforward controls are future-coordinated, they
endeavour to distinguish and foresee issues or deviations from the
principles ahead of time of their event. They are in-measure control and are
dynamic, forceful in nature, permitting restorative move to be made ahead
of time of the issue.

 CONCURRENT CONTROL

Concurrent control is known as the way toward controlling and changing

progressing activities and strategies. Concurrent checks are perplexing
inclusion in a current cycle where continuous perceptions are made. These
controls are not characteristically helpful, however, they can try not to
demolish issues. For this reason, as it identifies with the present, we
additionally describe simultaneous control as constant control. To
distinguish and fix issues or potential issues in an opportune way, a
progression of conventions are set up to follow project execution.

 FEEDBACK CONTROL

Feedback control fuses assembling and exploring information about a past

development or behaviour and making measures to update equivalent
moves or exercises later on. Feedback control is obvious in nature and is
generally called post-action control. The implications are that the decided
movement has quite recently happened, and to raise it to an adequate level,
it is difficult to return and practice fittingly. It is the most un-dynamic of the
controls and is the explanation behind reactions when in doubt. Information
engages managers to use the information on past results to enlighten future
execution as per foreseen targets.
2. Level of Planning

 Strategic Planning

Strategic plans are regarding why it is significant for things to occur. A high-
level outline of the entire organization is utilized in Strategic Planning. It's the
association's fundamental premise and will direct long term choices. Vision,
mission, and standards are critical segments of strategic planning.

 Tactical Planning

Strategic plans are about what will occur. Strategic planning is supported
by tactical planning. It contains techniques that the organization expects
to use to achieve what is laid out in the strategic arrangement. The
extension is in every case not exactly a year and parts the strategic
arrangement down into significant lumps. Tactical planning differs from
operational arranging in that strategic plans pose nitty-gritty inquiries
about what necessities to end up accomplishing an essential target;
operational plans inquire as to whether the association can ordinarily
effectively satisfy the errand of the business.

 Operational planning

Operational plans are about how things need to occur. The everyday
running of the business is normally characterized by this technique for
arranging. Operational plans are additionally described as plans for single-
use or proceeding with plans. Single-use plans are worked for single-event
occasions and exercises. Progressing plans incorporate strategies for
moving toward issues, rules for explicit guidelines, and methodology for a
bit by bit measure for achieving specific goals.