Saturday, May 23, 2020
A Brief Biography of Jackie Robinson - 673 Words
Jackie Robinson was one of the most historically well known people in the civil rights movement. So as the first man to integrate major league baseball, Jackie Robinson had a game changing impact on the way the game was played. Having the courage to fight for what is right, Jackie broke the imaginary color barrier that has covered major league baseball for years. Through his resiliency and tenaciousness in the face of seemingly unconquerable odds, Jackie Robinson set the course for African Americans to continue the expansion for equality and true freedom while he was becoming one of the greatest Major League baseball players in history. In 1919, Jack Roosevelt Robinson was born in Cairo, Georgia. His family being sharecroppers, Jackies mother, Mallie, raised Jackie and his four other siblings.(JackieRobinson.com) Being the only black family on the block, his family faced discrimination and racism from neighbors all around. From a humble beginning, Jackie was an outstanding athlete.(larrylester42.com) Jackie was promoted from Washington Junior High. Later, he entered John Muir High School after his junior high career. Recognizing his athletic ability, Robinsons older brothers inspired Jackie to pursue sports.(Jackierobinson.com) Robinson attended Pasadena Junior College after high school. That is where he continued his athletic career. He played on the football team, baseball team, and he broke school broad-jumping records. Most of Jackies teammates were white. In 1938,Show MoreRelatedJackie Robinson: A Brief Biography724 Words  | 3 Pages Jackie Robinson Brave, courageous, daring, bold, these all describe the baseball legend Jackie Robinson. Jackie was the first African American major league baseball player. (Jackie Robinson official website) Things were not always easy but he had many supporters and motivators to keep him going.( Britannica encyclopedia) Since Jackie never gave up through all of the harsh comments and criticism as he carried on being the first African American baseball player, African Americans are now allowedRead MoreEssay on A Brief History of America’s National Pastime1708 Words  | 7 Pageslarge contributor to American culture. As the popularity began to grow in the mid-1800s, the equipment has gone from very humble beginnings to what is used today. The baseball itself has changed since the game began. According to the article â€Å"A Brief History of the Baseball†, the standard ball in the mid-1850s had a 8-11 inch circumference and weighed 5.5-6 ounces. The home team had the option to use more rubber in the core and wind the string tighter, or use less rubber and wind the string looselyRead More Korean Players in Major League Baseball1588 Words  | 7 PagesLeague Baseball, in this case, for Choo’s team. Compared to previous Korean players, like Chan-Ho Park, or other foreign players, like Jackie Robinson, Choo absolutely earned nothing until 2008 where he successfully settled in Seattle Mariners. In addition, His first official salary was $43,626 as a 1950s price to calculate the dollars, where Jackie Robinsons’s best season salary was $36,000 in 1950 (Chin-Soo Choo†). Choo’s talents for baseball rapidly raise his salary higher than any otherRead MoreIs Sports Just A Proxy For Politics?1886 Words  | 8 Pagesother cheek to abusive political viewers. Jackie Robinson was definitely the right man for the job. Robinson battled discrimination throughout his life. Growing up in a white racist neighborhood, he had to prove himself constantly. After college, he entered the still-segregated Army during World War II. Stationed in the South, Robinson was arrested for refusing to go to the back of a bus. Since black players could not play in the major leagues, Robinson started his baseball career in the Negro leagues
Tuesday, May 12, 2020
The Correlation of Deforestation with Soil Erosion
In this globalisation era, every developer seems to compete in pursuing the development of international standards, whereas the environmental sustainability is left behind. Clearing an open space such as forest leads to soil erosion, which is a common issue uprising in this decade. Deforestation, industrial construction and mining activities bring a huge impact to the ecosystem. The environmental damages through sedimentation, pollution and increased the rate of flooding are causes raised by the soil erosion (Morgan, 2005). Soil erosion is defined as removal of soil surface by the water or wind (Blanco Lal, 2008). According to Bruijnzeel and Critchiey (1994), the runoff surface usually started at either hillside hollows or concave foot slopes nearby the streams. Wall et al. (n.d.) stated that the climatic forces such as rain falls, frost and wind further the run off upon the land with various conditions of slope and vegetation types. The relation of deforestation with the soil erosi on is observed due to root system that provided by the trees. The presences of the trees minimise the runoff of the soil because the root system plays its role as holder. That is why trees are very essential as the trees roots hold the topsoil together. They also help in root penetration and in aeration. Myers (1992) asserted that the effect of rainfall causes more soil erosion in the land that has deforestation compared to other land in the Earth. Shelton et al. (n. d.) also mentioned thatShow MoreRelatedThe Effects Of Deforestation On The Environment953 Words  | 4 PagesAir Pollution Deforestation has been an ongoing activity in both the North and South Island in relatively equal measures. Since New Zealand was inhabited, Maori and European settlers have exploited the forests in New Zealand, reducing them from 82% to 23% of the surface area throughout the country. (Ewersa et al,, 2006). This is a great volume of vegetation which has been removed from the earth’s surface. In return, many harmful impacts are being imposed on the environment. One of these is the increasedRead MoreCauses Of Collapse And Its Effects On The Worlds Most Remote Human Outposts1471 Words  | 6 Pageswere left unable to contend with their surroundings. The moai turn into a slippery slope: Rapa Nui was quickly and completely deforested, soil erosion devastated future flora, and in as a desperate measure to survive perhaps even a dissent into cannibalism took place. Researchers have used the â€Å"Easter Island†effect to warn modern society against similar deforestation, sa ying â€Å"the history of Easter Island’s rise and catastrophic collapse is a case in point of an apparent paradise lost†(Nagarajan 287)Read MoreDeforestation As A Major Component Of Land System Changes1836 Words  | 8 PagesChange†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 3. Brief Explanation of Deforestation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 3.1. Carbon Emissions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 3.2. Biodiversity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦...6 3.3. Demand for Land†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦..7 4. Tasmania †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 5. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦.9 6. Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 1. Introduction This briefing paper will provide a brief understanding of deforestation and its role in Land system changes, by discussingRead MoreMalawi Essays1495 Words  | 6 Pages Urban Rural UK 22,220 89% 11% USA 31,910 77% 22% Ethiopia 620 16% 84% Rwanda 880 6% 94% This table confirms that there is a strong correlation between low levels of development and large percentage of rural areas; it shows that countries with large rural areas tend to be economically poor and vice versa. Malawi as a country has faced several problems in developing, dueRead More Sustainable Development Essay1535 Words  | 7 Pagesforest in this region results in two main things, one, people must spend increasing amounts of energy traveling to the site of present cutting and two, the removal of the trees over time has lead to soil erosion and rapid desertification of the area. This soil erosion also removes many nutrients from the soil making the land poor for agriculture. The third division, social, is not met here either. The lack of organizations to relieve the negative effects of poverty on the environment have only contributedRead MoreAdequate Stream Flow Measurement628 Words  | 2 PagesAdequate stream flow measurement is vital for agricultural watershed management and its effect on many aspects of water balance parameters. For this reason soil water assessment tool (SWAT) has been applied for the measurement of the stream flow to the Tungabhadra catchment in India. This article describes a methodology for calibration and parameter uncertainty analysis for distributed model based on generalized likelihoodmeasures. The sequential uncertainty domain parameter fitting algorithmRead MoreFood Security Of Ethiopia1578 Words  | 7 Pagesoilseeds and cotton. Nomadic grazing is also a huge element of Ethiopias agriculture as trading camels, goats, sheep to surrounding counties and tribes can bring in up to $300 million US dollars annually. As a result of Ethiopias location in correlation to the equator and its fluctuated topography, The climate of Ethiopia is diverse, from mild, cool temperatures in the highlands to tropical in the south eastern lowlands and the north eastern lowlands. The hottest temperature in the year occur inRead MoreVegetarianism Is The More Efficient Way Of Life1521 Words  | 7 Pagesfruits and vegetables, proteins, dairy, and fats; these are the key components to the survival of an individual, and are a necessity in daily consumption by an individual. Whole grains are important to a daily diet because they have shown to have a correlation with the heart and diabetes. With daily consumption of whole grains, an individual reduces their chance of stroke by thirty to thirty-six percent, their chance of type two diabetes by twenty-one to thirty percent, and their risk of heart diseaseRead MoreNatural Disasters And Urbanization On Foreign Aid For Basic Resources1977 Words  | 8 Pagesrural areas to sacrifice precious natural resources like forests and soil for temporary well-being. To end this cycle of poverty-driven environmental degradation, steps must be taken by both Ethiopia s government and residents. In order for a realistic and culturally acceptable solution to be found, researchers must take into consideration practices that are already being used to prevent environmental degradation and deforestation. Mushir Ali and Kedru Surar, two researchers from Ethiopian universitiesRead MoreGreenhouse Horizons And The Future Of Global Warming1355 Words  | 6 Pagesdata is predated it has provided a basis for understanding and interpretation of how to track glacier movement.This must be resulted with a direct response to make a viable effort of preserving these glaciers. Global climate change is a direct correlation to why our polar oceans are losing large quantities of ice and it must be dealt with. Sea level continues to rise at a rate of just over one-eighth of an inch (3.4 mm) per year, due to a combination of melting glaciers and ice sheets, and thermal
Wednesday, May 6, 2020
Introduction of Management Free Essays
Chapter 1 Introduction of 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. We will write a custom essay sample on Introduction of Management or any similar topic only for you Order Now According to Harold Koontz, â€Å"Management 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 F. W. Taylor, â€Å"Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way†. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre – determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E. g. : For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost. Management involves creating an internal environment: – It is the management which puts into use the various factors of production. Therefore, it is the responsibility of management to create such conditions which are conducive to maximum efforts so that people are able to perform their task efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules regulations etc. Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task i. , fitting the square pegs in square holes and round pegs in round holes. Being efficient means doing the task correctly, at least possible cost with minimum wastage of resources. Management can be defined in detail in following categories : 1. Management as a Process 2. Management as an Activity 3. Management as a Discipline 4. Management as a Group 5. Management as a Science 6. Mana gement as an Art 7. Management as a Profession Management as science science is a systematic body of knowledge pertaining to a specific field of study that contains general facts which explains a phenomenon. It establishes cause and effect relationship between two or more variables and underlines the principles governing their relationship. These principles are developed through scientific method of observation and verification through testing. Science is characterized by following main features: 1. Universally acceptance principles – Scientific principles represents basic truth about a particular field of enquiry. These principles may be applied in all situations, at all time at all places. E. g. – law of gravitation which can be applied in all countries irrespective of the time. Management also contains some fundamental principles which can be applied universally like the Principle of Unity of Command i. e. one man, one boss. This principle is applicable to all type of organization – business or non business. 2. Experimentation Observation – Scientific principles are derived through scientific investigation researching i. e. they are based on logic. E. g. the principle that earth goes round the sun has been scientifically proved. Management principles are also based on scientific enquiry observation and not only on the opinion of Henry Fayol. They have been developed through experiments practical experiences of large no. of managers. E. g. it is observed that fair remuneration to personal helps in creating a satisfied work force. 3. Cause Effect Relationship – Principles of science lay down cause and effect relationship between various variables. E. g. when metals are heated, they are expanded. The cause is heating result is expansion. The same is true for management, therefore it also establishes cause and effect relationship. E. g. lack of parity (balance) between authority responsibility will lead to ineffectiveness. If you know the cause i. e. ack of balance, the effect can be ascertained easily i. e. in effectiveness. Similarly if workers are given bonuses, fair wages they will work hard but when not treated in fair and just manner, reduces productivity of organization. 4. Test of Validity Predictability – Validity of scientific principles can be tested at any time or any number of times i. e . they stand the test of time. Each time these tests will give same result. Moreover future events can be predicted with reasonable accuracy by using scientific principles. E. g. H2 O2 will always give H2O. Principles of management can also be tested for validity. E. g. principle of unity of command can be tested by comparing two persons – one having single boss and one having 2 bosses. The performance of 1st person will be better than 2nd. It cannot be denied that management has a systematic body of knowledge but it is not as exact as that of other physical sciences like biology, physics, and chemistry etc. The main reason for the inexactness of science of management is that it deals with human beings and it is very difficult to predict their behavior accurately. Since it is a social process, therefore it falls in the area of social sciences. It is a flexible science that is why its theories and principles may produce different results at different times and therefore it is a behavior science. Ernest Dale has called it as a Soft Science. Management as art Art implies application of knowledge skill to trying about desired results. An art may be defined as personalized application of general theoretical principles for achieving best possible results. Art has the following characters – 1. Practical Knowledge: Every art requires practical knowledge therefore learning of theory is not sufficient. It is very important to know practical application of theoretical principles. E. g. to become a good painter, the person may not only be knowing different colour and brushes but different designs, dimensions, situations etc to use them appropriately. A manager can never be successful just by obtaining degree or diploma in management; he must have also know how to apply various principles in real situations by functioning in capacity of manager. 2. Personal Skill: Although theoretical base may be same for every artist, but each one has his own style and approach towards his job. That is why the level of success and quality of performance differs from one person to another. E. . there are several qualified painters but M. F. Hussain is recognized for his style. Similarly management as an art is also personalized. Every manager has his own way of managing things based on his knowledge, experience and personality, that is why some managers are known as good managers (like Aditya Birla, Rahul Bajaj) whereas others as bad. 3. Creativity: Every artist has an el ement of creativity in line. That is why he aims at producing something that has never existed before which requires combination of intelligence imagination. Management is also creative in nature like any other art. It combines human and non-human resources in useful way so as to achieve desired results. It tries to produce sweet music by combining chords in an efficient manner. 4. Perfection through practice: Practice makes a man perfect. Every artist becomes more and more proficient through constant practice. Similarly managers learn through an art of trial and error initially but application of management principles over the years makes them perfect in the job of managing. 5. Goal-Oriented: Every art is result oriented as it seeks to achieve concrete results. In the same manner, management is also directed towards accomplishment of pre-determined goals. Managers use various resources like men, money, material, machinery methods to promote growth of an organization. Thus, we can say that management is an art therefore it requires application of certain principles rather it is an art of highest order because it deals with moulding the attitude and behavior of people at work towards desired goals. Management as both Science and Art Management is both an art and a science. The above mentioned points clearly reveals that management combines features of both science as well as art. It is considered as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are personal possessions of managers. Science provides the knowledge art deals with the application of knowledge and skills. A manager to be successful in his profession must acquire the knowledge of science the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to ’know’ and art teaches to ’do’. E. g. a person cannot become a good singer unless he has knowledge about various ragas he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in solving various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc. ). The old saying that â€Å"Manager are Born†has been rejected in favor of â€Å"Managers are Made†. It has been aptly remarked that management is the oldest of art and youngest of science. To conclude, we can say that science is the root and art is the fruit. Levels of Management The term â€Å"Levels of Management’ refers to a line of demarcation between various managerial positions in an organization. The number of levels in management increases when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the amount of authority status enjoyed by any managerial position. The levels of management can be classified in three broad categories: – 1. Top level / Administrative level 2. Middle level / Executory 3. Low level / Supervisory / Operative / First-line managers Managers at all these levels perform different functions. The role of managers at all the three levels is discussed below: 1. Top Level of Management It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows – a. Top management lays down the objectives and broad policies of the enterprise. b. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. It prepares strategic plans policies for the enterprise. d. It appoints the executive for middle level i. e. departmental managers. e. It controls coordinates the activities of all the departments. f. It is also responsible for maintaining a contact with the outside world. g. It provides guidance and direction. h. The top management is also responsible towards the shareholders for the performance of the enterprise. 2. Middle Level of Management The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as – a. They execute the plans of the organization in accordance with the policies and directives of the top management. b. They make plans for the sub-units of the organization. c. They participate in employment training of lower level management. . They interpret and explain policies from top level management to lower level. e. They are responsible for coordinating the activities within the division or department. f. It also sends important reports and other important data to top level management. g. They evaluate performance of junior managers. h. They are also responsible for inspiring lower level managers towards better performance. 3. Lowe r Level of Management Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R. C. Davis, â€Å"Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees†. In other words, they are concerned with direction and controlling function of management. Their activities include – a. Assigning of jobs and tasks to various workers. b. They guide and instruct workers for day to day activities. c. They are responsible for the quality as well as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. f. They help to solve the grievances of the workers. g. They supervise guide the sub-ordinates. h. They are responsible for providing training to the workers. i. They arrange necessary materials, machines, tools etc for getting the things done. j. They prepare periodical reports about the performance of the workers. k. They ensure discipline in the enterprise. l. They motivate workers. m. They are the image builders of the enterprise because they are in direct contact with the workers. 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. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts have classified functions of management . According toGeorge Jerry, â€Å"There are four fundamental functions of management i. e. lanning, organizing, actuating and controlling†. According to Henry Fayol, â€Å"To manage is to forecast and plan, to organize, to command, to control†. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting B for Budget ing. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i. e. Planning, Organizing, Staffing, Directing and Controlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i. . they are highly inseparable. Each function blends into the other each affects the performance of others. [pic] Planning It is the basic function of management. It deals with chalking out a future course of action deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, â€Å"Planning is deciding in advance – what to do, when to do how to do. It bridges the gap from where we are where we want to be†. A plan is a future course of actions. It is an exercise in problem solving decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, 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 Fayol, â€Å"To organize a business is to provide it with everything useful or its functioning i. e. raw material, tools, capital and personnel’s†. To organize a business involves determining providing human and non-human resources to the organizational structure. Organizing as a process involves: †¢ Identification of activities. †¢ Classification of grouping of activities. †¢ Assignment of duties. †¢ Delegation of authority and creation of responsibility. †¢ Coordinating authority and responsibility relationships. Staffing It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i. e. square pegs in square holes and round pegs in round holes. According to Kootz O’Donell, â€Å"Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal development of personnel to fill the roles designed un the structure†. Staffing involves: †¢ Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). †¢ Recruitment, selection placement. †¢ Training development. †¢ Remuneration. †¢ Performance appraisal. †¢ Promotions transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: †¢ Supervision †¢ Motivation †¢ Leadership †¢ Communication Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching directing work workers. Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications- is the process of passing information, experience, 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. The 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 Theo Haimann, â€Å"Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation†. According to Koontz O’Donell â€Å"Controlling is the measurement correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished†. Therefore controlling has following steps: †¢ Establishment of standard performance. †¢ Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. †¢ Corrective action. Planning means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is righ tly said â€Å"Well plan is half done†. Therefore planning takes into consideration available prospective human and physical resources of the organization so as to get effective co-ordination, contribution perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. Definition of Planning:- According to Koontz O’Donell, â€Å"Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not otherwise occur†. According to Urwick, â€Å"Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses†. Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals. Steps in Planning Function Planning function of management involves following steps:- 1. Establishment of objectives a. Planning requires a systematic approach. b. Planning starts with the setting of goals and objectives to be achieved. c. Objectives provide a rationale for undertaking various activities as well as indicate direction of efforts. d. Moreover objectives focus the attention of managers on the end results to be achieved. e. As a matter of fact, objectives provide nucleus to the planning process. Therefore, objectives should be stated in a clear, precise and unambiguous language. Otherwise the activities undertaken are bound to be ineffective. f. As far as possible, objectives should be stated in quantitative terms. For example, Number of men working, wages given, units produced, etc. But such an objective cannot be stated in quantitative terms like performance of quality control manager, effectiveness of personnel manager. g. Such goals should be specified in qualitative terms. h. Hence objectives should be practical, acceptable, workable and chievable. 2. Establishment of Planning Premises a. Planning premises are the assumptions about the lively shape of events in future. b. They serve as a basis of planning. c. Establishment of planning premises is concerned with determining where one tends to deviate from the actual plans and causes of such deviations. d. It is to find out what obstacles are there i n the way of business during the course of operations. e. Establishment of planning premises is concerned to take such steps that avoids these obstacles to a great extent. f. Planning premises may be internal or external. Internal includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio- economic, political and economical changes. g. Internal premises are controllable whereas external are non- controllable. 3. Choice of alternative course of action a. When forecast are available and premises are established, a number of alternative course of actions have to be considered. b. For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the light of resources available and requirements of the organization. . The merits, demerits as well as the consequences of each alternative must be examined before the choice is being made. d. After objective and scientific evaluation, the best alternative is chosen. e. The planners should take help of various quantitative techniques to judge the stability of an alternative. 4. Formulation of derivative plans a. Derivative plans are the sub plans or secondary plans which help in the achievement of main plan. b. Secondary plans will flow from the basic plan. These are meant to support and expediate the achievement of basic plans. c. These detail plans include policies, procedures, rules, programmes, budgets, schedules, etc. For example, if profit maximization is the main aim of the enterprise, derivative plans will include sales maximization, production maximization, and cost minimization. d. Derivative plans indicate time schedule and sequence of accomplishing various tasks. 5. Securing Co-operation a. After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to implement these plans into confidence. b. The purposes behind taking them into confidence are :- a. Subordinates may feel motivated since they are involved in decision making process. b. The organization may be able to get valuable suggestions and improvement in formulation as well as implementation of plans. c. Also the employees will be more interested in the execution of these plans. 6. Follow up/Appraisal of plans a. After choosing a particular course of action, it is put into action. b. After the selected plan is implemented, it is important to appraise its effectiveness. c. This is done on the basis of feedback or information received from departments or persons concerned. . This enables the management to correct deviations or modify the plan. e. This step establishes a link between planning and controlling function. f. The follow up must go side by side the implementation of plans so that in the light of observations made, future plans can be made more realistic. Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Definition of organizing According toChester Barnard, â€Å"Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility. Hence, a manager always has to organize in order to get results. A manager performs organizing function with the help of following steps:- 1. Identification of activities – All the activities which have to be performed in a concern have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units. 2. Departmentally organizing the activities – In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority – Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s working. 4. Co-ordination between authority and responsibility – Relationships are established among various groups to enable smooth interaction toward the achievment of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it. DIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Definition of directing According to Human, â€Å"Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned†Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. Direction has got following characteristics: 1. Pervasive Function – Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. 2. Continuous Activity – Direction is a continuous activity as it continuous throughout the life of organization. . Human Factor – Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. 4. Creative Activity – Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. 5. Executive Function – Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise; a subordinate receives instructions from his superior only. . Delegate Function – Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions Definition of controlling According to Brech, â€Å"Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. According to Donnell, â€Å"Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. †controlling as a management function involves following steps: Process of controlling 1. Establishment of standards- Standards are t he plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judging the performance. Standards generally are classified into two- a. Measurable or tangible – Those standards which can be measured and expressed are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc. b. Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards. Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards. 2. Measurement of performance- The second major step in controlling is to measure the performance. Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities. It can be measured only by- a. Attitude of the workers, b. Their morale to work, c. The development in the attitudes regarding the physical environment, and d. Their communication with the superiors. It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports. 3. Comparison of actual and standard performance- Comparison of actual performance with the planned targets is very important. Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance. The managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored. Major deviations like replacement of machinery, appointment of workers, quality of raw material, rate of profits, etc. should be looked upon consciously. Therefore it is said, â€Å" If a manager controls everything, he ends up controlling nothing. †For example, if stationery charges increase by a minor 5 to 10%, it can be called as a minor deviation. On the other hand, if monthly production decreases continuously, it is called as major deviation. Once the deviation is identified, a manager has to think about various cause which has led to deviation. The causes can be- a. Erroneous planning, b. Co-ordination loosens, c. Implementation of plans is defective, and d. Supervision and communication is ineffective, etc. 4. Taking remedial actions- Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here- a. Taking corrective measures for deviations which have occurred; and b. After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling. Types of managers: ? Functional manager: The functional manager is responsible for only one functional area. Like ? Production manager, ? Finance manager. ? Marketing manager ? HR manager ? General manager: The individual responsible for all functional activities, such as production, sales etc†¦ MANAGERIAL ROLES A s a manager, you probably fulfill many different roles every day. For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system. Put simply, you’re constantly switching roles as tasks, situations, and expectations change. Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten primary roles or behaviors that can be used to categorize a manager’s different functions. In this article we’ll examine these roles, and we’ll see how you can use your understanding of them to improve your management skills. The Roles Mintzberg published his Ten Management Roles in his book, â€Å"Mintzberg on Management: Inside our Strange World of Organizations,†in 1990. The ten roles are: 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. Disseminator. 6. Spokesperson. 7. Entrepreneur. 8. Disturbance Handler. 9. Resource Allocator. 10. Negotiator. [pic] The 10 roles are then divided up into three categories, as follows: Category |Role | |Interpersonal |Figurehead | | |Leader | | |Liaison | |Informational |Monitor | | |Disseminator | | |Spokesperson | |Decisional |Entrepreneur | | |Disturbance Handler | | |Resource Allocator | | |Negotiator | Interpersonal Category The roles in this category involve providing information and ideas. 1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. Yo u’re expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead. 2. Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it’s where you manage the performance and responsibilities of everyone in the group. 3. Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. Informational Category The roles in this category involve processing information. 1. Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 2. Disseminator – This is where you communicate potentially useful information to your colleagues and your team. 3. Spokesperson – Managers represent and speak for their organization. In this role you’re responsible for transmitting information about your organization and its goals to the people outside it. Decisional Category The roles in this category involve using information. 1. Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2. Disturbance Handler – When an organization or team hits an unexpected roadblock, it’s the manager who must take charge. You also need to help mediate disputes within it. 3. Resource Allocator – You’ll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization. Better understanding of role 1. Figurehead Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, and reputation. Cultivate humility and empathy, learn how to set a good example at work, and think about how to be a good role model. 2. Leader This is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz, how good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities. Next, learn how to be an authentic leader, so your team will respect you. Also, focus on improving your emotional intelligence – this is an important skill for being an effective leader. 3. Liaison To improve your liaison skills, work on your professional networking techniques. You may also like to take our Bite-Sized Training course on Networking Skills. 4. Monitor To improve here, learn how to gather information effectively and overcome information overload. Also, use effective reading strategies, so that you can process material quickly and thoroughly, and learn how to keep up-to-date with industry news. 5. Disseminator To be a good disseminator you need to know how to share information and outside views effectively, which means that good communication skills are vital. Learn how to share organizational information with Team Briefings. Next, focus on improving your writing skills. You might also want to take our communication skills quiz, to find out where else you can improve. 6. Spokesperson To be effective in this role, make sure that you know how to represent your organization at a conference. You may also want to read our articles on delivering great presentations and working with the media (if applicable to your role). 7. Entrepreneur To improve here, build on your change management skills, and learn what not to do when implementing change in your organization. You’ll also need to work on yourproblem solving and creativity skills, so that you can come up with new ideas, and implement them successfully. 8. Disturbance Handler In this role, you need to excel at conflict resolution and know how to handle team conflict. It’s also helpful to be able to manage emotion in your team. 9. Resource Allocator To improve as a resource allocator, learn how to manage a budget, cut costs, andprioritize, so that you can make the best use of your resources. 10. Negotiator Improve your negotiation skills by learning about Win-Win Negotiation and Distributive. . How to cite Introduction of Management, Papers
Introduction of Management Free Essays
Chapter 1 Introduction of 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. We will write a custom essay sample on Introduction of Management or any similar topic only for you Order Now According to Harold Koontz, â€Å"Management 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 F. W. Taylor, â€Å"Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way†. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre – determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E. g. : For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost. Management involves creating an internal environment: – It is the management which puts into use the various factors of production. Therefore, it is the responsibility of management to create such conditions which are conducive to maximum efforts so that people are able to perform their task efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules regulations etc. Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task i. , fitting the square pegs in square holes and round pegs in round holes. Being efficient means doing the task correctly, at least possible cost with minimum wastage of resources. Management can be defined in detail in following categories : 1. Management as a Process 2. Management as an Activity 3. Management as a Discipline 4. Management as a Group 5. Management as a Science 6. Mana gement as an Art 7. Management as a Profession Management as science science is a systematic body of knowledge pertaining to a specific field of study that contains general facts which explains a phenomenon. It establishes cause and effect relationship between two or more variables and underlines the principles governing their relationship. These principles are developed through scientific method of observation and verification through testing. Science is characterized by following main features: 1. Universally acceptance principles – Scientific principles represents basic truth about a particular field of enquiry. These principles may be applied in all situations, at all time at all places. E. g. – law of gravitation which can be applied in all countries irrespective of the time. Management also contains some fundamental principles which can be applied universally like the Principle of Unity of Command i. e. one man, one boss. This principle is applicable to all type of organization – business or non business. 2. Experimentation Observation – Scientific principles are derived through scientific investigation researching i. e. they are based on logic. E. g. the principle that earth goes round the sun has been scientifically proved. Management principles are also based on scientific enquiry observation and not only on the opinion of Henry Fayol. They have been developed through experiments practical experiences of large no. of managers. E. g. it is observed that fair remuneration to personal helps in creating a satisfied work force. 3. Cause Effect Relationship – Principles of science lay down cause and effect relationship between various variables. E. g. when metals are heated, they are expanded. The cause is heating result is expansion. The same is true for management, therefore it also establishes cause and effect relationship. E. g. lack of parity (balance) between authority responsibility will lead to ineffectiveness. If you know the cause i. e. ack of balance, the effect can be ascertained easily i. e. in effectiveness. Similarly if workers are given bonuses, fair wages they will work hard but when not treated in fair and just manner, reduces productivity of organization. 4. Test of Validity Predictability – Validity of scientific principles can be tested at any time or any number of times i. e . they stand the test of time. Each time these tests will give same result. Moreover future events can be predicted with reasonable accuracy by using scientific principles. E. g. H2 O2 will always give H2O. Principles of management can also be tested for validity. E. g. principle of unity of command can be tested by comparing two persons – one having single boss and one having 2 bosses. The performance of 1st person will be better than 2nd. It cannot be denied that management has a systematic body of knowledge but it is not as exact as that of other physical sciences like biology, physics, and chemistry etc. The main reason for the inexactness of science of management is that it deals with human beings and it is very difficult to predict their behavior accurately. Since it is a social process, therefore it falls in the area of social sciences. It is a flexible science that is why its theories and principles may produce different results at different times and therefore it is a behavior science. Ernest Dale has called it as a Soft Science. Management as art Art implies application of knowledge skill to trying about desired results. An art may be defined as personalized application of general theoretical principles for achieving best possible results. Art has the following characters – 1. Practical Knowledge: Every art requires practical knowledge therefore learning of theory is not sufficient. It is very important to know practical application of theoretical principles. E. g. to become a good painter, the person may not only be knowing different colour and brushes but different designs, dimensions, situations etc to use them appropriately. A manager can never be successful just by obtaining degree or diploma in management; he must have also know how to apply various principles in real situations by functioning in capacity of manager. 2. Personal Skill: Although theoretical base may be same for every artist, but each one has his own style and approach towards his job. That is why the level of success and quality of performance differs from one person to another. E. . there are several qualified painters but M. F. Hussain is recognized for his style. Similarly management as an art is also personalized. Every manager has his own way of managing things based on his knowledge, experience and personality, that is why some managers are known as good managers (like Aditya Birla, Rahul Bajaj) whereas others as bad. 3. Creativity: Every artist has an el ement of creativity in line. That is why he aims at producing something that has never existed before which requires combination of intelligence imagination. Management is also creative in nature like any other art. It combines human and non-human resources in useful way so as to achieve desired results. It tries to produce sweet music by combining chords in an efficient manner. 4. Perfection through practice: Practice makes a man perfect. Every artist becomes more and more proficient through constant practice. Similarly managers learn through an art of trial and error initially but application of management principles over the years makes them perfect in the job of managing. 5. Goal-Oriented: Every art is result oriented as it seeks to achieve concrete results. In the same manner, management is also directed towards accomplishment of pre-determined goals. Managers use various resources like men, money, material, machinery methods to promote growth of an organization. Thus, we can say that management is an art therefore it requires application of certain principles rather it is an art of highest order because it deals with moulding the attitude and behavior of people at work towards desired goals. Management as both Science and Art Management is both an art and a science. The above mentioned points clearly reveals that management combines features of both science as well as art. It is considered as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are personal possessions of managers. Science provides the knowledge art deals with the application of knowledge and skills. A manager to be successful in his profession must acquire the knowledge of science the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to ’know’ and art teaches to ’do’. E. g. a person cannot become a good singer unless he has knowledge about various ragas he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in solving various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc. ). The old saying that â€Å"Manager are Born†has been rejected in favor of â€Å"Managers are Made†. It has been aptly remarked that management is the oldest of art and youngest of science. To conclude, we can say that science is the root and art is the fruit. Levels of Management The term â€Å"Levels of Management’ refers to a line of demarcation between various managerial positions in an organization. The number of levels in management increases when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the amount of authority status enjoyed by any managerial position. The levels of management can be classified in three broad categories: – 1. Top level / Administrative level 2. Middle level / Executory 3. Low level / Supervisory / Operative / First-line managers Managers at all these levels perform different functions. The role of managers at all the three levels is discussed below: 1. Top Level of Management It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows – a. Top management lays down the objectives and broad policies of the enterprise. b. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. It prepares strategic plans policies for the enterprise. d. It appoints the executive for middle level i. e. departmental managers. e. It controls coordinates the activities of all the departments. f. It is also responsible for maintaining a contact with the outside world. g. It provides guidance and direction. h. The top management is also responsible towards the shareholders for the performance of the enterprise. 2. Middle Level of Management The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as – a. They execute the plans of the organization in accordance with the policies and directives of the top management. b. They make plans for the sub-units of the organization. c. They participate in employment training of lower level management. . They interpret and explain policies from top level management to lower level. e. They are responsible for coordinating the activities within the division or department. f. It also sends important reports and other important data to top level management. g. They evaluate performance of junior managers. h. They are also responsible for inspiring lower level managers towards better performance. 3. Lowe r Level of Management Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R. C. Davis, â€Å"Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees†. In other words, they are concerned with direction and controlling function of management. Their activities include – a. Assigning of jobs and tasks to various workers. b. They guide and instruct workers for day to day activities. c. They are responsible for the quality as well as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. f. They help to solve the grievances of the workers. g. They supervise guide the sub-ordinates. h. They are responsible for providing training to the workers. i. They arrange necessary materials, machines, tools etc for getting the things done. j. They prepare periodical reports about the performance of the workers. k. They ensure discipline in the enterprise. l. They motivate workers. m. They are the image builders of the enterprise because they are in direct contact with the workers. 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. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts have classified functions of management . According toGeorge Jerry, â€Å"There are four fundamental functions of management i. e. lanning, organizing, actuating and controlling†. According to Henry Fayol, â€Å"To manage is to forecast and plan, to organize, to command, to control†. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting B for Budget ing. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i. e. Planning, Organizing, Staffing, Directing and Controlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i. . they are highly inseparable. Each function blends into the other each affects the performance of others. [pic] Planning It is the basic function of management. It deals with chalking out a future course of action deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, â€Å"Planning is deciding in advance – what to do, when to do how to do. It bridges the gap from where we are where we want to be†. A plan is a future course of actions. It is an exercise in problem solving decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, 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 Fayol, â€Å"To organize a business is to provide it with everything useful or its functioning i. e. raw material, tools, capital and personnel’s†. To organize a business involves determining providing human and non-human resources to the organizational structure. Organizing as a process involves: †¢ Identification of activities. †¢ Classification of grouping of activities. †¢ Assignment of duties. †¢ Delegation of authority and creation of responsibility. †¢ Coordinating authority and responsibility relationships. Staffing It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i. e. square pegs in square holes and round pegs in round holes. According to Kootz O’Donell, â€Å"Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal development of personnel to fill the roles designed un the structure†. Staffing involves: †¢ Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). †¢ Recruitment, selection placement. †¢ Training development. †¢ Remuneration. †¢ Performance appraisal. †¢ Promotions transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: †¢ Supervision †¢ Motivation †¢ Leadership †¢ Communication Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching directing work workers. Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications- is the process of passing information, experience, 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. The 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 Theo Haimann, â€Å"Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation†. According to Koontz O’Donell â€Å"Controlling is the measurement correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished†. Therefore controlling has following steps: †¢ Establishment of standard performance. †¢ Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. †¢ Corrective action. Planning means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is righ tly said â€Å"Well plan is half done†. Therefore planning takes into consideration available prospective human and physical resources of the organization so as to get effective co-ordination, contribution perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. Definition of Planning:- According to Koontz O’Donell, â€Å"Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not otherwise occur†. According to Urwick, â€Å"Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses†. Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals. Steps in Planning Function Planning function of management involves following steps:- 1. Establishment of objectives a. Planning requires a systematic approach. b. Planning starts with the setting of goals and objectives to be achieved. c. Objectives provide a rationale for undertaking various activities as well as indicate direction of efforts. d. Moreover objectives focus the attention of managers on the end results to be achieved. e. As a matter of fact, objectives provide nucleus to the planning process. Therefore, objectives should be stated in a clear, precise and unambiguous language. Otherwise the activities undertaken are bound to be ineffective. f. As far as possible, objectives should be stated in quantitative terms. For example, Number of men working, wages given, units produced, etc. But such an objective cannot be stated in quantitative terms like performance of quality control manager, effectiveness of personnel manager. g. Such goals should be specified in qualitative terms. h. Hence objectives should be practical, acceptable, workable and chievable. 2. Establishment of Planning Premises a. Planning premises are the assumptions about the lively shape of events in future. b. They serve as a basis of planning. c. Establishment of planning premises is concerned with determining where one tends to deviate from the actual plans and causes of such deviations. d. It is to find out what obstacles are there i n the way of business during the course of operations. e. Establishment of planning premises is concerned to take such steps that avoids these obstacles to a great extent. f. Planning premises may be internal or external. Internal includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio- economic, political and economical changes. g. Internal premises are controllable whereas external are non- controllable. 3. Choice of alternative course of action a. When forecast are available and premises are established, a number of alternative course of actions have to be considered. b. For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the light of resources available and requirements of the organization. . The merits, demerits as well as the consequences of each alternative must be examined before the choice is being made. d. After objective and scientific evaluation, the best alternative is chosen. e. The planners should take help of various quantitative techniques to judge the stability of an alternative. 4. Formulation of derivative plans a. Derivative plans are the sub plans or secondary plans which help in the achievement of main plan. b. Secondary plans will flow from the basic plan. These are meant to support and expediate the achievement of basic plans. c. These detail plans include policies, procedures, rules, programmes, budgets, schedules, etc. For example, if profit maximization is the main aim of the enterprise, derivative plans will include sales maximization, production maximization, and cost minimization. d. Derivative plans indicate time schedule and sequence of accomplishing various tasks. 5. Securing Co-operation a. After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to implement these plans into confidence. b. The purposes behind taking them into confidence are :- a. Subordinates may feel motivated since they are involved in decision making process. b. The organization may be able to get valuable suggestions and improvement in formulation as well as implementation of plans. c. Also the employees will be more interested in the execution of these plans. 6. Follow up/Appraisal of plans a. After choosing a particular course of action, it is put into action. b. After the selected plan is implemented, it is important to appraise its effectiveness. c. This is done on the basis of feedback or information received from departments or persons concerned. . This enables the management to correct deviations or modify the plan. e. This step establishes a link between planning and controlling function. f. The follow up must go side by side the implementation of plans so that in the light of observations made, future plans can be made more realistic. Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Definition of organizing According toChester Barnard, â€Å"Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility. Hence, a manager always has to organize in order to get results. A manager performs organizing function with the help of following steps:- 1. Identification of activities – All the activities which have to be performed in a concern have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units. 2. Departmentally organizing the activities – In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority – Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s working. 4. Co-ordination between authority and responsibility – Relationships are established among various groups to enable smooth interaction toward the achievment of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it. DIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Definition of directing According to Human, â€Å"Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned†Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. Direction has got following characteristics: 1. Pervasive Function – Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. 2. Continuous Activity – Direction is a continuous activity as it continuous throughout the life of organization. . Human Factor – Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. 4. Creative Activity – Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. 5. Executive Function – Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise; a subordinate receives instructions from his superior only. . Delegate Function – Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions Definition of controlling According to Brech, â€Å"Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. According to Donnell, â€Å"Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. †controlling as a management function involves following steps: Process of controlling 1. Establishment of standards- Standards are t he plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judging the performance. Standards generally are classified into two- a. Measurable or tangible – Those standards which can be measured and expressed are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc. b. Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards. Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards. 2. Measurement of performance- The second major step in controlling is to measure the performance. Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities. It can be measured only by- a. Attitude of the workers, b. Their morale to work, c. The development in the attitudes regarding the physical environment, and d. Their communication with the superiors. It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports. 3. Comparison of actual and standard performance- Comparison of actual performance with the planned targets is very important. Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance. The managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored. Major deviations like replacement of machinery, appointment of workers, quality of raw material, rate of profits, etc. should be looked upon consciously. Therefore it is said, â€Å" If a manager controls everything, he ends up controlling nothing. †For example, if stationery charges increase by a minor 5 to 10%, it can be called as a minor deviation. On the other hand, if monthly production decreases continuously, it is called as major deviation. Once the deviation is identified, a manager has to think about various cause which has led to deviation. The causes can be- a. Erroneous planning, b. Co-ordination loosens, c. Implementation of plans is defective, and d. Supervision and communication is ineffective, etc. 4. Taking remedial actions- Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here- a. Taking corrective measures for deviations which have occurred; and b. After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling. Types of managers: ? Functional manager: The functional manager is responsible for only one functional area. Like ? Production manager, ? Finance manager. ? Marketing manager ? HR manager ? General manager: The individual responsible for all functional activities, such as production, sales etc†¦ MANAGERIAL ROLES A s a manager, you probably fulfill many different roles every day. For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system. Put simply, you’re constantly switching roles as tasks, situations, and expectations change. Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten primary roles or behaviors that can be used to categorize a manager’s different functions. In this article we’ll examine these roles, and we’ll see how you can use your understanding of them to improve your management skills. The Roles Mintzberg published his Ten Management Roles in his book, â€Å"Mintzberg on Management: Inside our Strange World of Organizations,†in 1990. The ten roles are: 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. Disseminator. 6. Spokesperson. 7. Entrepreneur. 8. Disturbance Handler. 9. Resource Allocator. 10. Negotiator. [pic] The 10 roles are then divided up into three categories, as follows: Category |Role | |Interpersonal |Figurehead | | |Leader | | |Liaison | |Informational |Monitor | | |Disseminator | | |Spokesperson | |Decisional |Entrepreneur | | |Disturbance Handler | | |Resource Allocator | | |Negotiator | Interpersonal Category The roles in this category involve providing information and ideas. 1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. Yo u’re expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead. 2. Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it’s where you manage the performance and responsibilities of everyone in the group. 3. Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. Informational Category The roles in this category involve processing information. 1. Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 2. Disseminator – This is where you communicate potentially useful information to your colleagues and your team. 3. Spokesperson – Managers represent and speak for their organization. In this role you’re responsible for transmitting information about your organization and its goals to the people outside it. Decisional Category The roles in this category involve using information. 1. Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2. Disturbance Handler – When an organization or team hits an unexpected roadblock, it’s the manager who must take charge. You also need to help mediate disputes within it. 3. Resource Allocator – You’ll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization. Better understanding of role 1. Figurehead Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, and reputation. Cultivate humility and empathy, learn how to set a good example at work, and think about how to be a good role model. 2. Leader This is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz, how good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities. Next, learn how to be an authentic leader, so your team will respect you. Also, focus on improving your emotional intelligence – this is an important skill for being an effective leader. 3. Liaison To improve your liaison skills, work on your professional networking techniques. You may also like to take our Bite-Sized Training course on Networking Skills. 4. Monitor To improve here, learn how to gather information effectively and overcome information overload. Also, use effective reading strategies, so that you can process material quickly and thoroughly, and learn how to keep up-to-date with industry news. 5. Disseminator To be a good disseminator you need to know how to share information and outside views effectively, which means that good communication skills are vital. Learn how to share organizational information with Team Briefings. Next, focus on improving your writing skills. You might also want to take our communication skills quiz, to find out where else you can improve. 6. Spokesperson To be effective in this role, make sure that you know how to represent your organization at a conference. You may also want to read our articles on delivering great presentations and working with the media (if applicable to your role). 7. Entrepreneur To improve here, build on your change management skills, and learn what not to do when implementing change in your organization. You’ll also need to work on yourproblem solving and creativity skills, so that you can come up with new ideas, and implement them successfully. 8. Disturbance Handler In this role, you need to excel at conflict resolution and know how to handle team conflict. It’s also helpful to be able to manage emotion in your team. 9. Resource Allocator To improve as a resource allocator, learn how to manage a budget, cut costs, andprioritize, so that you can make the best use of your resources. 10. Negotiator Improve your negotiation skills by learning about Win-Win Negotiation and Distributive. . How to cite Introduction of Management, Papers
Sunday, May 3, 2020
Role of Analysts Forecasts in Momentum †Free Samples to Students
Question: Discuss about the Role of Analysts Forecasts in Momentum. Answer: Introduction Colors advertising commenced its business in the year 2013 in Sydney. It offers all the kind of advertisement methods like hoardings, banner, pamphlets, online advertisements and many other methods also. The overall approach of the company is to offer value to the consumers. They believe that their job is to help clients by building strong brands that become the part in the lives of the consumers. They try to earn the loyalty and confidence of the consumers. They believe for this company is that brands are the living things, it require nourishment, to be nurtured and cared also. They are passionate thinkers and innovative creators. They create those brands to which people can relate themselves (Crawley, 2010). The main vision of its founder and CEO Harry Shaw is to expand their business to other premises also in some of the major cities in America. They also give opportunity of franchising the brand of Colors Advertising. Colors advertising are a trustable company that uses reliable source of data. All the data and resources is collected from the previous activities of the company, current publications and by the company itself. Their main attempt is to remove all the unpredictable obstacles that can occur in the project. This project is based on the financial calculations of present and future data; the efficiency of the project is affected by the financial crisis and increase in inflation (Hartman, 1997). Enterprises are constantly looking for ways to improve customer experience. In the "old days," enterprises had far fewer channels of customer engagement in some cases, just a single channel. Those days are long gone, with almost every enterprise adding more channels of interaction with customers and evolving to multichannel engagement strategies. It is now common for a large number of channels to be in action, including storefront, sales associates, contact centers, channel partners, web/portal sites, email and mobile apps, to name a few. Many enterprises deliver multichannel or cross-channel customer experiences, but this can lead to disconnected experiences and silos of customer engagement. Frequently, not all channels are linked, and even those that are enjoy limited sharing of experiences, processes or data. A unified omnichannel engagement strategy provides a holistic approach to engagement channels. Customers are able to take journeys, which will span many channels and devices , in a seamless manner. Multiple channels aren't perceived as multiple companies, or even as different parts of a single company; rather, the channels are linked in a way that hides the silos of engagement and makes the enterprise's organization chart irrelevant to the customer. Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them. With so much focus and press on innovation and disruption as strategies to leverage in the move to digital business, much attention gets placed on high-profile companies that have succeeded in this manner. Google is one of the companies most admired and associated with innovation and disruption. Although there is much to be gleaned from possible emulation of the company's efforts, many organizations rightly recognize that they aren't Google and don't have the same resources. However, by understanding Google and its intent and multiple disruptive strategies, organizations can better identify what can be leveraged from the strategies of Google and other well-known disruptors. Part of Google's strategy is to enable customers to leverage their capabilities to this end. Enterprises are constantly looking for ways to improve customer experience. In the "old days," enterprises had far fewer channels of customer engagement in some cases, just a single channel. Those days are long gone, with almost every enterprise adding more channels of interaction with customers and evolving to multichannel engagement strategies. It is now common for a large number of channels to be in action, including storefront, sales associates, contact centers, channel partners, web/portal sites, email and mobile apps, to name a few. Silos of customer engagement are tall, rigid and multifaceted; it is impossible to knock them down. This is primarily due to the inertia created by the channel leaders who "own" the silos. They have built their careers on getting their silos exactly the way they want them to be. They are compensated on optimizing their silo, not helping other silos. The attitude of "if it ain't broke, don't fix it" causes silos to remain isolated. In clean-slate environments such as startups, silos can be avoided from the start, but for the vast majority of enterprises, they are already in place and require a bridging strategy. While silos significantly impact the customer experience (CX), they also impact the experiences of other audiences. In particular, the employee experience (EX) has been forsaken for decades. If an organization's employees have a poor EX, this will generally lead to a poor CX. Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them. Over the last 12 months, Gartner has held more than 7,100 client interactions on channel strategies. In March 2017, there was a 32% year-over-year increase in the number of inquiries related to channel strategies. Channel strategies are a critical element for success, and dealing with siloed channels is one of the biggest key initiatives underway in IT teams that are supporting customer solutions. Multichannel customer engagement is a requirement for most businesses. Even "mom and pop" boutique shops have websites. Most organizations have moved beyond multichannel to cross-channel customer engagement, where two or more channels work in a more synchronized fashion, at least to some degree. But the bar continues to be raised, and multichannel engagement strategies are no longer considered to be leading edge. The next step is to implement a unified omnichannel engagement strategy, which is now the goal for most enterprises. Yet, this goal remains elusive. A combination of technology and people issues gets in the way of achieving omnichannel. The first approach to creating unified omnichannel customer engagement is to focus on unifying the digital experience, regardless of the channel. In order to deliver a seamless digital CX, you must integrate the technologies used to create websites, portal sites, commerce sites, social media sites and mobile apps. Indeed, the digital experience must extend to wearables, connected vehicles, IoT devices, in-store connected displays, and anywhere digital technology is used for customer engagement. These digital channels must also seamlessly integrate with physical channels, such as the store, branch, dealer or salespeople. However, trying to address all of these channels and all the associated politics is often too big a task to undertake in one step. In order to minimize risk, consider focusing first on the digital channels, building a seamless digital user experience before reaching out to more-traditional analog channels. A second approach to creating unified omnichannel customer engagement is to focus on unifying the customer-facing processes so that they work in the same way, regardless of the channel, and are consistent as the processes span channels. Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them. Net Present Value Initial Investment ($660,000) ($360,000) 1 $128,000 $88,000 2 $182,000 $120,000 3 $166,000 $96,000 4 $168,000 $86,000 5 $450,000 $207,000 NPV @ 13% $51,445.02 $38,480.74 IRR 16% 17% Payback greater than 4 years Less than 4 years Bibliography Nick Crawley (2010).Which industry sector would benefit the most from improved financial modelling standards?, fimodo.com. Retrieved May 07, 2017 Low, R.K.Y.; Tan, E. (2016)."The Role of Analysts' Forecasts in the Momentum Effect".International Review of Financial Analysis.doi:1016/j.irfa.2016.09.007. Retrieved May 07, 2017 Joel G. Siegel; Jae K. Shim; Stephen Hartman (1 November 1997).Schaum's quick guide to business formulas: 201 decision-making tools for business, finance, and accounting students. McGraw-Hill Professional.ISBN978-0-07-058031-2. Retrieved12 November2011.39 "Corporate Planning Models". See also, 294 "Simulation Model". Retrieved May 07, 2017 See for example,Valuing Companies by Cash Flow Discounting: Ten Methods and Nine Theories, Pablo Fernandez: University of Navarra - IESE Business School. Retrieved May 07, 2017 Danielle Stein Fairhurst (2009).Six reasons your spreadsheet is NOT a financial model, fimodo.com. Retrieved May 07, 2017 Krishna G. Palepu; Paul M. Healy; Erik Peek; Victor Lewis Bernard (2007).Business analysis and valuation: text and cases. Cengage Learning EMEA. pp.261.ISBN978-1-84480-492-4. Retrieved May 07, 2017 Richard A. Brealey; Stewart C. Myers; Brattle Group (2003).Capital investment and valuation. McGraw-Hill Professional. pp.223.ISBN978-0-07-138377-6. Retrieved May 07, 2017
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