Professional Documents
Culture Documents
1 Features of Management
1 Features of Management
2 Organizing
Organizing refers to formal grouping of people and activities to facilitate achievement of the
firm’s objectives. Organisation theory is study of structure, functioning and performance of
organization and the behaviour of groups and individuals within them.
Organization theory is defined as a set of interrelated constructs, definitions and
propositions that present a systematic view of behaviour of individuals, groups and
subgroups interacting in some relatively patterned sequence of activity, the interest of
which is goal directed.
2.1 Approaches
Organisation as Process
Organization is understood as a dynamic process and managerial activity which is
necessary for bringing people together and unifying them in the pursuit of common
objectives.
Organization as Structure
Organization refers to the structure of relationships among positions and jobs
through which goals are sought to be attained.
Features of Control
Control is forward looking because one can control future happenings and not the
past. In control process, always the past performance is measured. In the light of
measurement, managers suggest corrective actions for future period.
Control is an executive process from the point of view of organization as a system. As
an executive process, each manager has to perform control function in organization.
Control is continuous process. Through managerial control enables the manager to
exercise control at the point of action.
A control system is coordinated-integrated system. In the sense, control system is
single system but it is more accurate to think of it as a set of interlocking subsystems.
Desired Performance
Implementation of Correction Performance
Corrective actionAnalysis
plan of causes of deviation
Actual Performance
Measurement of Performance
Comparison of actual & standard
Identification of deviation
Feedback Control
1. Feed forward control
Feed-forward control involves evaluation of inputs and taking corrective action
before a particular sequence of operation is completed. Feed-forward control
monitor inputs into processes to determine whether the inputs are as planned. If
inputs are not as planned, corrective action is taken to adjust the inputs according to
the plan so that desired results achieved within the planned input.
2. Concurrent Control
Concurrent control is exercised during the operation of a programme. It provides
measures for taking corrective action or making adjustments while the programme is
still in operation and before any major damage is done.
3. Feedback Control
Feedback control is based on measurement of the results of an action, Based on this
measurement, if any deviation is found between performance standards and actual
performance, the corrective action is undertaken.